Building Welcoming and Belonging Through an Internal Transformation

Social Impact Framework: Welcoming and Belonging

What was the issue you were trying to address?

Diversity, Equity, Accessibility and Inclusion (DEAI) has been a pillar of Destination Madison’s work for several years. When the social justice movement of 2020 arose, Destination Madison realized that our DEAI efforts needed an internal focus. We understood we couldn’t authentically promote our external efforts unless we had our own house in order. In response, we formed an internal DEAI committee to review job descriptions and postings, build staff awareness, provide internal learning opportunities, and support diverse community events. 

What were the stated objectives of this initiative?

In 2022, Destination Madison engaged an external consultant to design and implement a comprehensive workplan to inform how we can best approach DEAI within our policies, procedures and organizational bylaws before creating programs for partners and stakeholders.  

This investment included having our entire staff undergo an intensive bias awareness program over several months. The course curriculum was designed to aid staff in recognizing, owning and disrupting biases with a goal of fostering inclusivity and mitigating workplace inequities.  

What were the specific metrics you used to measure the success of your efforts?

We measured staff completion of the Step Up: Equity Matters’ DEI training and Uprooting Bias Challege program. 

What were the specific outcomes and results of your efforts?

Destination Madison has been able to make DEAI a foundation of our strategic plan, infusing DEAI goals and measurement across sales, partnership, marketing, PR, and operations/accounting.

While our journey to impact social inclusion is not complete, Destination Madison has seen measured results from the strides we have taken. We have seen a significant increase in our staff diversity; improved connections with local affinity groups and organizations serving diverse communities; expanded DEAI representation in our marketing and group materials; and expanded our PR efforts to include media with physical and mental health diversity.  

Our internal DEAI Committee continues to curate learning opportunities and serve as a sounding board for internal staff. We have partnered with diverse influencers and content creators to balance our own perspectives and voices as we seek to represent the authentic makeup of our destination. Our DEAI reach has also extended to our valued partners – including sponsoring inclusive hospitality training events for members of the tourism industry.   

What other best practices or key lessons can you share?

Always remember that everyone is on their own DEI journey. Internally we had team members that had completed a lot of self-reflection and education, and we had team members that were just beginning the process.

Collectively, this work has allowed Destination Madison to commit to further growth in our DEAI capabilities. In doing so, we are better equipped to share authentic and diverse experiences within our region as we live out our vision that Madison is a place for all.