Johnson Space Center

2017 - 2019 Diversity and Inclusion 

Strategic Implementation Plan

2017 – 2019

June 27, 2017
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 2

TABLE OF CONTENTS

INTRODUCTION________________________________________________________________3

PRINCIPLE 1 – DEMONSTRATED LEADERSHIP COMMITMENT___________________________4

PRINCIPLE 2 – EMPLOYEE ENGAGEMENT AND EFFECTIVE COMMUNICATION______________5

PRINCIPLE 3 – CONTINUOUS D&I EDUCATION.......................................

AND SKILLS DEVELOPMENT______________________________________________________7

PRINCIPLE 4 – DEMONSTRATED COMMITMENT .....................................

TO COMMUNITY PARTNERSHIPS__________________________________________________8

PRINCIPLE 5 – SHARED ACCOUNTABILITY AND ...................................

RESPONSIBILITY FOR D&I_______________________________________________________9
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 3

Introduction

JSC Diversity and Inclusion Strategic Implementation Plan

This plan describes initiatives designed to create an atmosphere that signals that all employees are valued, 

respected, and have access to the same opportunities. If we have a welcoming climate, the presence of 

diverse talent and perspectives make innovation not just possible, but probable. 

To ensure full integration between the agency and the center, the JSC Diversity and Inclusion Implementation 

Plan acknowledges the agency Diversity and Inclusion (D&I) Plan that include Center actions, and 

complements the agency plan by identifying center specific strategies and actions. JSC practices the agency’s 

five guiding principles that fully integrate D&I into NASA’s mission and strategic decision-making.

These principles are:

1. Demonstrated Leadership Commitment

JSC Goal: JSC senior leadership makes D&I a priority, demonstrates its commitment at the highest levels of the 

organization, and champions inclusive leadership at all managerial levels.

2. Employee Engagement and Effective Communication

JSC Goal: JSC cultivates an inclusive, collaborative, open, and innovative work environment that encourages 

creativity and engagement throughout the workforce.

3. Continuous D&I Education, Awareness, and Skills Development

JSC Goal: JSC has a continuous D&I program that provides all employees with the necessary education and 

skills to be successful and effectively model behaviors reflective of D&I principles and cultural competence.

4. Demonstrated Commitment to Community Partnerships

JSC Goal: JSC actively builds constructive relationships with schools, community-based organizations, small 

businesses, and professional associations to provide diverse communities with access to information and 

opportunities.

5. Shared Accountability and Responsibility for D&I

JSC Goal: There is an expectation, communicated at all levels, that diversity and inclusion are shared 

responsibilities among all managers and employees. 
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 4

PRINCIPLE 1 – DEMONSTRATED LEADERSHIP COMMITMENT

JSC Goal: JSC senior leadership makes D&I a priority, demonstrates its commitment at the highest levels of the 

organization, and champions inclusive leadership at all managerial levels.

JSC Strategy 1.1

At the Center level, senior leadership conveys the critical nature of D&I to mission success as demonstrated 

through policy and strategic planning. They endorse the linkage of inclusion practices to innovative outcomes as 

the business imperative for diversity. Center leadership serves as role models and advocates of D&I, including 

the wide dissemination of JSC’s D&I/I&I messages. 

Actions Measures 

Implementation DatePrimary Office 

Responsible

1.1.1 Widely distribute D&I topics 

from HQ Vits and JSC Senior Staff

Supports agency strategy 1.1

Weekly/Monthly distribution through 

senior staff resources website and 

inclusive leadership email distribution.

When 

available

Office of Equal 

Opportunity and 

Diversity (OEOD)

1.1.2 Center leadership discusses 

D&I/I&I related matters through a 

variety of communication methods, 

including notes to the workforce, at allhand meetings, etc.

With Senior Staff - Monthly

All Hands at least 2 times per year

I&I Council – quarterly

Ongoing

2017 - 2019

Center Director 

(CD)/OEOD

1.1.3 Senior managers of organizations 

discuss D&I/I&I related matters in staff 

meetings and address challenge areas.

Challenge areas for the organization are 

identified, addressed and reported in 

the organization’s I&I Status card report 

or as needed.

2017 – 2019

biannually

All orgs/OEOD

1.1.4 Senior leaders serve as executive 

sponsors for D&I/I&I initiatives.

Participation by all JSC organizations 

every two years as ERG Executive 

Sponsors.

Annual OEOD

1.1.5 Inclusive Leadership Cadre

members are active work place culture 

change agents that engage the entire 

workforce in D&I/I&I. 

Cadre is expanded by adding 1-2 new 

members from each 

directorate/office/program.

Specific actions for Cadre members are 

identified and scheduled.

2/1/2017

Annually at 

a minimum 

beginning 

April 2017

OEOD/ Human 

Resources (HR)

JSC Strategy 1.2

Mentoring Engagement: Leaders are expected to annually engage in at least one mentoring commitment with 

an employee different from themselves and highlight/report/share experience at appropriate meetings.

Actions Measures 

Implementation DatePrimary Office 

Responsible

1.2.1 Develop and execute a plan to 

engage JSC Senior Staff and their 

senior leadership team in mentoring at 

least one individual from a different 

Results are reported in executive 

performance accomplishments.

9/30/2017 HR
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 5

affinity group (e.g., race, national origin 

and gender). Supports Agency Strategy 

1.2

1.2.2 Develop and execute a plan to 

engage all JSC SES in mentoring at least 

one individual from a different affinity 

group (e.g., race, national origin and 

gender). Supports Agency Strategy 1.2

Results are reported in executive 

performance accomplishments.

9/30/2018 HR

JSC Strategy 1.3

Strengthen first-line supervisors’ engagement in D&I/I&I efforts.

Actions Measures 

Implementation DatePrimary Office 

Responsible

1.3.1 Develop and execute a 

communications campaign about the 

value of I&I (the business case), 

employee engagement, and ERGs with 

supervisors as the primary audience. 

Attendance increases at I&I related 

activities. 

September 

2017

OEOD

1.3.2 Include leads and supervisors in 

activities planned by the Inclusive 

Leadership Cadre.

Track participation and solicit feedback 

via short surveys.

July 2017 OEOD

1.3.3 Explore additional strategies and 

actions.

Added to D&I Plan updates annually. March 2018 OEOD/I&I Council

PRINCIPLE 2 – EMPLOYEE ENGAGEMENT AND EFFECTIVE COMMUNICATION

JSC Goal: JSC cultivates an inclusive, collaborative, open, and innovative work environment that encourages 

creativity and engagement throughout the workforce.

JSC Strategy 2.1

Understand the perspectives of our workforce in order to enhance employee engagement, empowerment, and 

inclusion. Ensure that diverse ideas and viewpoints are respected, valued, and encouraged and that employees 

have the opportunity to be heard and receive feedback.

Actions Measures 

Implementation DatePrimary Office 

Responsible

2.1.1 Analyze Federal, Agency, and 

Center surveys by race, age, gender 

and other demographics to understand 

work environment perceptions.

Present Employee Viewpoint Survey 

(EVS) engagement and inclusion indices

and findings to the I&I Council as part of 

an annual planning process.

When data 

is made 

available 

annually

OEOD/HR
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 6

2.1.2 Continue to increase employee 

engagement through discussion 

groups, seminars, lunch and learns, 

panel discussions, town halls, etc that 

include participation by supervisors 

and managers. 

Supports agency strategy 2.3

Monitor attendance numbers, use 

attendee evaluation sheets to gather 

feedback on the effectiveness of the 

program.

June 2017 ODEO

2.1.3 Initiate a communication 

campaign on Self-Identification of 

disabilities and serious health 

conditions to accurately reflect our 

current population of individuals with 

disabilities.

Monitor data for progress before and 

after campaign.

By Dec 2017 ODEO and HR

JSC Strategy 2.2

Support employee resource groups and demonstrate their value by linking their outcomes to business 

contributions (recruiting, onboarding/retention, outreach and Center challenge projects). 

Actions Measures 

Implementation DatePrimary Office 

Responsible

2.2.1 Develop the relationship 

between ERGs and SEPs to increase 

effectiveness. SEP Managers and ERGs 

collaborate on observance planning 

and execution.

2) SEP goals and objectives are 

presented to ERGs annually.

January 

2017

Begin 

January 

2018

OEOD

2.2.2 ERGs demonstrate inclusiveness 

by collaborating on center-wide 

challenge projects and mutually 

beneficial activities

Report twice per year to the Inclusion & 

Innovation Council

Ongoing 

annually

OEOD

JSC Strategy 2.3

Ensure that all employees are aware of leadership and career development opportunities at all levels.

Actions Measures 

Implementation DatePrimary Office 

Responsible

2.3.1 Continue to use the Transparent 

Opportunities Program (TOP) as a 

method to make stretch assignments 

available to all employees

Accomplishments are reported on the 

I&I Status Card.

January 2018 All managers, 

supervisors, and 

HR 

2.3.2 Develop a plan to increase the 

pipeline of potential leaders from 

under-represented groups.

Present a plan to I&I Council/Senior 

Council.

Proposal by 

January 2018

OEOD/HR/I&I 

Council
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 7

PRINCIPLE 3 – CONTINUOUS D&I EDUCATION AND SKILLS DEVELOPMENT

JSC Goal: JSC has a continuous D&I program that provides all employees with the necessary education and skills to 

be successful and effectively model behaviors reflective of D&I principles and cultural competence.

JSC Strategy 3.1 

Increase D&I Competencies for Managers, Supervisors and Employees

Increase D&I competencies through effective training programs offered online and face to face and through 

participation in DI&I programs conducted onsite by ERGs, corporate D&I Councils, etc. 

Actions Measures 

Implementation DatePrimary Office 

Responsible

3.1.1 Require employees who are not

supervisors, managers, or leads to 

complete the one-day Introduction to 

Inclusion and Innovation.

Continue to conduct course evaluations to 

measure perceptions as to the availability 

and effectiveness of the course and report 

to the I&I Council annually. Plan 

adjustments accordingly. 

Ongoing 

annually

HR/OEOD

3.1.2 Require all supervisors to 

complete Advanced I&I.

One session offered annually.

Continue to conduct course evaluations to 

measure perceptions as to the effectiveness 

of the course and report to the I&I Council 

annually. Plan adjustments accordingly. 

Ongoing JSC 

Organizations/

HR

3.1.3 Encourage supervisors to 

continually develop leadership 

competencies and cultural 

competence by participating in 2-3 

activities each year.

Supervisors discuss their activities during 

midyear and final performance 

discussions.

March 2018 All JSC 

organizations

3.1.4 Provide Just-in-Time training 

that incorporates implicit bias learning 

for specific actions: i.e., Recruiting, 

selection panels, accommodation 

requests, harassment allegations

Assess and report progress of individual 

offices D&I EVS scores during June BPR.

Continue progress accomplished in prior 

years.

January 

2018

OEOD 

JSC Strategy 3.2 

Offer and continually update D&I training options to ensure follow-on development opportunities are provided 

and D&I modules are integrated into leadership courses.

Actions Measures 

Implementation DatePrimary Office 

Responsible

3.2.1 Offer and continually update 

D&I training options to ensure followon development opportunities are 

provided.

Monitor course evaluations. Annually in 

June/July

HR/OEOD
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 8

3.1.2 Continue to review and adjust 

JSC Leadership curriculum offerings to 

incorporate D&I topics when 

appropriate.

Document which courses have been 

evaluated and adjusted. Monitor course 

evaluations.

September 

2017

HR

3.1.3 Continue to benchmark D&I 

training and development best 

practices.

Annually connect with at least 1 new 

external organization in a highly technical 

field that is a recognized leader in D&I to 

benchmark their best practices in D&I 

training and development.

July 2017 OEOD/HR

PRINCIPLE 4 – DEMONSTRATED COMMITMENT TO COMMUNITY PARTNERSHIPS

JSC Goal: JSC actively builds constructive relationships with schools, community-based organizations, small 

businesses, and professional associations to provide diverse communities with access to information and 

opportunities.

Strategy 4.1

Expand education and outreach with under-represented educational communities to foster early talent detection 

in K-12 students and engage students from previously unexplored schools (HQ and Centers)

JSC Supporting Actions Measures 

Implementation DatePrimary Office 

Responsible

4.1.1 Develop a plan to formally 

document and track the adoption of 

local K-12 underserved or 

underrepresented schools

Support agency strategy 4.1

Monitor progress and report on Center 

progress during BPR.

9/30/17 AD

4.1.2 Identify charter, disabled and 

STEM/STEAM focused schools to 

conduct or partner with on at least 

one event – invite multiple schools to 

participate

Supports agency strategy 4.1

Conduct at least one event with a nontraditional school annually.11/15/17 

and annually

AD

4.1.3 Develop a process to facilitate 

and track SES participation in at least 

one outreach event per year 

promoting education and outreach to 

enhance diversity and outreach 

efforts. Supports agency strategy 4.1

1) Reach at least 50% participation from SES 

leadership in outreach activities. 

2) Reach 100% participation from SES 

leadership in an annual activity.

3) Report progress semiannually on I&I 

Status Card. 

1) 7/30/17

2) 9/30/18

AD/HR
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 9

JSC Strategy 4.2

Ensure JSC’s Small Business program expands and enhances supplier diversity efforts to increase contract 

participation of the small business community. 

Actions Measures 

Implementation DatePrimary Office 

Responsible

4.2.1 JSC Small Business Office will 

support Agency goals 

Supports agency strategy 4.2

Meet or exceed Agency goals 9/30/2016 –

9/30/2019 BA

4.2.2 Participate in small business 

development outreach events. Approximately 13 per year FY 17 – FY19 BA

4.2.2 Center Management to monitor 

and report performance against Small 

Business goals at BPR and in Annual 

Small Business Report.

Annually FY 17 – FY19 BA

4.2.3 Conduct Small Business 

Roundtables to discuss small business 

issues and regulatory changes and 

their potential impacts. 

Monthly FY 17 –

FY19

BA

PRINCIPLE 5 – SHARED ACCOUNTABILITY AND RESPONSIBILITY FOR D&I

JSC Goal: There is an expectation, communicated at all levels, that diversity and inclusion are shared 

responsibilities among all managers and employees. 

JSC Strategy 5.1

JSC Senior Staff level Directors track and report on both qualitative and quantitative measures related to D&I.

Actions Measures 

Implementation DatePrimary Office 

Responsible

5.1.1 Center Director direct reports

complete the I&I Status Card report

detailing activities in their directorate 

that engage employees or provide more 

transparency in processes that affect 

development opportunities, awards, 

promotions, etc. 

Best practices are shared semiannually

(January - May and June - December)

Semiannually All orgs

5.1.2 Each director reviews completed 

Status Card report with the Center 

Director and best practices are shared.

Highlights and/or accomplishments are 

included in performance reviews.

Ongoing 

Semiannually

All orgs

5.1.4 Ensure that members of the 

Inclusive Leadership Cadre have the 

opportunity to present as part of 

Monitor course evaluations and report 

feedback to full Cadre.

July 2017 HR
 

JSC Diversity and Inclusion Strategic Implementation Plan 2017-2019 10

leadership training, HRM, or other I&I 

classes.

JSC Strategy 5.2

D&I/I&I is recognized as a leadership competency. D&I performance standards are reflected in the performance 

requirements of JSC managers, supervisors, and employees. 

Actions Measures 

Implementation 

Date

Primary Office 

Responsible

5.2.1 Require annual 2nd level reviewer 

training (available in SPACE) to ensure 

the validation of distinguished ratings of 

SES and GS supervisors in the D&I arena 

Supports agency strategy 5.1.2 

Monitor progress of supervisory 

indicators relative to D&I in EVS and 

D&I.

9/30/2017 HR

5.2.2 Performance evaluations for 

SES/ST are tied to successful outcomes, 

with D&I being one of the factors.

Monitor progress of senior 

leadership indicators relative to D&I 

in EVS surveys.

1/2018 HR/OEOD