HomeMy WebLinkAboutStudy Session Agenda Packet 09-21-20STUDY SESSION AGENDA
CITY COUNCIL
CITY OF WHEAT RIDGE, COLORADO
September 21, 2020 6:30 p.m. This meeting will be conducted as a VIRTUAL MEETING. No members of the Council or City staff will be physically present at the Municipal building for this meeting; the public may not attend in person. The public may participate in these ways: 1. Provide comment in advance at www.wheatridgespeaks.org (comment by noon on September 21, 2020) 2. Virtually attend and participate in the meeting through a device or phone:
• Click here to join and provide public comment
• Or call +1-669-900-6833 with Access Code: 926 6932 1255
3. View the meeting live or later at www.wheatridgespeaks.org, Channel 8, or YouTube Live at https://www.ci.wheatridge.co.us/view
4. Individuals who, due to technology limitations, are unable to participate in the meeting virtually (via the Zoom platform) or by calling in on the telephone may contact Danitza Sosa, Assistant to the Mayor and City Council, at 303-235-2977 by noon on the day of the meeting. Arrangements will be made for those individuals to access City Hall
during the meeting to view the meeting and provide public comment if desired. These comments will be heard and seen in real time by members of Council and City staff. Individuals accessing City Hall must practice social distancing, wear a mask or other facial covering and be free of COVID-19 symptoms.
Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Contact the Public Information Officer at 303-235-2877 or wrpio@ci.wheatridge.co.us with as much notice as possible if you are interested in
participating in a meeting and need inclusion assistance.
Citizen Comment on Agenda Items
1. Race and Equity in Wheat Ridge
2. Wadsworth Improvement Project update
a) Budget update b) Right-of-way acquisition update
3. Staff Report(s)
4. Elected Officials’ Report(s) ADJOURNMENT TO SPECIAL MEETING
Memorandum
TO: Mayor and City Council
THROUGH: Patrick Goff, City Manager
FROM: Marianne Schilling, Assistant to the City Manager
DATE: September 21, 2020
SUBJECT: Race and Equity in Wheat Ridge
ISSUE: On June 22, 2020, City Council passed Resolution No. 35 as an important first step towards
condemning racism and hate in all its forms. The Resolution further resolved that for true
systematic change, it is incumbent on city leaders and community members to listen with open hearts and minds and to take informed, meaningful actions and that the Mayor and City Council stand steadfast with all citizens of Wheat Ridge against racism and reaffirm its commitment to
fighting for racial justice and human and civil rights for all.
Members of Wheat Ridge for Equity were also at the June 22 study session and asked that City Council consider the following action items:
1.Frequent and ongoing equity and bias training for city staff and elected officials in order
to understand and recognize patterns of thinking that perpetuate discrimination and
mitigate personal biases.
2.Creation of an Equity Task Force by the City Council to include people marginalized byoppression, such as people who are Black, Indigenous, and People of Color, LGBTQ,immigrants, differently abled, people of non-Christian faiths, young people, and Elders inour community. Membership of this Task Force must represent diverse and multiple
perspectives so as not to deny or minimize our neighbors’ lived experiences.
3.The Equity Task Force will carry out a thorough review of City policies, services, andordinances, as well as inequities in community systems and departments and reportrecommendations, including ways in which success will be measured toward becoming a
more inclusive and responsive community.
This study session agenda item is at the request of Councilmembers Nosler-Beck and Dozeman
to discuss and consider actions items to addresses racism and hate in Wheat Ridge and the creation of a race and equity taskforce.
PRIOR ACTIONS: On June 22, 2020, City Council passed Resolution No. 35 condemning racism and hate.
Item No. 1
Race and Equity in Wheat Ridge
September 21, 2020
Page 2 FINANCIAL IMPACT: None
BACKGROUND: The City is committed to the pursuit of racial equity and inclusivity for all members of the community. To inform City Council on what the City is working on internally in this realm, Wheat Ridge departments have provided information related to racial equity and inclusion that are already
in place, are currently in motion, and are in consideration to move forward.
City Department Practices Administrative Services
• In July, Human Resources and the City Manager conducted three city-wide employee
listening sessions to check in with employees about their thoughts, perspectives and fears
following the death of George Floyd and to generate ideas as to how this organization should and could move forward. One initial takeaway was a resource guide for staff to help spur self-education through articles and webinars from existing City providers and
partners.
• The City will conduct a robust and engaging three-part antiracism and inclusion training
for supervisory staff beginning September 22.
• The Administrative Services Department vision and action plan identifies an activity to develop and implement a strategy for enhancing staff diversity.
• Equal Opportunity Policy – the City is committed to developing a work force which reflects the diversity and composition of the community it serves and honors and respects the differences and abilities of all the employees and residents. This policy provides a
level playing field for City job applicants and is linked with a commitment to non-
discriminatory management of a diverse work force.
• The City follows both legal requirements and best practices when recruiting for open positions. Applicant names are hidden from staff review during the initial application review phase and the City no longer asks for salary or criminal history on job
applications.
• The City’s website can now be instantly translated on demand into over 100 languages.
• The City has added closed captioning for videos on YouTube. Recent outreach meetings
have included ASL and Spanish interpretation.
• The City plans to update its communication style guide and train staff on its use to eliminate gender identifications, references to “citizens”, language around ability and other areas of our written and verbal communication.
Community Development
• Leadership has encouraged open discussions regarding race and equity, and has encouraged participation in the forums hosted by the City Manager’s Office.
• Community Development is aware that housing zoning practices have historically been used
in some communities to have exclusionary effects. Large lot zoning, for instance, can result
in affordability issues that disproportionately impact minority populations. Staff has endeavored to encourage a range of housing densities in appropriate locations throughout the City, which can positively impact housing affordability; however, staff operates with the
understanding that zoning decisions are driven by City Council through adoption of the
Comprehensive Plan and subsequent rezoning ordinances.
Race and Equity in Wheat Ridge
September 21, 2020
Page 3
• Wheat Ridge has some neighborhoods/subdivisions with private covenants and deed
restrictions which historically were used to prevent certain races and ethnicities from buying and residing in certain neighborhoods. Those are privately adopted and enforced restrictions,
which the City does not have the ability to amend or enforce. Municipal Court
• Last year, court staff created a mission statement which mandates the fair and impartial resolution of ordinance violations in order to preserve the rule of law and to protect the rights and liberties guaranteed by the State and U.S. Constitutions. Staff, at the same time, developed department values that require respectfulness, efficiency, procedural fairness, and
safety to all who come before the court.
• An independent, fair, and impartial judiciary is indispensable to our system of justice. The Colorado Supreme Court developed the Code of Judicial Conduct several decades ago which establishes standards for the ethical conduct of judges and court staff. It is divided into Canons which are overarching principles and general in nature. Canon 2 states that a judge
shall perform the duties of the judicial office impartially, competently, and diligently. Rule
2.2 specifically addresses bias, prejudice, and harassment. Rule 2.2, which expands on Canon 2, states that a judge and staff shall perform the duties of the office without bias or prejudice. A judge and staff shall not, in the performance of judicial duties, by words or
conduct manifest bias or prejudice, or engage in harassment, including but not limited to
bias, prejudice, or harassment based upon race, sex, gender, religion, national origin, ethnicity, disability, age, sexual orientation, marital status, socioeconomic status, or political affiliation. Judge and staff are to require the lawyers in proceedings before the court to refrain from such conduct. However, these restrictions do not preclude judges or lawyers from making legitimate reference to the listed factors, or similar factors, when they are
relevant to an issue in a proceeding.
Parks and Recreation
• Staff is working on a policy draft for inclusion and equity, which is a National Recreation &
Parks Association initiative and racial equity is a component.
• Wheat Ridge Recreation Center has family locker rooms which allow individuals to choose
the restroom that makes them most comfortable.
• Parks and Recreation is dedicated to the standard that all residents should have access to a park within a 10-minute walk, and Wheat Ridge is currently well above the national average.
Police
• The Police Community Advisory Group was formed in 2018 to provide a forum for open
dialogue about the delivery of law enforcement services.
• In June, the Police Chief and City Manager presented at a virtual community meeting, hosted by the Police Community Advisory Group, on policing procedures and policies in Wheat Ridge.
• Staff has updated the “Response to Resistance” policy (formerly Use of Force) to ensure
more review and oversight.
• The department met with the NAACP on September 14 to discuss issues related to racism and injustice in policing.
• All members of staff (sworn and non-sworn) were assigned and have completed in-service
training on Ethics for Law Enforcement, Anti-Bias, and Racial Profiling.
Race and Equity in Wheat Ridge
September 21, 2020
Page 4
• Participation on the law enforcement focus group through the Simon Wiesenthal Center to
share and support the efforts of the law enforcement profession.
• Staff is documenting and tracking police contacts and conducting reviews to determine the level of interaction with various demographics.
• The department is focused on its recruitment efforts related to diversity by attending job fairs
dedicated to diversity and inclusion and placing job announcements on minority and women job boards. Public Works
• Public Works is committed to non-discriminatory management of a diverse work force in
which managers value the differences in their employees.
• Leadership encourages diversity-related topics in need of discussion and the appropriate follow through.
DISCUSSION: The City of Wheat Ridge is dedicated to continuous improvement and self-reflection when reviewing internal practices and policies. As part of that effort, and consistent with Resolution No. 35-2020, City Council has requested a conversation regarding the development of a task force on
race and equity and other actionable items for the City to consider to address race in equity issues.
Attached to this memorandum are resource documents from the National League of Cities, the International City and County Management Association and the Colorado Municipal League that can equip local governments with strategies and leading practices that are used in communities across the United States.
Race and Equity Task Force
There are numerous examples of race and equity task forces from around the country. A task force could be more internally facing, which could review and recommend updates related to (but not be limited to) the City Charter, the municipal code, and internal recruiting and hiring policies.
Additionally, this task force may be more externally facing, which would focus more on how the
community engages with each other and develop actionable goals for the Wheat Ridge community to undertake. Or both. Staff would like to leave this conversation more open-ended in order to hear the conversation and
recommendations from City Council, however, the items Council may consider for discussion may
include:
• Directives o How the task force will determine its goals and action plan
o What level of authority the task force will have
o Term of task force
• Reporting o How City Council will want to be informed of progress o How the community will want to be informed of progress
• Task Force Members
o The makeup of the task force (staff, elected officials, community members, subject matter experts, etc.)
o The process by which someone may become a member of the task force
Race and Equity in Wheat Ridge
September 21, 2020
Page 5
Attachments 5 and 6 are two examples of the structure for a race and equity task force.
Best Practices from Peer Agencies
• Join Government Alliance on Race & Equity (GARE), a national network of governments working to achieve racial equity and advance opportunities for all. GARE helps governments
complete a Racial Equity Analysis and develop a Racial Equity Municipal Action Plan
• Provide clear signage in the community that Wheat Ridge is listening and stands against racism
• Provide training to elected officials on equity and bias with a professional facilitator
• Provide the opportunity for community education and discussion through facilitated
discussions with a professional facilitator Attachment 7 to this memorandum includes responses to a CML survey from communities across
the state concerning what they are doing to address race and equity issues.
RECOMMENDATIONS: Staff is asking City Council for consensus on the development and direction of a race and equity task force and training for elected officials. Additionally, staff is seeking direction from City
Council on continued next steps to continue moving forward on the topic of race and equity in the Wheat Ridge community. ATTACHMENTS: 1. Resolution No. 35-2020
2. ICMA - Equity and Inclusivity Toolkit
3. NLC – “How Cities can Advance Racial Equity through Community Conversations” 4. NLC – Race, Equity and Leadership Initiative (REAL) 5. City of Bainbridge Island Race Equity Task Force 6. City of West Palm Beach Task Force on Racial and Ethnic Equality
7. CML – Racial Equity Definitions and Member Survey Responses
CITY OF WHEAT RIDGE, COLORADO RESOLUTION NO. 35
Series of 2020
TITLE: A RESOLUTION CONDEMNING RACISM AND HATE
WHEREAS, the City of Wheat Ridge, its Mayor, City Council, City Manager,
Chief of Police, the entire Wheat Ridge Police Department and employees city-wide, are deeply saddened by the deaths of Black Americans, including the senseless death of George Floyd on May 25, 2020 in Minneapolis, Minnesota; and
WHEREAS, the City of Wheat Ridge affirms that the lives of Black people matter
and the nationwide movement both articulates and brings awareness to the injustices
that exist at the intersections of race, class, and gender including: mass incarceration; police brutality; poverty; unaffordable housing; income disparity; homophobia and transphobia; gender inequality; poor access to health care; and poor access to equitably resourced education and educational opportunities; and
WHEREAS, recent events are a compelling reminder that for the past 401 years, including 155 years since the abolition of slavery in the United States, violent acts and prejudices are perpetrated daily against Black people in our country and in our own community; and
WHEREAS, racism and hate have no place in our City. There is much work to be
done to stop pervasive, long-standing and devastating racial injustices in our
community; and
WHEREAS, we strive to be a community where all mothers, fathers and caregivers can raise their children to feel safe and where all people can feel safe, regardless of the color of their skin, the language they speak, their country of origin,
their religion, their gender identity, their sexual preference, and ability; and
WHEREAS, we are committed to safeguarding our community against the root causes of, and the damages stemming from, racism and hate and to protecting the Constitutional and human rights of every person who lives, works and visits our City; and
WHEREAS, the Wheat Ridge Police Department is a nationally accredited
agency and has embraced the six pillars of policing from President Obama’s Task Force on 21st Century Policing including: Building Trust and Legitimacy, Policy and Oversight, Technology and Social Media, Community Policing and Crime Reduction, Officer Training and Education and Officer Safety and Wellness; and
WHEREAS, the City of Wheat Ridge pledges to work alongside community leaders and residents to provide effective public safety, while continuing to earn the trust of the community they serve; and
ATTACHMENT 1
WHEREAS, this Resolution is an important step towards condemning racism and hate in all its forms and that for true systematic change, it is incumbent on city leaders
and community members to listen with open hearts and minds and to take informed,
meaningful actions.
NOW, THEREFORE, BE IT RESOLVED that the Mayor and City Council of the City of Wheat Ridge, Colorado stand steadfast with all citizens of Wheat Ridge against racism and reaffirm its commitment to fighting for racial justice and human and civil
rights for all.
DONE AND RESOLVED this 22nd day of June, 2020.
Bud Starker, Mayor
ATTEST:
Steve Kirkpatrick, City Clerk
ICMA Equity &
Inclusion Toolkit
ATTACHMENT 2
ICMA EQUITY & INCLUSION TOOLKIT iii
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
What Do We Mean by Equity and Inclusion? . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Background: ICMA’s Equity & Inclusion Mission . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Leadership Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Community Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Come Prepared . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Small Gestures; Big Impacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
The Internet: The Good, the Bad, and the Opportunity . . . . . . . . . . . . . . . . . . . .9
Dealing with Divisive Events: Police Shootings . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Dealing with Divisive Events: Immigrant Detainment
and Deportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Delivery of Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Proceed with Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Good Data Leads to Equitable Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Adapting to Circumstances . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Internal Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Find Someone to Lead the Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Recruitment and Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Key Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Diversity in Local Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
Community Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Engaged Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Additional Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52
CONTENTS
iv ICMA EQUITY & INCLUSION TOOLKIT
• Adams, Massachusetts
• Arlington County, Virginia
• Asheville, North Carolina
• Aurora, Colorado
• Austin, Texas
• Boston, Massachusetts
• Cedar Rapids, Iowa
• Champaign, Illinois
• Daly City, California
• Decatur, Georgia
• Dubuque, Iowa
• Edmonton, Alberta, Canada
• Fairfax County, Virginia
• Iowa City, Iowa
• King County, Washington
• Knoxville, Tennessee
• Louisville/Jefferson County Metro
Government, Kentucky
• Malmö, Sweden
• Marin County, California
• Maywood, Illinois
• Needham, Massachusetts
• Ottawa County, Michigan
• Oxnard, California
• Philadelphia, Pennsylvania
• Phoenix, Arizona
• Rockville, Maryland
• Saint Paul, Minnesota
• San Antonio, Texas
• San Mateo County, California
• Tacoma, Washington
• Toronto, Ontario, Canada
The following ICMA member communities profiled in this toolkit have directly contrib-
uted to its development, taken part in related ICMA events or publications, or have been
selected due to their work in advancing equity and inclusion in local government and the
communities they serve:
ACKNOWLEDGEMENTS
ICMA EQUITY & INCLUSION TOOLKIT 1
Purpose
During the ICMA strategic planning process, ICMA members noted that now, more than
ever, local government professionals are called upon to integrate equitable public service
to rapidly diversifying communities. Local governments must consider issues of equity and
inclusion that go beyond race, ethnicity, and gender and include variations in age, sexual
orientation, ability, economic status, educational attainment, immigration levels, and com-
munity size .
The ICMA Task Force on Strengthening Inclusiveness in the Profession and the Task
Force on Women in the Profession recommended the creation of this toolkit to equip local
governments with strategies and leading practices that are used in communities across the
United States and abroad, along with corresponding resources that can be replicated in
other communities.
The appendices include an overview of local government and ICMA member diversity,
profiles of the communities cited, a list of organizations actively involved in promoting
equity and inclusion in government, additional resources, and a glossary of terms useful for
individuals and communities when working on these issues.
We hope that this toolkit will provide current and future local government leaders with
an additional capacity to ensure that they continue to work toward building equitable and
inclusive organizations and communities.
What Do We Mean by Equity and Inclusion?
Before introducing the terms “equity” and “inclusion” and how they will be implemented
throughout the toolkit, we must first discuss what happened to “diversity.”
Increasing diversity in any community or organization is certainly encouraged and cele-
brated, but a diverse body is not necessarily equitable or inclusive . Diversity programs, while
increasingly successful and shown to improve the functioning of an organization, have the
goal of tolerance and respect for others despite their differences.1 In and of itself, diversity
does not address the systematic and institutional deprivation of resources, whether they be
material or social, experienced by the groups targeted by diversity programs.2
Diversity efforts can bring individuals from a variety of backgrounds with a wealth of
perspectives and skills to the table, but they do not guarantee that every individual will be
given equal opportunities or treatment.
INTRODUCTION
ICMA and its members are committed to ensuring that local governments and
the association reflect the diversity of the communities we serve. Professional
local government management must attract and cultivate a diverse and
talented group of individuals dedicated to the highest ideals of public service.
2 ICMA EQUITY & INCLUSION TOOLKIT
It’s not enough to employ a workforce of individuals with varying backgrounds
and views. We need to include their experiences and views when working
with each other and when developing programs and services.3
Equity and inclusion focus on fairness and justice, especially pertaining to civil and legal
rights .4 Inclusion is the act of creating environments in which any individual or group can
feel welcomed, respected, and able to fully participate.5
Equity and inclusion are possible only when barriers are acknowledged and removed .
Some of the barriers at the local government level include community relations, delivery of
services, and internal practices. The barriers and most effective strategies for addressing
these issues will vary by community and depend on the program, project, or practice.
This may seem like a daunting task but compare it to a complicated task you do every day.
Considering the economic impacts of your efforts on various industries and neighborhoods
is second nature, with practice, considering equity and inclusion will be much the same.
Background: ICMA’s Equity and Inclusion Mission
The 1974 Task Force on Women in the Profession6 laid the foundation for ICMA’s work
toward a more diverse and inclusive association and profession, beginning with the recom-
mendations to remove sexist language and imagery from all ICMA materials and to include
women on ICMA boards and commissions. While these recommendations may seem obvious
by today’s standards, it demonstrates how much work was needed to be done and how far
ICMA and the profession have progressed in less than 50 years .
Based on the recommendations from the 2012 Task Force on Women in the Profession7
and the 2014 Task Force on Strengthening Inclusiveness in the Profession8, ICMA has com-
mitted to enhancing ongoing activities and developing new efforts to address the complex
and multi-dimensional notions of equity and inclusion. These include reporting members’
demographic information annually; requiring the ICMA Conference Planning Committees
to strive for diversity throughout the annual conference; developing special sessions annu-
ally prior to each ICMA Regional Conference on the topics of women, equity, and/or inclu-
sion; establishing a variety of outreach efforts for the next generation of leaders in local
government through Student Chapters and the Local Government Management Fellowship;
building a diverse mentoring network through the Coaching Program; adding diversity and
inclusion as key content areas for ICMA’s professional development program; enhanc-
ing the 18 Practices for Effective Leadership to reflect diversity and inclusiveness as key
attributes; creating a new conference theme track: Diversity, Inclusivity, and Social Justice;
highlighting the pertinent efforts of member communities; implementing a diversity strate-
gic plan; encouraging inclusion in the ICMA Executive Board selection process; continuing
working with ICMA State and Affiliate Partners on training needs that support raising the
level of awareness of gender- and equity-related issues; and creating and using toolkits
such as this to further the mission of ICMA .
The recommendations of these task forces have provided ICMA with specific goals,
many of which can and will be measured over time. ICMA will continue to seek feedback
from members and affiliates to improve the association and its processes to further demon-
strate ICMA’s commitment to equity and inclusion .
ICMA EQUITY & INCLUSION TOOLKIT 3
Taking action on equity and inclusion within your local government organization and the
community you serve is important and necessary . It is not only the right thing to do, it is
beneficial to your operations and your organization. Research shows that diverse staffs
working in inclusive environments dramatically further the potential of their organiza-
tion.9 Changing the culture of your organization is not something you can do alone. It will
take the combined efforts of all government leadership–elected, appointed, selected, and
employed–in collaboration with staff and community leaders.
To get an entire organization on board with promoting equity and inclusion, make the
business case for equity and inclusion in an organization and the community. This way, staff
and senior managers will have an idea of what is expected and why. Also, progress can be
tracked and evaluated throughout the process, informing current and future efforts.10
LEADERSHIP RESOURCES
Have a workforce broadly reflective
of the community
• Undertake regular employee
survey
• Undertake employment outreach
• Review recruitment, development
and retention practices to ensure
barriers to employment are
identified and addressed (lens)
• Create mentoring opportunities
across the organization
• Create internship opportunities
across the organization
• Promote City of Edmonton
Attract and retain a talented
workforce skilled at working in an
inclusive and respectful manner with
one another and with the community
• Develop and implement
respectful workplace policy
• Establish and implement
procedures to address violations
of respectful workplace policy
• Implement Communication Plan
to increase employee awareness
of diversity and inclusion
goals, expectations, roles and
performance measurement
• Implement Education and
Training Plan
Identify and address barriers
within organizational systems
• Build awareness of Diversity and
Inclusion Lens
• Apply Diversity and Inclusion
Lens to identify barriers in
policies, plans, practices,
programs and services
• Develop and implement actions
plans to address identified barriers
Create processes, policies, plans,
practices, programs and services
that meet the diverse needs of
those we serve
• Processes are established to
actively solicit perspectives and
ideas from staff
• Diversity and Inclusion
Lens applied
• Public Involvement Framework
1
2
3
4
4 ICMA EQUITY & INCLUSION TOOLKIT
Edmonton, Alberta, created a thorough master plan11 that goes beyond the establishment of
goals and action plans to provide context, along with an array of tools and resources that their
staff can utilize in their efforts. The excerpt below shows the four goals and associated activities
laid out in the master plan .12
If an extensive master plan like Edmonton’s is unattainable due to a lack of resources, a
simpler yet effective action plan can also be created. Marin County, California, with the assis-
tance of the Government Alliance for Race and Equity (GARE), created an action plan that
Goal 3. Marin County is an equitable employer and the workforce demographics reflect the demographics of the community we serve across the breadth and depth of positions in the County .
Community Indicator Outcomes and Actions Timeline Accountability Performance Measure
Racial/ethnic
composition of the
County workforce
reflects that of
Marin County
1) Strengthen personnel policy
and practices – 5 Year Business
Plan Subject Matter Experts
(SMEs) review policies to:
1A) Identify and develop
career tracks
1B) Ensure that there is diversity
on hiring panels le) Support
hiring managers to engage in
diverse hiring
1D) Ensure there are no
artificial barriers in minimum
qualifications
1E) Promote diversity in
assistant department head and
department head hiring
1F) Develop a robust internship
program
1G) Support inclusion of all
County employees
Dec . 2017 Human Resources
and 5 Year
Business Plan
SMEs
Demographics
of County’s
workforce
change to better
reflect the
demographics of
the community
across positions
100% of
managers
trained on
anti-bias
and hiring
Hiring policies
are reviewed
and updated
to prevent bias
in hiring
2) Clear racial equity
expectations for managers -
2A) Conduct training on equitable
hiring practices for all hiring
managers and establish clear
expectations and accountability
for racially equitable work places .
Managers should use best
practices to minimize bias and
incorporate equity throughout all
phases of the hiring process .
2B) Provide support to managers
of color so that we are not just
recruiting a diverse group of
employees, but are insuring
inclusion in the workplace .
Dec . 2017 Human Resources
and Hiring
Mangers
Increase in
the number
of people of
color, including
women of color,
hired by the
County
# of employees
of color leaving
the county
decreases
(excluding
employees
retiring)
ICMA EQUITY & INCLUSION TOOLKIT 5
can be easily replicated and even expanded upon for your organization’s use.13 While not as
extensive as a master plan, this action plan still provides clearly stated goals with expected
outcomes and actions, timelines, persons or departments accountable, and performance mea-
sures. The excerpt below shows one of their goals with corresponding indicators, outcomes
and actions, timelines, persons accountable, and performance measures.14
Community Relations
Community engagement and an open dialogue with community leaders is critical for
the development of a thriving city or county . If community members are passionate
about issues such as race and equity, the local government should reflect that passion.
But a community engagement effort, if not well considered and planned, can be worse
than no engagement. Here are important considerations as you engage your residents/
stakeholders .
Come Prepared
Community engagement is oftentimes complex and prone to mistakes. However, it is essen-
tial to effectively overcome barriers within communities, especially the barriers between
the community at large and the government .
To prepare for community engagement events, King County, Washington, utilizes the
Community Engagement Continuum and Worksheet below to properly prepare for these
events so that the intended goals can be focused upon and success made more likely .15 This
document, which is easily adaptable to any community, will help prepare involved staff for
many of the social and logistical complexities involved with community outreach. By address-
ing a series of questions, staff will be better prepared for all aspects before, during, and after
the implementation of any community engagement project.
6 ICMA EQUITY & INCLUSION TOOLKIT
Community Engagement Guide: A tool to advance Equity & Social Justice in King County May 2011
1
Project Title: Project Lead:
Program Name:
Timeline: to How to use this worksheet: This worksheet will assist you in thinking about your process, purpose, primary audience, potential barriers, impacts and strategies to inform and involve your intended audience before you begin. Below are some key questions with prompts to guide and direct you before beginning and during your engagement process. You may reference the Community Engagement Continuum to determine the level and methods of engagement that best suit the type work you are doing.
1. State briefly why you are doing the community engagement: What do you hope to achieve? What is your main purpose for involving community members? Where does your engagement fit best on the continuum? Is there enough time to carry out the engagement properly?
2. Who are the key stakeholders or partners? Who is affected by, involved in, or has a specific interest in the issue? What steps will you take to ensure impacted communities that have not historically been included in the initial decision making phase be included? Are there specific communities that will impacted/affected by decisions or processes related to engagement? How will you utilize internal staff expertise to provide technical assistance or consultation to ensure inclusive stakeholder involvement? Are stakeholders groups defined (e.g., neighborhoods, topic area, ethnic or racial, language, gender, tribal, etc.)? Do you or others in the county have appropriate partnerships or contacts in place to initiate and support the adequate county level of engagement?
What is the purpose of your engagement?
Stakeholders and audiences
ICMA EQUITY & INCLUSION TOOLKIT 7
Community Engagement Guide: A tool to advance Equity & Social Justice in King County May 2011
2
3. Have you gathered adequate background information about the affected populations you intend to reach? (i.e., language or dialect spoken, customs, historical or geographic data, relevant data reports). For example, see Communities Count – Indicators for King County). What other research will you need to better know and understand your public? How will you identify community strengths and assets?
4. How will you make sure you are effectively reaching all of your audiences? A. How do you plan to address language and literacy needs including translations, interpretations and reading levels? (See the Plain Language Style Guide and King County executive order on written language translation) and Guidelines for Accessible Printed Materials kcweb.metrokc.gov/dias/ocre/printguide.pdf B. Have you taken into account that alternative and non-traditional approaches to consider before proceeding? Does your intended audience have their own engagement practices that should be considered? Alternatively, does your audience or community use new and social media (e.g., web videos, texting), and could this be an effective way of reaching them?
5. What do you perceive as barriers and risks to doing this work? Are there trust issues among members of the public or a community that may prevent full engagement (i.e., social, political, tribal, gender specific)? How will you address the diverse cultural differences among affected communities? Is there adequate justification for proceeding with your project concept (i.e. time, cost, level of interest)? Is there community and public support for your project? What are some unintended consequences of the project if not done effectively? Are there strategies in place to address unintended consequences?
6A. If there are decisions to be made, how does the engagement fit into the overall decision-making process?
Are there processes in place to involve affected communities in decisions at different levels and phases? Do you have representation from affected communities in decisions? What decisions need to be made after the engagement and how will the community be involved in that process? How will the affected community be informed of final decisions? Do you have a standard point of contact for community members?
6B. What is in place to inform community of benchmarks or progress about your project? How will you recognize the contributions of community members? Will there be opportunities for formal project/program updates and feedback (i.e. meetings, website updates, phone calls, e-mail)? Is there budget for printing and circulating a report on the outcomes? Who will inform the community on impacts of final decisions? What steps will be taken to maintain opportunities for future collaboration or engagement?
Barriers and risks
Decision-making process and communications
What strategies will you use to ensure you have information from and research about the relevant groups and communities?
8 ICMA EQUITY & INCLUSION TOOLKIT
16
Community Engagement Guide: A tool to advance Equity & Social Justice in King County May 2011 3
7.How will you evaluate the success of your project both in terms of process andoutcomes?
Were you able to successfully reach the intended audience? Did people receive the necessary information they needed to make a relevant response? Did you choose the right type or level of engagement to match the purpose? Was feedback received from the community positive or negative? Did the community feel like they received proper feedback on the results of the engagement? Did they indicate they want to be part of a similar process again? If not, why not? What would you do differently to make the process better, more inclusive, and more impactful?
The logistics of community engagement is critical for turnout and community interest. Paying attention to a number of logistical issues will enhance participation and improve the overall effort. Some things to consider:
Venue Making meetings geographically close to communities or stakeholders is critical to get a good turnout. Choosing a site that is community centered may more familiar and comfortable for attendees. Does the venue accommodate for public parking and transportation?
Host If inviting public officials make sure you have followed appropriate channels before inviting them to participate. Clarify in advance the role for County Executive, Council members, Public Information Officer and community members prior to the engagement.
Staffing Will you use program staff, other King County staff or partner staff to help with set up, welcoming, and meeting facilitation?
Budget Is your budget adequate to provide resources for advertising, communication and promotion, rental space, refreshments/food, transportation, child care, translation/interpretation?
Accessibility Is the location wheelchair accessible and code approved for people with disabilities?
Time Do you have staff that can attended evening or weekend meetings? Can you accommodate community members to hold evening or weekend meetings?
Evaluation and monitoring of success
Logistics and things to consider for planning community meetings:
ICMA EQUITY & INCLUSION TOOLKIT 9
Small Gestures; Big Impacts
Making members of a diverse community feel welcome can sometimes be accomplished
through even small gestures .
Following a town hall meeting on diversity, Rockville, Maryland, implemented a sugges-
tion made by a resident: they placed the flags of 193 countries recognized by the United
Nations throughout their town square, each accompanied by a United States flag. The intent
was to “not only demonstrate the city’s commitment to inclusion, but colorfully represent
Rockville’s multicultural appeal.”17 Rockville is one of the most diverse cities in the United
States, with around one-third of their residents having been born outside the country . This
was a simple beginning to their developing efforts to become a more equitable and inclusive
community .18
That said, some segments of a community may not appreciate the sight of a country’s
flag. For example, refugees may not feel welcomed by the symbol of a country that dis-
placed them . Work with community leaders to determine whether the placement of a coun-
try’s symbol may be offensive. Perhaps an alternative symbol of a culture would be more
favorable .
Multiple cities across the United States and Canada, like the cities of Philadelphia and
Toronto, have installed permanent rainbow crosswalks to demonstrate solidarity with and
support for their LGBTQ communities. Many others install temporary rainbow crosswalks
to coincide with Pride Parades. At times, these temporary crosswalks become permanent
installations, with the social benefits greatly outweighing the minimal financial costs.19
The Internet: The Good, the Bad, and the Opportunity
The public has become accustomed to receiving information quickly and many get it
through social media. On the upside, outreach and information sharing for organizations
has become easier than ever. On the downside, a false or misleading narrative can rapidly
become mainstream before local governments begin to appropriately manage the flow of
information.20 Most local governments already use social media to rapidly and effectively
communicate with their communities, but the keys to a successful communications strat-
egy, especially following a divisive event, are practice and cooperation. It is better to get
out in front of an issue and control the narrative from the beginning than to attempt to gain
control of an ongoing and potentially heated conversation.
Ensure that everyone who speaks or has access to the media is going to
continuously give the same type of message.21
—Yocelyn Galiano, Village Manager, Pinecrest, Florida
To prepare for these types of events, Ottawa County, Michigan, has been planning table-
top exercises with multiple partners to prepare them to get in front of any potential issues
and control the information appropriately. By practicing public communications strate-
gies addressing potential issues with a variety of local government bodies and community
10 ICMA EQUITY & INCLUSION TOOLKIT
groups, they are preparing themselves to get out in front of any issue while building strong
relationships with community partners, and they are fostering community alliances before
they need to build bridges with adversaries. Appropriately controlling the information
means having more partners, not less. With the ease of communication, all major sources of
information need to be working together to provide the public with a consistent and accu-
rate narrative.22
Remember that when a jurisdiction sets up a virtual meeting space through any social
media platform, there must always be unrestricted access, transparency, and inclusion of all
residents . Local governments must respect the intent of all appropriate local or state laws
and ethics opinions governing regular physical public meetings and sunshine laws. The goal
should be to seek and enable the inclusion of all residents in virtual public spaces sponsored
by the government or government officials and consider their opinions, if expressed, civilly.
Social media can quickly lead a community into a conversation filled with confusion and
misinformation. With preparation and partnerships, social media can become a rapid means of
effective communication and cooperation between the government and the public, creating a
safer, well-informed community .
Dealing with Divisive Events: Police Shootings
Dorothy Ann David of Champaign, Illinois, recommends education, engagement, under-
standing, and decisive action as the main steps in a city’s path back to civility after divisive
events occur in a community . In October 2009, the death of a teenager during a police-
involved shooting forced government and community leaders in Champaign to employ this
model amid rising tensions among several different groups within their community.23
We need to make sure that the community understands how government
works and the processes that we use. We need to be prepared to engage with
people and build real relationships, and that includes, and frankly prioritizes,
engaging with people whose perspectives are different from the perspectives
that we hold. That’s the only way that we’re going to build a common
understanding of the needs of others. Without that understanding, we are not
going to be prepared to do anything about the challenges that are before us.24
—Dorothy Ann David, City Manager, Champaign, Illinois
Community members should be privy to information as it is revealed to government
leaders. Allowing information to be revealed to the public quickly decreases the probability
of false stories being accepted as truth and the probability that individuals will turn to other
sources for information. Effective and accurate information sharing will be as important to
the public as it will be to city employees and officers.
Training local government staff, including law enforcement personnel, on how to properly
and consistently handle divisive situations like police shootings can significantly alleviate the
stress placed on the community. Also, establishing and maintaining strong relationships with
community groups and leaders will lead to outcomes focused more on managing grief and
healing the community .25
ICMA EQUITY & INCLUSION TOOLKIT 11
Following a police shooting, Cedar Rapids, Iowa, found that it was not acting as the main
source of information for the community. The city worked with multiple groups, both inter-
nally and externally, to help inform the public of the local government’s role and response.
They found that, at first, just listening to and engaging citizens at several forums helped
begin the process of building a relationship with the community that allowed future commu-
nications to be more productive.26
CHECKLIST: ARE YOUR POLICE METRICS REFLECTING CHANGING CIRCUMSTANCES?
Performance experts suggest areas to consider in updating your police metrics:
□ Are your measures focused solely on inputs and outputs or do they also reflect the larger
outcomes you are trying to achieve?□If you have a strategic plan, have the measures been tied to strategic goals?
As the plan is updated, is the list of measures revisited as well?□Is performance reviewed on a regular basis, such as quarterly, monthly or even weekly?
If so, is the data ‘received and filed’ or are action steps outlined and subject to follow-up?□Have you established a data dictionary so that there are written standards for how to collect
key data points consistently over time? For example, are your instructions clear regarding
budgeted vs. filled positions, sworn vs. non-sworn, supervisory vs. non-supervisory, paid-
time-off, overtime, and grant-funded staffing?□Has a citizen oversight board helped to provide input into metrics and to decide how results
should be presented?□If you have training programs in place for key community-sensitive topics, have they been
conducted recently, and are you tracking officer completion of that training?□If dashboard cameras, body cameras, non-lethal weapons, or other specialized equipment or
systems are available within the department, have you put in place metrics to track their
proper use? (Remember, the time to establish those metrics and take them seriously is
before you have an incident in which the policy wasn’t followed.)□How does the composition of your police force/police leadership reflect the community
served?□Does the community have access to your data? Can they view it by type of incident or
geographic area?□Do you reach out to the community with data to dispel misconceptions, keep them up-to-date
on current initiatives, and make them an effective partner in fostering safer neighborhoods?□Is the community satisfied with police performance? Do residents believe that police use
force in a fair and effective way?□Are you separately assessing residents’ sense of safety in their neighborhoods vs. the
business or downtown areas, and also considering the differences between daytime and
nighttime ratings?□Have you identified other jurisdictions against which to benchmark your police services? As
you work with neighboring jurisdictions, have you clarified procedures for measuring mutual
aid or inter-jurisdictional task forces and aligning your metric definitions?
12 ICMA EQUITY & INCLUSION TOOLKIT
Local governments can also facilitate their own conversations in forums that they orga-
nize themselves and use the information gathered to create solutions unique to their com-
munity and their citizens’ concerns. Sometimes increasing law enforcement presence is not
the best way to resolve increasing violence in communities. An extensive review of data
may reveal a root cause that can be directly addressed, which may or may not involve more
law enforcement personnel. All communities are different; all community dynamics are dif-
ferent. Working with outside groups to figure out how to properly manage issues facing a
community can be very effective and help avoid missteps.27
This checklist created by ICMA assists in developing police metrics, including many on
community relations:28
Dealing with Divisive Events: Immigrant Detainment and Deportation
The enforcement of immigration laws and the protection of borders is a function of the
federal government and local governments have opted to cooperate and protect their
residents through a variety of local responses . Make sure residents and immigrant commu-
nities know the federal agencies enforcing these laws, how the laws will be enforced, and
what assistance is available to obtain proper documentation for visas or citizenship. Provide
information on the specific policies of the local government regarding the assistance and
information local police will provide federal agencies and under what circumstances they
will make inquiries regarding immigration status or make warranted arrests.
To address these concerns, Arlington County, Virginia, created a webpage with links to a
wealth of immigration resources and statements from county leadership29 (See “Appendix:
Additional Resources”), including this statement from the county manager:30
ICMA EQUITY & INCLUSION TOOLKIT 13
County Manager Statement
February 28, 2017 County Board Meeting
Arlington—like many communities around the country—is grappling with what recent federal actions on immigration enforcement mean for our residents and our community. Regardless of what your views are with respect to immigration enforcement and the actions being undertaken by the Administration, we must remember that at the heart of every policy debate or every government statistic are people. Members of our community – our neighbors, our friends.
First and foremost, we want to say to all of our residents that we stand with you and we are here to support and assist you. Our commitment to each one of our residents is unwavering.
Arlington County has and always will be an inclusive, welcoming community that respects, honors and supports all of our residents. We pride ourselves on the fact that one in four of our residents are foreign-born and that we have long served as a destination for refugees and other immigrants. This history has benefitted us all – with immigrants enjoying a welcoming, inclusive and compassionate community where they can flourish, and with Arlington’s newcomers constantly renewing the promise of our nation and our county, diversifying the culture and experience that has enriched our mutual understanding and our lives.
Today, I am unveiling a new set of Frequently Asked Questions (FAQs) and a one-stop Immigration Resource Website to help residents access important information about County policies, procedures and services. I believe one of our primary responsibilities is to provide as much information and as much certainty to our residents in these very uncertain times and we will continue to do so. I also want to say very clearly that we want and need to hear from you. If any of our residents have questions or need assistance you should not fear contacting the County – we are here for you.
Is Arlington a Sanctuary City?
We have heard from many residents asking about our status as a “sanctuary city.” Arlington County has always defined ourselves as a welcoming and inclusive community where every person has the right to live, learn, work, and play. We have not used the term sanctuary to define Arlington County. We believe that using the term “sanctuary city” could potentially mislead people into believing that Arlington County is able to shield them from immigration enforcement actions by the federal
government. Simply, we do not have the ability to protect any individual from federal immigration enforcement actions.
1
14 ICMA EQUITY & INCLUSION TOOLKIT
Public Safety
We want all Arlingtonians to know that our policies and practices regarding law
enforcement have not changed.
The Arlington County Police Department (ACPD) does NOT enforce federal
immigration laws. The Federal government is responsible for enforcing federal immigration laws, and Arlington County will not attempt to assume this responsibility. Further, Arlington County has never participated in the 287(g) Program.
I want to reinforce that ACPD will continue our long history of community policing, working closely with our residents to reduce and prevent crime and improve the quality of life of all of Arlington’s residents, visitors, and businesses—regardless of immigration status. These policies have been central to creating the safety and security we enjoy in Arlington.
While ACPD does not enforce federal immigration law, ACPD will cooperate to the fullest extent with any federal, state or local law enforcement agency, including ICE, requesting assistance with executing a criminal warrant within Arlington County. Additionally, ACPD officers may accompany federal agents during an arrest when there is a local public safety concern. The purpose of ACPD involvement is to maintain the safety and security of the public. ACPD officers WILL NOT use their trusted relationship with our residents as a way for ICE to take action against them.
Meeting with ICE Leadership
Earlier this week, I had the chance to meet with the leadership of the Washington Field Office of Immigration and Customs Enforcement (ICE), who has responsibility for all of the Commonwealth of Virginia and Washington, DC.
They report that they are not doing wide immigration sweeps or immigration raids, but are focusing solely on targeted actions against specific individuals. And, while they assured us that ‘sweeps’ are not part of their standard practice today, we recognize that in this ever-changing environment, the Department of Homeland Security could adjust their policies and procedures at any time.
Further, they informed us that the existing DHS policy limiting actions at “sensitive locations” such as schools, churches, medical facilities and others, remains in effect. This uncertainty makes us all uneasy. And, we will continue to closely monitor any potential changes that stray away from current practices.
We conveyed the importance of ICE providing the County with information about ICE actions in our community. While there are limits to what information the Federal
2
ICMA EQUITY & INCLUSION TOOLKIT 15
government is willing to share with states and localities, we will continue to ask for
data as well as information regarding specific events in the County that are brought to our attention.
But I want to reinforce once again, that Arlington County does not-and will not enforce federal immigration law. This is the role of the federal government, and not our law enforcement officers.
FAQs and Immigrant Resources
As I mentioned earlier, our initial list of FAQs are hosted on our new one-stop Immigration Resource Website.
These are the questions we have received to date, and encourage people to email us additional questions to be added at immigration@arlingtonva.us. The website includes information in English and Spanish (pause for pointer) about available services in our community, regardless of immigration status.
It is important that our residents know that they do not have to present any documentation about their legal status to access health care, food, shelter and education services.
This new website also features a ‘Know your Rights’ section and links to outside organizations that can provide legal aid.
Arlington will always embrace our values to be an inclusive community that welcomes immigrants, regardless of their legal status and we will continue to prohibit discrimination based on race, color, gender status, sexual orientation, ethnicity, religious observance, physical or mental ability and any other characteristic subject to marginalization.
Conclusion
This is a difficult time that requires us to come together as a community to embrace our strengths of diversity and inclusion. We ask that residents continue to work with each other to support our friends and neighbors.
We encourage residents and businesses to continue to share concerns and suggestions for additional actions.
In the meantime, I hope you will review this new set of resources on our website at www.arlingtonva.us
3
16 ICMA EQUITY & INCLUSION TOOLKIT
Delivery of Services
An essential function of local government is to deliver services in an efficient and
effective manner.
The challenge, though, is to deliver those services in an equitable and inclusive manner .
Communities can make progress with proper preparation, strong data collection and analy-
sis practices, and adaptability.
King County, Washington, uses these three frameworks of equity in the delivery of ser-
vices to ensure that equity and inclusion are thoroughly considered:31
• Distributional equity—Fair and just distribution of benefits and burdens to all affected
parties and communities across the community and organizational landscape.
• Process equity—Inclusive, open, and fair access by all stakeholders to decision pro-
cesses that impact community and operational outcomes. Process equity relies on all
affected parties having access to and meaningful experience with civic and employee
engagement, public participation, and jurisdictional listening.
• Cross-generational equity—Effects of current actions on the fair and just distribution of
benefits and burdens to future generations of communities and employees. Examples
include income and wealth, health outcomes, white privilege, resource depletion, cli-
mate change and pollution, real estate redlining practices, and species extinction.
Proceed with Confidence
Before designing or implementing a development or service, it is good practice to consider
the impact to the equity and inclusion of your community . By thoroughly considering the
impact of future actions, many negative results can be avoided or mitigated as they are less
likely to be unforeseen .
Before King County, Washington, revises or implements a new program or service, they
use a five-step process to thoroughly analyze the impact of any policy, program, or project
as it pertains to equity in three definitive variations.32 Called the Equity Impact Review Pro-
cess, this approach utilizes quantitative and qualitative data to assess the future impact.
ICMA EQUITY & INCLUSION TOOLKIT 17
Updated March 2016
1
The Equity Impact Review (EIR) process merges empirical (quantitative) data and community engagement findings
(qualitative) to inform planning, decision-making and implementation of actions which affect equity in King County.
When conducting this review process, please a) consider organizational and cultural diversity, b) include members who
regularly engage with communities or connect with key affected parties/stakeholders, c) involve managers and
leadership, and d) engage subject-matter and feasibility experts.
Purpose: Ensure that equity impacts are rigorously and holistically considered and advanced in the design and
implementation of the proposed action (plan/policy/program development, operations modification, capital
programs/projects, etc.)
How and When to Use the EIR Process: It is expected that the Equity Impact Review is embedded within the
development and implementation processes of the proposed action.
As a team, use the equity tools – Equity Impact Review process, Community Engagement and Language Access guides,
and available data resources – to complete the EIR worksheets and understand how - and to what extent - your proposal
impacts equity. The checklist on Page 2 will indicate successful completion of the EIR process.
REMEMBER: For each stage of the EIR process, consider how these frameworks of equity are being impacted.
Distributional equity—Fair and just distribution of benefits and burdens to all affected parties and communities across
the community and organizational landscape.
Process equity—Inclusive, open and fair access by all stakeholders to decision processes that impact community and
operational outcomes. Process equity relies on all affected parties having access to and meaningful experience with civic
and employee engagement, public participation, and jurisdictional listening.
Cross-generational equity—Effects of current actions on the fair and just distribution of benefits and burdens to future
generations of communities and employees. Examples include income and wealth, health outcomes, white privilege,
resource depletion, climate change and pollution, real estate redlining practices, and species extinction.
2. Assess Equity & Community Context
3.
Analysis &
Decision
Process
4.
Implement
5.
Ongoing
Learning.
1.
Scope
EQUITY IMPACT REVIEW PROCESS
2015 Equity Impact Review Process Overview
18 ICMA EQUITY & INCLUSION TOOLKIT
Updated March 2016
2
Phase 1: Scope. Identify who will be affected. □Identify how your action will affect/serve people and places using demographic information. Consider in
particular low income populations, communities of color, and limited-English speaking residents.
-Reach: which people and places will be affected by your action?
-Intensity: what effects, impacts and/or outcomes will your action have on people and places?
-Duration: how long will the action have an effect– short-, medium-, and/or long-term?
□Identify the group of stakeholders and affected parties – including those who have historically not been/felt
included or engaged – and their roles in decision-making.
Phase 2: Assess equity and community context. □Learn about affected communities’, employees’, and/or stakeholders’ priorities and concerns. (Use the
Community Engagement Guide to help with this.)
□Know which determinants of equity will be affected by your intended outcomes – both directly and indirectly.
(Reference the Determinants of Equity report.)
□Know how your proposed course of action will affect known disparities within relevant determinants. (Use
quantitative data and/or gather new information.)
□Identify potential unintended equity-related outcomes of this action.
Phase 3: Analysis and decision process.
□Project or map out how key alternatives will affect community and employee priorities and concerns.
□Evaluate each alternative for who will be disproportionately burdened or benefit - now and in the future. How
will alternative actions differ in improving or worsening current equity conditions?
□Include upstream alternatives (and related costs) that target root causes to eliminate disproportionate impact.
□Prioritize alternatives by equitable outcomes and reconcile with functional and fiscal policy drivers.
Phase 4: Implement. Are you staying connected with communities and employees? □Based on earlier use of Community Engagement Guide, communicate with communities, stakeholders and
employees about how you will implement your action.
□Engage with affected communities and employees to guide successful implementation.
□Advance “pro-equity” opportunities when possible, i.e. contracting, hiring and promotion, materials sourcing,
etc.
□Measure and evaluate your intended outcomes in collaboration with affected communities. Are there sufficient
monitoring and accountability systems to identify unintended consequences? How will course corrections be
handled if unintended consequences are identified?
Phase 5: Ongoing Learning. Listen, adjust, and co-learn with communities and employees. □Evaluate whether your action appropriately responds to community priorities and concerns.
□Learn with the community to adjust your action as their priorities and concerns shift.
□Communicate progress to all stakeholders. Plan to include community feedback into future planning.
33
ICMA EQUITY & INCLUSION TOOLKIT 19
Good Data Leads to Equitable Outcomes
Fortunately, many local governments have been paving the way in determining strong indi-
cators for the equitable distribution of services, and their practices, resources, and indica-
tors can be adapted for use by any community whether urban, rural, small or large and with
varying degrees of diversity. The following communities measure the equitable distribution
of services and their impact on various populations:
Fairfax County, Virginia, adopted the One Fairfax Resolution, which “directs the develop-
ment of a racial and social equity policy to ensure all individuals in Fairfax have an oppor-
tunity to reach their highest level of personal achievement .”34 As part of this resolution,
Fairfax County measures an extensive list of indicators to properly assess the effectiveness
of their services and make adjustments as need be (See: “Appendix: Additional Resources”35
to access their list of indicators and measurements). Official policies resulting from this res-
olution are still being developed and extensive collaborations between the board of super-
visors, public school leaders36, and a variety of county departments and councils37 have
already begun to directly and aggressively address the goals of the One Fairfax Resolution.
San Mateo County, California, utilizes a Community Vulnerability Index38 to track seven
indicators of poverty:
1 . No Health Insurance Coverage
2 . Education – High School or Higher
3 . Supplemental Security Income
4 . Gross Rent as a Percentage of Income – Households Spending 35% or More
5 . Poverty
6 . Unemployment
7 . Disability .
This dynamic tool allows the county to better target service delivery to vulnerable popu-
lations. One goal of this effort is to evaluate the effectiveness of county services and initia-
tives over time on poverty and income inequality.39 Among other things, the tracking of
these indicators led to the realization of a need to substantially increase affordable housing
funds in the county, leading to a recent Notice of Funding Available greater that any previ-
ously issued .40
Cedar Rapids, Iowa, utilizes the Human Rights Campaign Municipal Equity Index (MEI.)
The local government views increasing the score each year as an organizational business
strategy and frames the system as an opportunity for innovation instead of a bureaucratic
hurdle .41 Utilizing the MEI allowed them to identify a need to expand equity and inclu-
sion for the LGBTQ community. In collaboration with the Civil Rights Commission, the city
government improved municipal policies and practices to address this need, which was then
reflected in their index score.
Metrics are necessary to see how you are doing. At the same time, don’t get
bogged so down in the metrics that you stop moving forward.42
—Cedrick Baker, Administrator, Board of Education, Saint Paul Public Schools; Equity Program
Manager, Metropolitan Council of the Twin Cities
20 ICMA EQUITY & INCLUSION TOOLKIT
Reporting of metrics related to governmental performance and community conditions
and their survey and collection processes should consider equity and inclusion in design
and specific differentiation from aggregate or summary information based upon demo-
graphic, economic, or spatial factors.
Adapting to Circumstances
Despite all the preparation in the world, things change (demographics shift, markets shift,
industries come and go). When unforeseen circumstances arise, seize the opportunity to
help the underserved residents .
Maywood, Illinois, for example, upon noticing a rise in the rate of foreclosures, worked
with partner organizations to offer free classes on home ownership and finances to support
residents in crisis and provide them with valuable life tools .43
Faced with a declining and aging population, Adams, Massachusetts, began efforts to
retrain and find employment for seniors and the disabled in their community, with a focus
on computer skills . While the programs have seen some success in terms of job placement,
they are still developing. They have also trained staff to recognize signs of dementia and
opioid abuse to better serve their community.44
Dubuque, Iowa, when faced with rapidly increasing diversity, implemented Inclusive
Dubuque, a peer learning network of employers and community groups that regularly
shared knowledge on how to increase inclusion in the city . They also hired a consultant to
help develop new community values and align existing values with the idea of inclusion.
Challenges, like clearly communicating the mission and tactics of Inclusive Dubuque to
community members and garnering support from city employees, were present during and
after Inclusive Dubuque’s launch.
Patience and emotional resiliency are important. You must be in it for the
long run.45
—Kelly Larson, Human Rights Director, Dubuque, Iowa
Internal Practices
When we are intentional about our hiring practices to provide a diverse
workforce, when we incorporate diversity and inclusion to reflect it as a
priority in everything we provide to residents, that’s delivering the message
that our workforce needs to hear and take on as a value.46
—Pat Martel, City Manager, Daly City, California; former ICMA President
Diverse staffs lead to better organizational outcomes. There is a wealth of research to sup-
port the premise that diverse staffs working in inclusive environments are more factually
accurate, innovative, and further the potential of their organization.47 One study showed
ICMA EQUITY & INCLUSION TOOLKIT 21
that organizations with the most gender and ethnic diversity were significantly more likely
to outperform less diverse organizations: gender-diverse organizations were 15% more
likely to outperform and ethnically diverse organizations were 35% more likely to outper-
form. The same study identified a linear relationship in the United States between diversity
and performance .48
Find Someone to Lead the Culture
Changing organizational culture is hard and requires an intentional focus. It may be helpful
to consider creating an equity and inclusion task force or a permanent position, like a chief
equity officer, to coordinate internal and external efforts to increase equity and inclusion.
Tacoma, Washington, formed the Office of Equity and Human Rights, whose mission it
is to “achieve equity in the City’s service delivery, decision making, and community engage-
ment … by identifying and eliminating the underlying drivers within the community that
perpetuate inequity and provide opportunity and advancement for all .”49 In short time, this
office has been able to reshape multiple internal practices, create useful internal docu-
ments, conduct multiple and ongoing training sessions for staff, conduct town hall meet-
ings to engage minority communities, and facilitate conversations between members of
the community and law enforcement, just to name a handful of accomplishments . Their
hiring handbook, Handbook for Recruiting, Hiring & Retention: Applying an Equity Lens to
Recruiting, Interviewing, Hiring & Retaining Employees, has been distributed to local gov-
ernments and organizations nationwide.50
I believe local government has a unique ability to create collaborative
community partnerships that are inclusive and offer new models of civic
engagement.51
—Diane Powers, Equity and Human Rights Director, Tacoma, Washington
What’s the scope of an equity manager’s role? It will vary based on organizational and
community needs. When Asheville, North Carolina, was creating an equity manager posi-
tion, they drew from other local governments that had already created the position.
22 ICMA EQUITY & INCLUSION TOOLKIT
1
City of Asheville Equity Manager Position - Scope Summary December 2, 2016
BACKGROUND During its annual retreat in January 2016, the City Council developed a 2036 vision in which it articulated the community as it is and as it strives to be in 2036. One of the eight focus areas of the vision articulated below – A Diverse Community – encompass the equity lens through which the City seeks to achieve its goals, deliver services and programs, and maximize the quality of life for all. A DIVERSE COMMUNITY Asheville is an inclusive, diverse community. We define diversity broadly, including but not limited to all races, ages, sexual orientations, gender identification, socio-economic backgrounds, and cultural beliefs. We have created a fair and balanced society where everyone can participate and has the opportunity to fulfill their potential because they have access to healthy, affordable food, transportation, quality education, and living wage jobs. Asheville promotes and supports minority business as a means of strengthening our local economy. We use a racial equity lens to review and achieve our city's strategic goals in health, education, housing, and economic mobility. In an effort to create a framework, develop resources, and achieve meaningful progress towards this component of the Vision, the Fiscal Year 2017 budget approved in June 2016 included funding for the development of diversity and equity initiatives. The development of such efforts includes evaluation of the City's efforts to equitably engage with and deliver services to the community and will include areas of study such as representation on boards and commissions, public input opportunities, and contracting and infrastructure investments. POSITION SUMMARY The City of Asheville Equity Manager is responsible for the City's efforts to promote access, equity and diversity through innovative policy, programs and services. As a senior level staff position within the City Manager's Office, the Equity Manager will assist the City in identifying and addressing current and emerging access and equity issues and in developing relevant supports. The Equity Manager will initially focus on: - Utilizing existing resources and community input to identify areas for immediate and meaningful action - Assessing existing programs, services and initiatives that support equity and identify opportunities to maximize efforts and achievements - Fostering and maintaining collaboration and connections within the community, stakeholders and partners (such as Buncombe County, Asheville City Schools, WNC Diversity Engagement Coalition, etc.) Specific responsibilities include: - Provide leadership, guidance, and support to internal and external partners in the delivery of an - equity policy and initiatives
ICMA EQUITY & INCLUSION TOOLKIT 23
2
- Collaborate with and provide technical assistant to City departments to create awareness, understanding, and effective use of an equity lens in developing and implementing programs to achieve fair and equitable outcomes. - Develop and recommend performance indicators and progress benchmarks to maximize accountability related to the delivery of city services to achieve fair and equitable outcomes. Work closely with community representatives, stakeholders, and appropriate boards and commissions to create best approaches to working collaboratively with the City. - Play an active role in advising on the integration of community engagement and racial equity concepts into all aspects of the City's programming strategies - In conjunction with internal and external partners, provide leadership, guidance and support in the delivery of equity policy and initiatives - Work collaboratively with all stakeholders to develop an Equity framework which includes: o Assessment tools that help departments in the equitable access and delivery of services and programs; o Analytical tools that help identify disparities in resource allocation; - Develop and recommend performance indicators and progress benchmarks to ensure accountability and to achieve fair and equitable delive1y of city services. Collect, analyze, and present data measuring equity program efforts. - Develop and manage the program's budget, ensuring implementation of sound fiscal management, including proper internal controls. - Promote understanding of equity among city council members, city staff and community members. Top Priorities - In partnership with the City Manager, Assistant City Manager and other key stakeholders, develop and establish the mission, goals, strategies and performance measures for the City's core commitment to equity. - Conduct an environmental scan of service delivery in the city to identify disparities and gaps in service and programs - Create a city-wide equity action plan that encompasses equity tools and provides a blueprint of systems and structures to operationalize equity. - Explore and recommend approaches for ongoing community and employee input relative to the race and equity issues, initiatives or programs. - Operationalize an equity lens into city wide policy, programs and budget decisions to advance and support equitable service delive1y to the community - Develop, recommend, and implement training to help employees in all departments understand and embrace equity and the lens in their work to advance and support equitable service delivery to the community - Maximize the manner in which the contributions, interests and needs of all sectors of Asheville's population are reflected in the City's mission, operations and service delivery - Develop, in staff members, the use of an 'equity lens' as a tool to identify and remove barriers and reinforce best practices in the planning, development, delivery and evaluation of policies, services and programs.
52
24 ICMA EQUITY & INCLUSION TOOLKIT
Recruitment and Retention
All ICMA members, per the ICMA Code of Ethics, have an explicit obligation to recruit a
diverse staff, who should be treated equitably. By adhering to this ethical commitment and
creating a welcoming culture within your organization, the creation of an inclusive envi-
ronment should come naturally. However, it is important to continuously self-reflect and
reevaluate your internal practices to make certain that barriers to equity and inclusion are
acknowledged and removed .
Tenet 11. Handle all matters of personnel on the basis of merit so that fairness
and impartiality govern a member’s decisions, pertaining to appointments, pay
adjustments, promotions, and discipline.
GUIDELINE
Equal Opportunity. All decisions pertaining to appointments, pay adjustments,
promotions, and discipline should prohibit discrimination because of race, color,
religion, sex, national origin, sexual orientation, political affiliation, disability, age,
or marital status.
It should be the members’ personal and professional responsibility to actively
recruit and hire a diverse staff throughout their organizations.
—ICMA Code of Ethics with Guidelines, amended June 2017
Your actions can go well beyond hiring by offering yourself as a mentor, and at times
sponsoring and advocating for potential career opportunities into which underrepresented
individuals in public service can grow and flourish. Going the extra mile to make changes in
the present can alter the possibilities of future generations to come.
Utilize the diverse talent you already have. Adopt a mentorship program that targets
populations that frequently encounter barriers. San Antonio, Texas, implemented a Women’s
Leadership Mentoring Program (WLMP). WLMP is a program that matches a female director
or administrator with a professional-level female employee . The program runs for one year at
minimal cost and serves to not only remove barriers to women in the profession, but serves
to cultivate qualified internal candidates for future leadership roles.53
Sometimes an honest look at internal policies and practices can remove barriers that
were previously overlooked . In their work to develop equity plans, the police department in
San Antonio acknowledged that their hair style policy was causing African American women
to drop out of the recruitment process entirely! They reexamined the policy and decided to
drop it because it served no identifiable purpose and created a barrier to achieving a diverse
department .54
Consider nontraditional recruitment efforts to diversify the workforce. For example, San
Mateo County, California, suggested that local governments work with community and faith-
based groups to help identify qualified candidates for open positions.55 Sometimes the ideal
candidate may not know you have a position for them.
ICMA EQUITY & INCLUSION TOOLKIT 25
CHECKLIST: 12 of the Best Job Interview Questions to Ask Local Government Candidates
□Please tell us why you are interested in this position.□Please describe how your previous work experience has prepared you for this position.
Please be specific.□How do you feel your educational background has prepared you for this position?□Although we have reviewed your resume and have been briefed on your qualifications,
would you tell us a little bit more about your professional background and interests?□What are your three main professional goals for the next five to 10 years?□What are your biggest work-related accomplishments? Why were you able to attain them?□What are your biggest work-related failures? Why did they occur? What have you done to
prevent them from recurring?□What are the two most difficult problems you have encountered in your previous
positions? How did you solve them?□What strategies do you use to anticipate problems? Give an example. If a problem arises
that you have not anticipated, how are you likely to handle it? Give an example.□Can you give an example of creative problem solving from your past work history?□Describe your experience in working with citizens from various cultural backgrounds.
What approaches have you used to ensure adequate attention is given to the varying
needs of these groups?□Describe an ethical dilemma you have faced in the workplace. How was it resolved?
What was your role in the resolution?What,if anything, would you do differently if you
were faced with the same issue again?
When interviewing candidates, avoid any bias in questions and allow candidates to
express their unique experiences and qualifications that can make them an asset to your
organization and the community you serve. Below is a list of interview questions provided
by ICMA that avoids bias and offers the interviewee opportunities to talk about their experi-
ence without being held to any one standard .56
Ensuring the elimination of any gender or minority wage gap is essential if you are to
attract and cultivate a diverse and talented group of individuals dedicated to public service.
ICMA President Lee Feldman consulted Elliot Susseles, senior vice president with Segal
Waters Consulting, about how local government administrators can assess the presence
of a gender or minority wage gap in their organizations. He suggests using the following
diagnostic:57
26 ICMA EQUITY & INCLUSION TOOLKIT
6 Ways to Help Identify Gender and Minority Wage
Gap Issues
Evaluate your Compensation System for Internal Equity
• Do you have a method to determine salaries and benefits?
• Do you use a method that ensures consistent pay for workers with substantially
similar levels of experience and education who hold jobs calling for substantially simi-
lar degrees of skill, effort, responsibility, and working conditions, even though
job titles may be different?
• How does pay compare for positions with similar pay grades or scores within
your organization?
Evaluate your Compensation System for Industry Competitiveness
• Have you evaluated your compensation system periodically to ensure that it meets
equal employment opportunity goals?
• Do you have a method to determine the market rate for any given job?
• Are all market rates applied consistently?
• Are minority and non-minority workers compensated similarly relative to market rates?
Assess How Raises/Bonuses are Determined
• Do you have a consistent method of evaluating performance for all workers?
• Do men, women, and minorities receive consistent raises based on similar
performance standards?
• Are men, women, and minorities with similar levels of performance awarded bonuses
or variable rewards on a consistent basis? Do they receive bonuses of similar
monetary value?
Conduct a Self-Audit of Recruitment Policies/Practices
• Do your sourcing and recruiting practices actively support and seek diversity from
your qualified applicant pool?
• Do you regularly post job openings and salary ranges within the workplace?
Assess Your Job Evaluation System
• Do you have up-to-date job descriptions for all positions?
• Do you establish criteria for assigning values to skill, effort, responsibility, and working
conditions of jobs?
• Do you compare your system with market rates and other external competitiveness
factors consistently?
• Do you assign consistent compensation to jobs within similar grades or scores?
Evaluate Opportunity for Training/Development and Advancement
• Do all employees have the same opportunities for professional development and pro-
motion?
• How are workers selected for participation in training opportunities or special projects
that lead to advancement?
ICMA EQUITY & INCLUSION TOOLKIT 27
Training
The creation of an equitable and inclusive workplace and community requires the attention
and action of all individuals within a local government organization. Related subject matter,
like bias, and the grand scope of issues impacting these goals will be unfamiliar to many. It
is imperative that leadership and staff at all levels be engaged in ongoing training.
Face the issues head-on or risk missing the desired impact . Openly discuss commonly
misunderstood subjects and the distinct types of bias, but frame conversations around
the idea of moving forward and not placing blame, as making people defensive will
impede conversations.58
In addition to requirements that each department produce a racial equity work plan,
Saint Paul, Minnesota, required its employees to complete a racial equity training course .
They faced pushback and confusion among employees about the need for diversity training
in their organization. To address this issue, managers engaged them in data-driven discus-
sions about implicit bias and institutional racism.59
For an example of the type of training programs that local governments are utilizing,
Rockville, Maryland, recently offered its staff a training course that covered the following
topics in an interactive, engaging format:60
• Conflict Resolution
• Corporate and Interpersonal Communication
• Developing Cultural Competence
• Eliminating Unconscious Bias
• Harassment/Bullying Awareness and Prevention
• EEO Compliance Training for Employees and Managers
• Intersections of Race, Gender, Age, and Sexual Orientation
• ADA Compliance Training for Employees and Managers
• Disability Etiquette and Discrimination Awareness.
Based on feedback from this training course, it is recommended that local governments
offer multiple sessions over time and routinely revisit the subject material so that more
leadership and staff can be properly trained.61
Ensure that there is a process to get leadership on board and in action.
Leadership should be visible throughout the process.62
—Cedrick Baker, Administrator, Board of Education, Saint Paul Public Schools; Equity Program
Manager, Metropolitan Council of the Twin Cities
When utilizing an outside partner to facilitate training, be sure to have leadership per-
sonnel meet with them beforehand so that course materials can be adjusted to properly
address your organization’s needs.63 Again, all communities are different; all community
dynamics are different.64 The same goes for organizations.
28 ICMA EQUITY & INCLUSION TOOLKIT
CONCLUSION
Improving equity and inclusion in your organization and community is a difficult and never-
ending task, and it is an important and necessary one . It is the right thing to do . It is the
smart thing to do. It is beneficial to your operations and the community you serve.
ICMA is committed to assisting local government professionals with improving them-
selves, their organizations, and the communities they serve. The advancement of equity and
inclusion is an ICMA priority and corresponds with the ICMA Code of Ethics . As such, we
will continue to provide the necessary resources to advance equity and inclusion in your
organization and community and throughout our international community.
ICMA has an extensive and growing library of documents, articles, and blog posts on the
topics of diversity, equity, and inclusion that can be accessed on the ICMA website via the
topic area of Leadership and Ethics (Related Topics: Equity and Inclusion). ICMA will con-
tinue to share examples of leading practices from around the world on the ICMA website
categorized as they are in this toolkit: community relations, delivery of services, and inter-
nal practices.
This toolkit is one step among many taken by ICMA in promoting equity and inclusion
in local government . Because equity and inclusion programs led by local governments are
constantly innovating, this toolkit will continue to evolve on ICMA.org.
Key Recommendations
• Consider the Impact: Before designing or implementing any development or service,
consider the impact to the equity and inclusion of your community .
• Build Trust-based Relationships: Be proactive and maintain relationships with commu-
nity leaders and groups that represent the diversity in your community .
• Review Current Policies: Take an honest look at internal policies and practices and
remove barriers that were previously overlooked .
• Adopt Equitable Compensation Practices: Ensure the elimination of any gender or
minority wage gap to better attract and cultivate a diverse and talented group of indi-
viduals dedicated to public service .
• Establish Training Programs: Develop internal training programs or employ an outside
partner to facilitate discussion and educational sessions on topics of diversity, equity,
and inclusion .
• Discover Leaders: Create an equity and inclusion task force or a permanent position to
coordinate internal and external efforts to increase equity and inclusion.
• Focus on Goals: Before engaging the community, properly prepare for the existing and
future complexities and impacts by utilizing an internal document that helps staff focus
on the intended goals .
ICMA EQUITY & INCLUSION TOOLKIT 29
Set goals, or you will never get moving.65
—Jessica Kingston, Director of Human Rights & Equal Economic Opportunity, Saint Paul,
Minnesota
• Make Small Gestures: Make members of a diverse community feel welcome . Gestures,
whether small or grand, should be discussed with representative leaders in the com-
munity to make sure the gestures are appropriate and impactful.
• Communicate Effectively: Routinely use tabletop exercises to prepare staff to deal
with divisive events through effective communications on social media. Also, foster
relationships with community groups to ensure a cooperative and coordinated commu-
nications strategy.
• Engage Existing Staff: Use the diverse talent you already have . Adopt a mentorship
program that targets populations that frequently encounter barriers.
• Be Conscious of Bias in Hiring Practices: When interviewing candidates, avoid any bias
in questions and allow candidates to express their unique experiences and qualifica-
tions that can make them an asset to your organization and the community you serve.
30 ICMA EQUITY & INCLUSION TOOLKIT
APPENDICES
1 . Diversity in Local Government
2 . Community Profiles
3 . Engaged Organizations
4 . Additional Resources
5 . Glossary of Terms
ICMA EQUITY & INCLUSION TOOLKIT 31
APPENDIX 1:
DIVERSITY IN LOCAL GOVERNMENT
12 .2%
4 .5%
25–3420 .1%
35–4422 .4%
55-6419 .6%
45-5427 .8%
65 and Over5 .5%20–244 .1%
16–190 .5%46 .8%45 .1%
11 .9%16 .7%16 .7%
6 .1%
Employed Persons in Public
Administration (PA) v. All Industries (Total) by Sex, race, and Ethnicity: 2016
Employment in Public Administration by Age in Years: 2016
Women ICMA Members in the Profession: U .S . Local Governments, 2017
HISPANICOR
LATINO
ASIANBLACK ORAFRICANAMERICAN
PA TOTAL PA TOTAL PA TOTAL PA TOTAL
WOMEN
30 .0%15 .6%
37 .8%46 .4%
WORKING FULL-TIME CHIEF ADMINISTRATIVE
OFFICERS
ASSISTANT & DEPUTY
CAOS
ALL OTHER POSITIONS
12 .2%
4 .5%
25–3420 .1%
35–4422 .4%
55-6419 .6%
45-5427 .8%
65 and Over5 .5%20–244 .1%
16–190 .5%46 .8%45 .1%
11 .9%16 .7%16 .7%
6 .1%
Employed Persons in Public
Administration (PA) v. All Industries (Total) by Sex, race, and Ethnicity: 2016
Employment in Public Administration by Age in Years: 2016
Women ICMA Members in the Profession: U .S . Local Governments, 2017
HISPANICOR
LATINO
ASIANBLACK ORAFRICANAMERICAN
PA TOTAL PA TOTAL PA TOTAL PA TOTAL
WOMEN
30 .0%15 .6%
37 .8%46 .4%
WORKING FULL-TIME CHIEF ADMINISTRATIVEOFFICERS ASSISTANT & DEPUTYCAOS ALL OTHER POSITIONS
Women ICMA Members in the Profession67
An Overview of Public Administration in the United States66
32 ICMA EQUITY & INCLUSION TOOLKIT
APPENDIX 2: COMMUNITY PROFILES
Community Profile:
Town of Adams,
Massachusetts68
Total Population: 8,319
Median Household Income:
$45,893
Median Monthly Housing
Costs: $787
Community Profile:
County of Arlington, Virginia69
Total Population: 223,945
Median Household Income:
$105,763
Median Monthly Housing
Costs: $1,962
Female,50 .0%
Male,50 .0%
Female,45 .4%
Male,54 .6%
6 .0%
4 .8%3 .7%3 .5%6 .7%
27 .6%
16 .3%12 .4%5 .3%4 .6%
5 .5%
2 .3%
1 .3%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
84 .5%
Hispanic or Latino15 .5%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 72 .1%
8 .5%
0 .5%
9 .9%
0 .1%
5 .9%
3 .0%
Female,50 .9%
Male,49 .1%
Female,52 .3%
Male,47 .7%
97 .4%
0 .4%
0 .0%
0 .1%
0 .0%
0 .6%
1 .5%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Racial Demographics Population
Hispanic and Latino Population
Sex of Total Population and PublicAdministration Employees
Age of Population in Years
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Not Hispanic or Latino99 .1%
Hispanic or Latino0 .9%
4 .5%4 .3%
5 .9%
7 .0%6 .6%10 .6%11 .5%
17 .8%
7 .0%
7 .3%9 .3%5 .6%2 .6%
ICMA EQUITY & INCLUSION TOOLKIT 33
Community Profile:
City of Asheville,
North Carolina70
Total Population: 86,789
Median Household Income:
$43,334
Median Monthly Housing
Costs: $914
Community Profile:
City of Aurora,
Colorado71
Total Population: 345,867
Median Household Income:
$53,011
Median Monthly Housing
Costs: $1,129
Female,51 .0%
Male,49 .0%
Female,52 .3%
Male,47 .7%
7 .8%7 .8%7 .0%6 .5%
7 .1%
15 .9%14 .3%12 .6%5 .8%
5 .1%
6 .1%2 .8%1 .2%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino71 .2%
Hispanic or Latino28 .8%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 63 .3%
15 .8%
0 .8%
5 .3%
0 .3%
8 .7%
5 .8%
82.1%
12.3%
0.4%
2.1%
0.0%
0.8%
2.3%
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Female,53 .5%
Male,46 .5%
Female,57 .4%
Male,42 .6%
6 .0%
5 .3%5 .2%4 .9%7 .8%17 .2%
13 .0%
12 .0%
6 .1%6 .1%8 .5%5 .0%2 .9%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino94 .0%
Hispanic or Latino6 .0%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 82 .1%
12 .3%
0 .4%
2 .1%
0 .0%
0 .8%
2 .3%
34 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
City of Austin, Texas72
Total Population: 887,061
Median Household Income:
$57,689
Median Monthly Housing
Costs: $1,171
Community Profile:
City of Boston,
Massachusetts73
Total Population: 650,281
Median Household Income:
$55,777
Median Monthly Housing
Costs: $1,47
Female,52 .0%
Male,48 .0%
Female,44 .7%
Male,55 .3%
5 .4%4 .3%4 .2%7 .4%
11 .9%
22 .7%12 .5%11 .3%5 .2%
4 .5%
5 .8%
3 .2%1 .6%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino81 .2%
Hispanic or Latino18 .8%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 53 .1%
25 .2%
0 .4%
9 .3%
0 .0%
7 .5%
4 .5%
Female,49 .5%
Male,50 .5%
Female,54 .1%
Male,45 .9%
6 .9%
6 .3%
5 .4%5 .9%9 .2%21 .7%
15 .5%
12 .0%
5 .0%4 .5%4 .5%2 .1%
1 .0%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino65 .5%
Hispanic or Latino34 .5%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 75 .1%
7 .7%
0 .5%
6 .8%
0 .1%
6 .6%
3 .2%
ICMA EQUITY & INCLUSION TOOLKIT 35
Community Profile:
City of Cedar Rapids,
Iowa74
Total Population: 128,829
Median Household Income:
$53,581
Median Monthly Housing
Costs: $870
Community Profile:
City of Champaign,
Illinois75
Total Population: 84,008
Median Household Income:
$42,094
Median Monthly Housing
Costs: $938
Female,49 .8%
Male,50 .2%
Female,55 .1%
Male,44 .9%
5 .1%4 .7%4 .6%10 .9%
20 .6%
16 .9%9 .7%9 .7%4 .8%
4 .5%
4 .7%2 .7%1 .1%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino94 .2%
Hispanic or Latino5 .8%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 67 .1%
16 .0%
0 .1%
12 .8%
0 .0%
1 .3%
2 .7%
Female,51 .3%
Male,48 .7%
Female,43 .0 %
Male,57 .0%
6 .9%5 .9%
6 .3%
6 .9%8 .7%14 .4%12 .7%12 .6%
6 .5%
5 .5%
7 .0%4 .5%2 .1%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
96 .4%
Hispanic or Latino3 .6%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 86 .8%
6 .1%
0 .3%
2 .2%
0 .0%
1 .1%
3 .5%
36 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
City of Daly City,
California76
Total Population: 104,930
Median Household Income:
$74,449
Median Monthly Housing
Costs: $1,794
Community Profile:
City of Decatur,
Georgia77
Total Population: 20,605
Median Household Income:
$81,970
Median Monthly Housing
Costs: $1,468
Female,57 .7%
Male,42 .3%
Female,65 .8%
Male,34 .2%
10 .2%8 .3%7 .4%5 .7%
5 .1%
12 .6%16 .1%13 .5%5 .7%
4 .5%
5 .4%3 .4%2 .1%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
96 .9%
Hispanic or Latino3 .1%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 70 .5%
21 .6%
0 .2%
4 .1%
0 .0%
0 .6%
3 .0%
Female,50 .1%
Male,49 .9%
Female,55 .2%
Male,44 .8%
5 .1%
4 .8%
.48%5 .4%7 .9%16 .2%
14 .5%
13 .5%
7 .0%5 .8%8 .4%4 .7%
1 .9%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino76 .5%
Hispanic or Latino23 .5%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 22 .1%
3 .1%
0 .3%
57 .7%
0 .6%
12 .3%
3 .9%
ICMA EQUITY & INCLUSION TOOLKIT 37
Community Profile:
City of Dubuque,
Iowa78
Total Population: 58,409
Median Household Income:
$47,490
Median Monthly Housing
Costs: $759
Community Profile:
City of Edmonton,
Alberta79
Total Population: 932,546
Median Household Income:
$87,225 (CAD)
Average Monthly Shelter
Costs: $1,200 (CAD)
Female,50 .0%
Male,50 .0%
Female,49 .2 %
Male,50 .8%
6 .4%6 .0%5 .2%5 .5%
7 .4%
18 .4%14 .5%12 .9%6 .4%
5 .3%
6 .6%3 .6%1 .8%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Non-Aboriginal94 .7%
Aboriginal5 .3%
Aboriginal Population
Visible Minority Population andMost Frequently Reported Ethnic Origins
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION
Visible Minority
English
Canadian
Scottish
30 .0%
19 .3%
17 .5%
15 .2%
Female,52 .8%
Male,47 .2%
Female,49 .8%
Male,50 .2%
5 .9%
5 .9%
5 .2 %7 .9%8 .6%14 .1%
10 .0%
12 .7%
6 .7%6 .4%7 .6%6 .1%
2 .9%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino86 .6%
Hispanic or Latino13 .4%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 90 .9%
3 .0%
0 .2%
1 .6%
0 .5%
0 .3%
3 .5%
38 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
County of Fairfax,
Virginia80
Total Population: 1,128,722
Median Household Income:
$112,552
Median Monthly Housing
Costs: $1,972
Community Profile:
City of Iowa City,
Iowa81
Total Population: 71,832
Median Household Income:
$42,375
Median Monthly Housing
Costs: $954
Female,49 .8%
Male,50 .2%
Female,39 .8%
Male,60 .2%
4 .9%4 .5%3 .7%11 .9%
23 .1%
16 .6%9 .2%8 .9%4 .4%
4 .0%
4 .6%2 .6%1 .6%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
94 .7%
Hispanic or Latino5 .3%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 79 .9%
6 .4%
0 .3%
8 .0%
0 .3%
2 .5%
2 .6%
Female,50 .5%
Male,49 .5%
Female,40 .7%
Male,59 .3%
6 .8 %
6 .8%
6 .5%6 .4%5 .7%14 .3%
14 .8%
15 .3%
6 .6%5 .7%6 .8%3 .0%
1 .3%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
83 .9%
Hispanic or Latino16 .1%
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 62 .8%
9 .4%
0 .2%
18 .4%
0 .1%
4 .5%
4 .6%
Hispanic and Latino Population
ICMA EQUITY & INCLUSION TOOLKIT 39
Community Profile:
County of King,
Washington82
Total Population: 2,045,756
Median Household Income:
$75,302
Median Monthly Housing
Costs: $1,472
Community Profile:
City of Knoxville,
Tennessee83
Total Population: 183,066
Median Household Income:
$34,226
Median Monthly Housing
Costs: $779
Female,51 .8%
Male,48 .2%
Female,47 .2%
Male,52 .8%
5 .9%5 .0%4 .6%7 .3%
13 .4%
16 .1%11 .4%11 .7%5 .7%
5 .1%
7 .7%4 .1%2 .0%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino95 .1%
Hispanic or Latino4 .9%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 76 .3%
17 .4%
0 .3%
1 .8%
0 .1%
1 .4%
2 .7%
Female,50 .1%
Male,49 .9%
Female,48 .7%
Male,51 .3%
6 .2%
5 .8%
5 .6%5 .6%6 .6%16 .8%
15 .0%
14 .3%
6 .6%5 .6%6 .8%3 .3%
1 .8%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino90 .7%
Hispanic or Latino9 .3%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 68 .1%
6 .2%
0 .7%
15 .6%
0 .8%
2 .8%
5 .8%
40 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
Louisville/
Jefferson County
Metro Government,
Kentucky84
Total Population: 608,732
Median Household Income:
$45,762
Median Monthly Housing
Costs: $819
Community Profile:
City of Malmö,
Sweden85
Total Population: 328,494
Median Household Income:
43,661 kr (SEK)
Median Monthly Housing
Costs: 2,908 kr (SEK)
7 .3%6 .1%4 .8%4 .5%
6 .7%
19 .0%14 .6%11 .8%5 .2%
4 .8%
8 .2%4 .7%2 .3%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Sex of Total Population and Governmental Sector Employees*
Non-Foreign Citizens
85 .9%
Foreign Citizens14 .1%
Foreign Citizen Population
Population by Origin
Born in Sweden with twoparents born in Sweden
Born in Sweden with one parent born in Sweden and one foreign born parent
Born in Sweden with twoforeign born parents
Foreign Born
TOTAL POPULATION GOVERNMENTAL SECTOREMPLOYEES
47 .4%
8 .6%
11 .7%
32 .3%
*Estimation - Governmental Sector Employment basedon National Data
Female,50 .6%
Male,49 .4%
Female,52 .2%
Male,47 .8%
Female,51 .7%
Male,48 .3%
Female,43 .5%
Male,56 .5%
6 .6%
6 .2%
6 .5%6 .3%6 .9%14 .4%
12 .7%
14 .0%
7 .0%5 .9%7 .3%4 .3%
1 .9%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino95 .3%
Hispanic or Latino4 .7%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 71 .1%
22 .6%
0 .1%
2 .4%
0 .0%
0 .6%
3 .2%
ICMA EQUITY & INCLUSION TOOLKIT 41
Community Profile:
County of Marin,
California86
Total Population: 258,349
Median Household Income:
$93,257
Median Monthly Housing
Costs: $2,000
Community Profile:
Village of Maywood,
Illinois87
Total Population: 24,138
Median Household Income:
$42,298
Median Monthly Housing
Costs: $1,001
Female,52 .8%
Male,47 .2%
Female,58 .4%
Male,41 .6%
6 .6%7 .3%7 .4%6 .9%
8 .4%
14 .7%11 .8%12 .5%5 .6%
5 .3%
7 .7%4 .5%1 .3%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino78 .8%
Hispanic or Latino21 .2%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 14 .7%
74 .4%
0 .0%
0 .4%
0 .0%
9 .8%
0 .7%
Female,51 .1%
Male,48 .9%
Female,49 .2%
Male,50 .8%
5 .1%
5 .7%
6 .3%5 .4%4 .2%9 .3%
13 .3%
16 .2%
7 .8%7 .8%10 .9%5 .4%
2 .6%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
84 .2%
Hispanic or Latino15 .8%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 79 .4%
2 .5%
0 .3%
5 .7%
0 .2%
7 .7%
4 .2%
42 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
City of Needham,
Massachusetts88
Total Population: 29,853
Median Household Income:
$132,237
Median Monthly Housing
Costs: $2,300
Community Profile:
County of Ottawa,
Michigan89
Total Population: 273,136
Median Household Income:
$58,989
Median Monthly Housing
Costs: $908
Female,50 .8%
Male,49 .2%
Female,51 .0%
Male,49 .0%
6 .5%6 .7%7 .5%8 .8%
9 .2%
11 .6%
11 .9%13 .4%6 .2%5 .4%
7 .1%
3 .9%
1 .8%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino90 .8%
Hispanic or Latino9 .2%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 90 .1%
1 .6%
0 .5%
2 .8%
0 .0%
2 .9%
2 .1%
Female,51 .3%
Male,48 .7%
Female,35 .4%
Male,64 .6 %
6 .9%7 .1%
7 .5%
7 .3%4 .2%6 .7%13 .6%15 .5%
7 .4%
6 .2%
8 .9%4 .7%4 .0%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino97 .5%
Hispanic or Latino2 .5%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 87 .4%
2 .2%
0 .0%
7 .2%
0 .0%
0 .1%
3 .1%
ICMA EQUITY & INCLUSION TOOLKIT 43
Community Profile:
City of Oxnard,
California90
Total Population: 203,495
Median Household Income:
$60,621
Median Monthly Housing
Costs: $1,507
Community Profile:
City of Philadelphia,
Pennsylvania91
Total Population: 1,555,072
Median Household Income:
$38,253
Median Monthly Housing
Costs: $904
Female,52 .8%
Male,47 .2%
Female,49 .8%
Male,50 .2%
6 .9%5 .9%5 .9%6 .7%
8 .8%
17 .7%12 .2%12 .4%6 .0%
5 .2%
6 .7%3 .8%1 .8%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
86 .6%
Hispanic or Latino13 .4%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 41 .7%
42 .8%
0 .3%
6 .9%
0 .1%
5 .5%
2 .7%
Female,49 .5%
Male,50 .5%
Female,41 .8%
Male,58 .2%
8 .2%
7 .9%
7 .6%7 .8%8 .8%15 .9%
13 .5%
12 .3%
5 .3%3 .8%5 .1%2 .7%
1 .1%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino25 .8% Hispanic or Latino74 .2%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 74 .8%
2 .9%
1 .3%
7 .8%
0 .2%
9 .5%
3 .5%
44 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
City of Phoenix,
Arizona92
Total Population: 1,514,208
Median Household Income:
$47,326
Median Monthly Housing
Costs: $978
Community Profile:
City of Rockville,
Maryland93
Total Population: 64,331
Median Household Income:
$100,239
Median Monthly Housi ng
Costs: $1,924
Female,50 .1%
Male,49 .9%
Female,49 .5%
Male,50 .5%
7 .5%
7 .6%
7 .4%7 .0%7 .7%15 .5%
14 .3%
13 .3%
5 .6%4 .7%5 .6%2 .6%
1 .2%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanicor Latino58 .7%
Hispanic or Latino41 .3%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 74 .6%
6 .9%
2 .0%
3 .4%
0 .2%
9 .8%
3 .1%
Female,52 .2%
Male,47 .8%
Female,48 .0%
Male,52%
6 .8%5 .7%5 .3%4 .6%
6 .2%
14 .8%14 .9%14 .1%6 .6%
5 .9%
8 .4%4 .2%2 .5%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
84 .3%
Hispanic or Latino15 .7%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 60 .7%
9 .8%
0 .2%
20 .5%
0 .0%
5 .0%
3 .8%
ICMA EQUITY & INCLUSION TOOLKIT 45
Community Profile:
City of Saint Paul,
Minnesota94
Total Population: 295,043
Median Household Income:
$48,757
Median Monthly Housing
Costs: $970
Community Profile:
City of San Antonio,
Texas95
Total Population: 1,413,881
Median Household Income:
$46,744
Median Monthly Housing
Costs: $884
Female,50 .8%
Male,49 .2%
Female,53 .7%
Male,46 .3%
7 .8%
7 .1%
6 .5%7 .2%9 .4%17 .7%
12 .3%
11 .8%
5 .8%5 .1%5 .2%2 .7%
1 .4%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
90 .5%
Hispanic or Latino9 .5%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 59 .7%
15 .5%
0 .9%
16 .5%
0 .0%
2 .7%
4 .7%
Female,51 .1%
Male,48 .9%
Female,40 .1%
Male,59 .9%
7 .3%7 .3%7 .1%7 .3%
8 .2%
15 .7%13 .0%12 .5%5 .6%
4 .8%
6 .3%3 .5%1 .4%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
36 .7% Hispanic or Latino63 .3%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION 78 .1%
7 .0%
0 .7%
2 .6%
0 .1%
8 .7%
2 .8%
46 ICMA EQUITY & INCLUSION TOOLKIT
Community Profile:
County of San Mateo,
California96
Total Population: 748,731
Median Household Income:
$93,623
Median Monthly Housing
Costs: $1,990
Community Profile:
City of Tacoma,
Washington97
Total Population: 203,481
Median Household Income:
$52,042
Median Monthly Housing
Costs: $1,126
55 .0%
2 .6%
0 .3%
26 .6%
1 .4%
9 .4%
4 .7%
Female,50 .8%
Male,49 .2%
Female,47 .7%
Male,52 .3%
6 .1%
6 .3%
5 .8%5 .4%5 .6%14 .1%
14 .7%
14 .8%
6 .9%6 .0%7 .8%4 .4%
2 .1%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years
Not Hispanic or Latino
74 .7%
Hispanic or Latino25 .3%
Hispanic and Latino Population
Racial Demographics
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION
White
Black or African American
American Indian and AlaskaNative
Asian
Native Hawaiian and OtherPacific Islander
Other
Two or More Races
65 .4%
10 .5%
1 .2%
9 .0%
1 .1%
4 .2%
8 .6%
Female,50 .5%
Male,49 .5%
Female,45 .5%
Male,54 .5%
Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
Age of Population in Years Hispanic and Latino Population
Not Hispanic or Latino
88 .5%
Hispanic or Latino11 .5%
6 .4%6 .3%5 .7%6 .0%
8 .0%
16 .1%13 .5%13 .3%6 .6%
5 .3%
7 .2%3 .6%2 .0%
Sex of Total Population and PublicAdministration Employees
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION
Racial Demographics
ICMA EQUITY & INCLUSION TOOLKIT 47
Community Profile:
City of Toronto,
Ontario98
Total Population: 2,731,571
Median Household Income:
$65,829 (CAD)
Average Monthly Shelter
Costs: $1,253 (CAD)
Female,51 .9%
Male,48 .1%
Female,53 .1%
Male,46 .9%
49 .1%
12 .9%
12 .0%
11 .3%
Visible Minority Population and most frequently reported Ethnic Origins
Sex of Total Population and PublicAdministration Employees
Age of Population in Years
5 .1%
4 .9%
4 .7%5 .3%7 .1%16 .7%
13 .9%
14 .4%
6 .7%5 .6%8 .2%5 .0%
2 .4%
Visible Minority
English
Chinese
Canadian
TOTAL POPULATION EMPLOYED IN PUBLICADMINISTRATION
Non-Aboriginal99 .3%
Aboriginal0 .7%
Aboriginal Population Under 5
5 to 9
10 to 14
15 to 19
20 to 24
25 to 34
35 to 44
45 to 54
55 to 59
60 to 64
65 to 74
75 to 84
85 and Over
48 ICMA EQUITY & INCLUSION TOOLKIT
Any local government actively engaged in equity and inclusion programs will tell you that it
is easier to not go it alone. Many organizations have sought and readily received assistance
in developing programs and strategies by asking for help. Equity and inclusion are difficult
topics with no easy solutions. A positive impact will take time, commitment, and resources.
You do not have to start from scratch, and if you already have programs and strategies in
place, it is always worthwhile to have someone else evaluate what you and your staff are
doing, or not doing .
The following organizations are actively involved in promoting equity and inclusion in
government and eager to help:
ABCD & Company is a business management consulting firm that helps organizations
achieve their missions through business management, creative services, event planning, and
training. The company focuses on: providing excellence in service from start to end; helping
mission driven organizations and companies impact the communities they serve; embracing
diversity in the business sector; and demonstrating ethical and responsible growth.100
The Center for Social Inclusion (CSI) is a national nonprofit organization whose mission is
to catalyze local communities, government, and other public and private institutions to
dismantle structural racial inequity and create equitable outcomes for all. CSI crafts and
applies strategies and tools to transform our nation’s policies and practices in order to
achieve racial equity .101
The Government Alliance on Race and Equity (GARE) is a national network of governments
working to achieve racial equity and advance opportunities for all.102
GARE was invaluable. We did not have to start from scratch. Working with
GARE helped us learn from other communities.103
The Haas Institute for a Fair & Inclusive Society at UC Berkeley brings together researchers,
organizers, stakeholders, communicators, and policymakers to identify and eliminate the
barriers to an inclusive, just, and sustainable society and to create transformative change
toward a more equitable nation.104
The purpose of the International Hispanic/Latino Network is to encourage professional
excellence among Hispanic/Latino local government administrators, to improve the man-
agement of local government, to provide unique resources to Hispanic local government
executives and public managers, and to advance the goals of professional, effective, and
ethical local government administration.105
The mission of the International Multicultural Institute (IMCI) is to work with individuals,
organizations, and communities to facilitate personal and systemic change in order to build
an inclusive society that is strengthened and empowered by its diversity .106
APPENDIX 3: ENAGED ORGANIZATIONS
ICMA EQUITY & INCLUSION TOOLKIT 49
The League of Women in Government (LWG) serves as the umbrella organization to
support local and statewide organizations that advance women in local government
leadership .107
The National Forum for Black Public Administrators (NFBPA) is the principal and most pro-
gressive organization dedicated to the advancement of black public leadership in local and
state governments .108
Women Leading Government (WLG) is designed to assist women managers in their career
development . WLG welcomes all people dedicated to public service and the development
of women leaders .109
50 ICMA EQUITY & INCLUSION TOOLKIT
ICMA Equity and Inclusion Resources
ICMA has an extensive library of documents, articles, and blog posts on the topics of
diversity, equity, and inclusiveness that can be accessed on the ICMA website via the
topic area of Leadership and Ethics .110
The Divided Community Project
The Divided Community Project was developed by individuals and institutions committed
to the belief that dispute resolution practitioners, policy makers, and scholars can make a
tangible, constructive contribution to helping leaders and citizens in communities seared
by tensions and conflicts strengthen and expand their local capacity and resiliency to meet
these challenges .111
Key Considerations for Community Leaders Facing Civil Unrest
This webpage shares strategies used in communities during divisive community incidents.
Planning in Advance of Civil Unrest
This webpage shares ideas for broad-based community planning efforts in advance of
civil unrest .
Divided Communities and Social Media
This webpage shares strategies to take advantage of the opportunities and overcome the
hurdles posed by ever-evolving social media and online tools .
Tacoma, Washington: Office of Equity & Human Rights: Annual Report 2015-2016
This report provides an example of an extensive plan to promote equity and inclusive-
ness in a community, complete with an overview of the community and organizational
demographics, accomplishments, goals, and action plans.112
Edmonton, Alberta: Diversity and Inclusion Framework & Implementation Plan
Edmonton’s Diversity and Inclusion Framework & Implementation Plan provides a blueprint
for internal practices and community programs and services intended to reflect and meet
the needs of the community they serve .113
Malmö, Sweden: Continuing work for a socially sustainable Malmö
A thorough progress report on a city’s ongoing efforts to improve the delivery of services
to its community, demonstrating a useful committee structure used to ensure the effective
development of city programs .114
King County, Washington: Equity & Social Justice Tools & Resources
This webpage contains links to a variety of replicable tools and resources utilized by King
County to promote equity and inclusion in their community .115
Marin County: Racial Equity Action Plan 2017
This action plan, developed by Marin County with the assistance of GARE, is a useful tool
to plan, track, and measure community engagement efforts. While this action plan is spe-
cific to racial equity, many of the components can be applied to other community issues
(e.g., sex, gender, age).116
APPENDIX 4: ADDITIONAL RESOURCES
ICMA EQUITY & INCLUSION TOOLKIT 51
Fairfax County, Virginia: One Fairfax Resolution
A public resolution committing a local government to the mission of actively promoting and
advancing equity in the community .117
Fairfax County, Virginia: Equitable Growth Profile of Fairfax County
Among a variety of useful materials, this document contains a wealth of indicators used to
measure equity and inclusivity in a community .118
Decatur, Georgia: The Better Together Action Plan for Equity, Inclusion, and Engagement
Not only an exemplary action plan, this document contains a wealth of information indicat-
ing the actions taken by Decatur to date and the resources used by the city in the develop-
ment of this action plan.119
Arlington County, Virginia: Immigration Resources
This webpage links to a variety of publicly accessible resources for immigrant communities,
including official statements, public safety information, information on rights, links to legal
aid services, and related resources .120
52 ICMA EQUITY & INCLUSION TOOLKIT
A.
Ability (n.): The quality of being able to do
something .
Ableism (n.): Discrimination against persons
with mental and/or physical disabilities and/
or social structures that favor able-bodied
individuals .
Achievement Gap (n.): A term used to describe
a persistent trend in the U.S. educational system
in which white students achieve greater aca-
demic success than students of color . This term
can also refer to the gap between girls’ and
boys’ academic achievement .
Acculturation (n.): The process of learning and
incorporating the language, values, beliefs, and
behaviors that make up a distinct culture. This
concept is not to be confused with assimila-
tion, where an individual, family, or group may
give up certain aspects of its culture in order to
adapt to that of their new host country .
African American (n): Of or related to African
Americans. The U.S. Census Bureau defines
black or African American as “people having ori-
gins in any of the black racial groups of Africa .”
Ageism (n): Discrimination against individu-
als because of their age; often based on ste-
reotypes (e.g., senior citizens are not able to
perform tasks such as driving, or that all young
people are irresponsible).
Alien (n.): The U.S. Bureau of Citizenship and
Immigration Services defines an alien as “any
person not a citizen or national of the United
States.” However, many people take offense at the
use of this term because it places emphasis on
difference. Preferable terms might be “immigrant”
or “refugee,” and for those who have entered the
United States illegally, “undocumented workers”
as opposed to “illegal aliens .”
Ally (n): A person who makes a commitment
and effort to recognize their privilege (based
on gender, race, class, sexual identity, etc.) and
work in solidarity with oppressed groups in the
struggle for justice. Allies understand that it is
in their own interest to end all forms of oppres-
sion, even those from which they may benefit in
concrete ways .
American Indian (n., adj.): Of or related to Amer-
ican Indians. The U.S. Census Bureau defines
“American Indians” as “people having origins in
any of the original peoples of North and South
America (including Central America), and who
maintain tribal affiliation or community attach-
ment . According to Census 2000, American Indi-
ans and Alaska Natives are approximately 0.9
percent of the total U.S. population, and 1.5%
including persons of more than one race .
Anglo or Anglo-Saxon (adj.): Of or related to
the descendants of Germanic peoples (Angles,
Saxons, and Jutes) who reigned in Britain until
the Norman Conquest in 1066. Often refers to
white English-speaking persons of European
descent in England or North America, not of
Hispanic or French origin .
Anti-Semitism (n.): Hatred of or prejudice
against Jews and Judaism. The Anti-Defamation
League divides anti-Semitic incidents into two
categories: “harassment, including threats and
assaults directed at individuals and institutions;
and vandalism, such as property damage, cem-
etery desecration or anti-Semitic graffiti.”
Arab (n., adj.): Of or relating to the cultures or
people that have ethnic roots in the following
Arabic-speaking lands: Algeria, Bahrain, Egypt,
Iraq, Jordan, Kuwait, Lebanon, Libya, Morocco,
Oman, Palestine, Qatar, Saudi Arabia, Sudan,
Syria, Tunisia, the United Arab Emirates, and
Yemen . “Arab” is not synonymous with “Muslim .”
Arabs practice many religions, including Islam,
Christianity, Judaism, and others.
Asexual (n., adj.): A sexual orientation generally
characterized by not feeling sexual attraction
or a desire for partnered sexuality. Asexuality is
distinct from celibacy, which is the deliberate
abstention from sexual activity. Some asexual
people do have sex. There are many diverse
ways of being asexual.
Asian American: Of or related to Asian Ameri-
cans. The U.S. Census Bureau defines “Asian”
as “people having origins in any of the original
peoples of Asia or the Indian subcontinent. It
includes people who indicated their race or
races as ‘Asian,’ ‘Indian,’ ‘Chinese,’ ‘Filipino,’
APPENDIX 5: GLOSSARY OF TERMS 121
ICMA EQUITY & INCLUSION TOOLKIT 53
‘Korean,’ ‘Japanese,’ ‘Vietnamese,’ or ‘Other
Asian.’ Asian Americans are approximately 3.6
percent of the total U.S. population, and 4.2%
including persons of mixed race.
Assimilation (n.): The process whereby an indi-
vidual of a minority group gradually adopts char-
acteristics of the majority culture. This adoption
results in the loss of characteristics of one’s
native culture, such as language, culinary tastes,
interpersonal communication, gender roles, and
style of dress . Some individuals of immigrant
communities take offense to the notion that all
immigrants should “assimilate” to U .S . culture,
because it implies that they must give up some
of who they are to become “Americans .” Instead,
many immigrant communities assert the notion
of biculturalism, which enables them to accultur-
ate to the U .S . culture while maintaining charac-
teristics of their native culture.
B.
Bias (n.): Inclination or prejudice for or against
one person or group, especially in a way consid-
ered to be unfair .
Bigender (n., adj.): Having two genders, exhibit-
ing cultural characteristics of masculine and
feminine roles .
Bigotry (n.): Intolerance of cultures, religions,
races, ethnicities, or political beliefs that differ
from one’s own .
Biracial (adj.): Of or related to more than one
race. Biracial individuals may choose to identify
with only one race, especially if they find that
they are readily accepted by one group more
than another . Historically, biracial individuals
who had one black parent and one white parent
were considered black and were not acknowl-
edged by the white community .
Bisexual (n., adj.): A person whose primary
sexual and affectional orientation is toward peo-
ple of the same and other genders, or towards
people regardless of their gender .
Black (n., adj.): Of or related to persons having
ethnic origins in the African continent; persons
belonging to the African Diaspora . Some indi-
viduals have adopted the term to represent all
people around the world who are not of white
European descent, although this usage is not
common. “Black” is often used interchangeably
with “African American” in the United States .
Brown (n., adj.): A term most often used to refer
to people of Latino/Hispanic descent, or of the
Latin American Diaspora (Mexico, Central and
South America, Puerto Rico, the Dominican
Republic, Cuba, as well as Latinos/Hispanics in
the United States and Canada). Some individuals
may use the word to refer to all people of color .
C.
Caucasian (n., adj.): Of or related to the Cauca-
sus region, a geographic area between the Black
and Caspian seas; a former racial classification
that included indigenous persons of Europe,
northern Africa, western Asia, and India, char-
acterized by light to brown skin and straight to
wavy or curly hair . In the U .S ., “Caucasian” is
often used interchangeably with “white.”
Chicano/a (n.): A term adopted by some Mexi-
can Americans to demonstrate pride in their
heritage, born out of the national Chicano
Movement that was politically aligned with the
Civil Rights Movement to end racial oppression
and social inequalities of Mexican Americans.
Chicano pertains to the particular experience
of Mexican-descended individuals living in the
United States. Not all Mexican Americans iden-
tify as Chicano.
Cisgender (n. adj.): A gender identity, or perfor-
mance in a gender role, that society deems to
match the person’s assigned sex at birth. The
prefix cis- means “on this side of” or “not
across.” A term used to call attention to the
privilege of people who are not transgender .
Cissexism/Genderism (n.): The pervasive system
of discrimination and exclusion that oppresses
people whose gender and/or gender expression
falls outside of cis-normative constructs. This
system is founded on the belief that there are,
and should be, only two genders and that one’s
gender, or most aspects of it, are inevitably tied
to assigned sex.
Classism (n.): Biased attitudes and beliefs that
result in, and help to justify, unfair treatment
of individuals or groups because of their socio-
economic grouping . “Classism” can also be
expressed as public policies and institutional
practices that prevent people from breaking out
of poverty rather than ensuring equal economic,
social, and educational opportunity.
54 ICMA EQUITY & INCLUSION TOOLKIT
Colorblind (adj.): Term used to describe per-
sonal, group, and institutional policies or
practices that do not consider race or ethnicity
as a determining factor . The term “colorblind”
de-emphasizes, or ignores, race and ethnicity, a
large part of one’s identity.
Colorism (n.): Prejudice or discrimination
against individuals with a dark skin tone, typi-
cally among people of the same ethnic or
racial group .
Cultural Competence (n.): “A process of learning
that leads to an ability to effectively respond to
the challenges and opportunities posed by the
presence of social cultural diversity in a defined
social system .”
D.
Disability/(Dis)ability/Dis/ability (n.): A social
construct that identifies any restriction or lack
of ability to perform an activity in the manner or
within the range considered “typical” for a human
being given environments that are constructed
for and by the dominant or “typical” person .
Discrimination (n.): Unfavorable or unfair treat-
ment toward an individual or group based on
their race, sex, color, religion, national origin, age,
physical/mental abilities, or sexual orientation.
Diversity (n.): Psychological, physical, and
social differences that occur among any and all
individuals, such as race, ethnicity, nationality,
religion, economic class, age, gender, sexual
orientation, mental and physical ability, and
learning styles . A diverse group, community or
organization is one in which a variety of social
and cultural characteristics exist.
E.
Environmental Racism (n.): The concept that
members of certain groups are deliberately
located in less-desirable geographic areas or
that undesirable businesses or activities are
deliberately located in range of or within neigh-
borhoods of certain groups, particularly racial
minorities and the urban poor.
Ethnic (adj.): Of or related to a particular race,
nationality, language, religion or cultural heritage.
“Ethnic” in the context of the United States, has
also come to represent concepts, characteristics
or cultural values and norms that are not typical
of persons of white/European ancestry .
Ethnicity (n.): A social construct which divides
people into smaller social groups based on
characteristics such as shared sense of group
membership, values, behavioral patterns, lan-
guage, political and economic interest, history,
and ancestral geographical base .
Equity (n.): Fairness and justice, especially per-
taining to rights and protection under the law.
Eurocentrism (n.): The practice of using Europe
and European culture as a frame of reference or
standard criteria from which to view the world .
Eurocentrism favors European cultural norms
and excludes the realities and experiences of
other cultural groups .
Explicit Bias (n): Prejudicial beliefs that one
knowingly endorses at the conscious level .
F.
Feminism (n.): Theory and practice that advo-
cates for educational and occupational equity
between men and women and undermines
traditional cultural practices that support the
subjugation of women by men and the devalua-
tion of women’s contributions to society.
FOB (n.): A derogatory term used to refer to
recent immigrants to the U .S ., meaning “fresh
off the boat.”
G.
Gay (n., adj.): A homosexual. This term was
said to originate in Paris during the 1930’s and
referred to the male homosexual underground
community . The term was reclaimed during the
Gay Liberation Movement as a source of pride.
“Gay” is commonly used only to refer to homo-
sexual men and not women.
Gay Bashing (v.): Term used to describe forms
of harassment and hate crimes directed toward
homosexuals, such as verbal and physical
threats and assault and vandalism .
Gender (n.): Sexual classification based on the
social construction of the categories of “men”
and “women.” Gender differs from one’s biologi-
cal sex (male or female) in that one can assume a
gender that is different from one’s biological sex.
Gender Fluid (n., adj.): A person whose gender
identification and presentation shifts, whether
within or outside of societal, gender-based
expectations. Being fluid in motion between two
or more genders .
ICMA EQUITY & INCLUSION TOOLKIT 55
Gender Identity (n.): A sense of one’s self as
trans, genderqueer, woman, man, or some other
identity, which may or may not correspond with
the sex and gender one is assigned at birth.
Genderism/Cissexism (n.): The pervasive system
of discrimination and exclusion that oppresses
people whose gender and/or gender expression
falls outside of cis-normative constructs. This
system is founded on the belief that there are,
and should be, only two genders and that one’s
gender or most aspects of it, are inevitably tied
to assigned sex.
Gentrification (n.): The process whereby a
given urban area or neighborhood undergoes
a socioeconomic transition from a previously
low-income, working class neighborhood to a
middle-class or affluent neighborhood.
Ghetto (n., adj.): Term used to represent the
social and physical isolation of urban blacks,
or communities of color in general, as well as
the dire conditions these communities endure:
densely populated slums, economic hardship,
and racial discrimination in the central city.
Glass Ceiling (n.): Term used to describe the
“unseen” barrier that prevents women and
people of color from being hired or promoted
beyond a certain level of responsibility, prestige,
or seniority in the workplace .
H.
Harassment (n.): Unwelcome, intimidating, or
hostile behavior.
Heteronormativity (n.): A set of lifestyle norms,
practices, and institutions that promote binary
alignment of biological sex, gender identity, and
gender roles; assume heterosexuality as a funda-
mental and natural norm; and privilege monoga-
mous, committed relationships and reproductive
sex above all other sexual practices.
Heterosexuality (n.): A sexual orientation in
which a person feels physically and emotionally
attracted to people of a gender other than
their own .
Hispanic (n., adj.): The U .S . Census Bureau
defines Hispanics as “those people who clas-
sified themselves in one of the specific Span-
ish, Hispanic, or Latino categories listed on the
Census 2000 questionnaire (Mexican, Mexican
American, Chicano, Puerto Rican, or Cuban).
Homophobia (n.): A fear of individuals who are
not heterosexual. Homophobia often results
in people distancing themselves from and/or
psychologically/physically harming people who
are gay, lesbian, bisexual, or transgendered. The
literal meaning of the word is “fear of same .”
Homosexual (n., adj.)/Homosexuality (n.): An
outdated term to describe a sexual orienta-
tion in which a person feels physically and
emotionally attracted to people of the same
gender . Historically, it was a term used to
pathologize gay and lesbian people .
I.
Illegal Alien (n.): The official term used by the
U. S. federal government to refer to citizens of
foreign countries whose entry into the United
States is prohibited by law, or those who reside
in the United States without evidence of legal
documentation where permission for entrance
has been granted .
Implicit Bias (n): Inclination in judgment or
behavior that operates below the conscious
level and without intentional control.
Inclusion (n.): The act of creating environ-
ments in which any individual or group can feel
welcomed, respected, and fully participate. An
inclusive and welcoming climate embraces dif-
ferences and offers respect in words and actions
for all people .
Intersectionality (n.): A term coined by civil
rights advocate and scholar Kimberlé Williams
Crenshaw to describe the interaction among
various types of discrimination, specifically as
they relate to overlapping forms of discrimina-
tion experienced by women of color.
Intersex (n., adj.): Adjective used describe
the experience of naturally (that is, without
any medical intervention) developing primary
or secondary sex characteristics that do not
fit neatly into society’s definitions of male or
female. Intersex is an umbrella term and there
are around 20 variations of intersex that are
included in this umbrella term . Hermaphrodite is
an outdated and inaccurate term that has been
used to describe intersex people in the past.
56 ICMA EQUITY & INCLUSION TOOLKIT
L.
Lesbian (n., adj.): A woman whose primary sex-
ual and affectional orientation is toward people
of the same gender .
LGBTQ(IA+) (adj.): acronym for “Lesbian, Gay,
Bisexual, Transgender, Queer, (Intersex, Asexual,
and other communities).”
Linguistic Isolation (n.): May be used to describe
the experience of feeling confused or alienated
when one is unfamiliar with the language spo-
ken by those around them .
Linguistic Profiling (v.): The practice of mak-
ing assumptions or value judgments about an
individual based on the way he or she speaks
and/or the language he or she uses, and then
discriminating against that individual because of
these factors .
M.
Mainstream (n., adj.): Refers to the dominant
cultural norms of a given society . In the United
States, the “mainstream” culture encompasses
the language, values, beliefs, and behaviors of
the white/European population.
Microaggression (n): A term that refers to brief
and commonplace daily verbal or behavioral
indignities, whether intentional or unintentional,
that communicate hostile, derogatory, or nega-
tive slights and insults that potentially have a
harmful or unpleasant psychological impact on
the target person or group .
Marginalization (n.): The placement of minority
groups and cultures outside mainstream society .
All that varies from the norm of the mainstream
is devalued and at times perceived as deviant and
regressive .
Multicultural (adj.): Of or pertaining to more
than one culture .
Multiculturalism (n.): Theory and practice that
promotes the peaceful coexistence of multiple
races, ethnicities, and cultures in a given society,
celebrating and sustaining language diversity,
religious diversity, and social equity .
N.
Nonbinary (n., adj.): A gender identity and
experience that embraces a full universe of
expressions and ways of being that resonate
for an individual. It may be an active resistance
to binary gender expectations and/or an inten-
tional creation of new unbounded ideas of self
within the world. For some people who identify
as nonbinary there may be overlap with other
concepts and identities like gender expansive
and gender nonconforming .
O.
Omnisexual, Pansexual (n. adj.): Terms used
to describe people who have romantic, sexual
or affectional desire for people of all genders
and sexes.
Oppression (n.): Severe exercise of power and
subjugation that works to privilege one group
and disadvantage another .
Individual Level: Beliefs or behaviors of an
individual person; conscious or unconscious
actions or attitudes that maintain oppression.
Institutional Level: Institutions, such as family,
government, industry, education, and reli-
gion are shapers of, as well as shaped by, the
other two levels. The application of institu-
tional policies and procedures in an oppres-
sive society run by individuals or groups who
advocate or collude with social oppression
produces oppressive consequences .
Societal/Cultural Level: Society’s cultural
norms perpetuate implicit and explicit values
that bind institutions and individuals; cultural
guidelines, such as philosophies of life, defini-
tions of good, normal, health, deviance, and
sickness, often serve the primary function of
providing individuals and institutions with the
justification for social oppression.
Orientation (n.): One’s attraction or non-attrac-
tion to other people. An individual’s orientation
can be fluid and people use a variety of labels
to describe their orientation. Some, but not
all, types of attraction or orientation include
romantic, sexual, sensual, aesthetic, intellectual,
and platonic .
P.
Pacific Islander (n.): The term “Pacific Islander”
refers to persons whose origins are of the fol-
lowing nations: Polynesian, Melanesia, Microne-
sia, or any of the Pacific Islands.
Pansexual, Omnisexual (n. adj.): Terms used
to describe people who have romantic, sexual
or affectional desire for people of all genders
and sexes.
ICMA EQUITY & INCLUSION TOOLKIT 57
Privilege (n.): A set of unearned benefits given
to people who fit into a specific social group.
Q.
Queer (n., adj.): Term used to refer to people or
culture of the gay, lesbian, bisexual, and trans-
gender (LGBTQIA+) community. Historically,
queer has been used as an epithet/slur against
people whose gender, gender expression and/or
sexuality do not conform to dominant expecta-
tions. Some people have reclaimed the word
queer and self-identify as such. For some, this
reclamation is a celebration of not fitting into
norms/being “abnormal.” Manifestations of
oppression within gay and lesbian movements
such as racism, sizeism, ableism, cissexism,
transmisogyny, as well as assimilation politics,
resulted in many people being marginalized,
thus, for some, queer is a radical and anti-assim-
ilationist stance that captures multiple aspects
of identities.
Quota (n.): A number or percentage particularly
of people designated as a targeted minimum for
a particular group or organization. A term often
used in reference to admission to colleges and
universities and organizational hiring practices.
R.
Race (n.): A grouping of human beings based
on a shared geographic dispersion, common
history, nationality, ethnicity, or genealogical
lineage. Race is also defined as a grouping of
human beings determined by distinct physical
characteristics that are genetically transmitted.
Racism (n.): Racism can be understood as
individual and institutional practices and poli-
cies based on the belief that a particular race is
superior to others. This often results in depriv-
ing certain individuals and groups of certain
civil liberties, rights, and resources, hindering
opportunities for social, educational, and
political advancement.
Reverse Discrimination (n.): A term used by
opponents to affirmative action who believe
that these policies are causing members of
traditionally dominant groups to be discrimi-
nated against .
S.
Safe Space (n.): A space in which an individual
or group may remain free of blame, ridicule, and
persecution, and are in no danger of coming to
mental or physical harm .
Sexual Harassment (n): The Equal Employ-
ment Opportunity Commission defines sexual
harassment as “a form of sex discrimination that
violates Title VII of the Civil Rights Act of 1964 .”
Sexism (n.): The cultural, institutional, and indi-
vidual set of beliefs and practices that privilege
men, subordinate women, and devalue ways of
being that are associated with women .
Sexual Orientation (n.): Term used to refer to
an individual’s sexuality and/or sexual attraction
to others .
Sizeism (n.): The pervasive system of discrimina-
tion and exclusion that oppresses people who
have bodies that society has labeled as “over-
weight,” as well as people of short stature .
Socioeconomic Class (n.): Social group member-
ship based on a combination of factors including
income, education level, occupation, and social
status in the community, such as contacts within
the community, group associations, and the com-
munity’s perception of the family or individual.
Stereotype (n.): A positive or negative set of
beliefs held by an individual about the charac-
teristics of a certain group.
T.
Tokenism (n.): The policy of making only a per-
functory effort or symbolic gesture toward the
accomplishment of a goal, such as racial integra-
tion; the practice of hiring or appointing a token
number of people from underrepresented groups
in order to deflect criticism or comply with affir-
mative action rules.
Tolerance (n.): Recognition and respect of
values, beliefs, and behaviors that differ from
one’s own .
Transgender (adj.): An umbrella term describing
a wide range of identities and experiences of
people whose gender identity and/or expression
differs from conventional expectations based
on their assigned sex at birth. Not all trans
people undergo medical transition (surgery or
hormones). Some commonly held definitions:
Someone whose determination of their sex and/
or gender is not universally considered valid;
someone whose behavior or expression does
not “match” their assigned sex according to
58 ICMA EQUITY & INCLUSION TOOLKIT
society; a gender outside of the man/woman
binary; having no gender or multiple genders.
Transsexual (n.): A person who lives full-time
in a gender different than their assigned birth
sex and gender. Sometimes used to specific-
ally refer to trans people pursuing gender or
sex confirmation.
U.
Undocumented immigrant (n.): A term used to
describe the populations in the United States
who do not possess legal documentation of
residence and/or who did not receive proper
authorization to enter the country.
W.
WASP (n.): The acronym translates to White
Anglo-Saxon Protestant, a term used in the
United States to refer to the demographic of
people who are of this ancestry .
Welfare (n.): Economic assistance provided by
the government to persons in need .
Worldview (n.): The way in which an individual
views the outside world, influenced by his or her
beliefs, values, and behaviors, and determined
by his or her unique experiences.
ICMA EQUITY & INCLUSION TOOLKIT 59
ENDNOTES
1 Rock, David and Heidi Grant . “Why Diverse Teams Are Smarter .” Harvard Business Review. November 4, 2016 . https://hbr.org/2016/11/why-diverse-teams-are-smarter
2 Riordan, Christine M. “Diversity Is Useless Without Inclusivity.” Harvard Business Review. June 5, 2014. https://hbr.
org/2014/06/diversity-is-useless-without-inclusivity
3 The City of Edmonton, “Diversity & Inclusion Framework & Implementation Plan.” https://www.edmonton.ca/city_government/documents/Final_Diversity__Inclusion_Framework__Implementation_Plan.pdf
4 International Multicultural Institute. http://imciglobal.org/
5 University of California, Berkeley . http://www.berkeley.edu/
6 ICMA Task Force on Women in the Profession: Final Report to the Executive Board. ICMA. July 1976. https://icma.org/documents/report-icma-task-force-women-profession-1976
7 Antil, Pamela W., et al. Final Report on the Status of Women in the Profession: August 2014. ICMA . August 8, 2014 . https://icma.
org/documents/final-report-status-women-profession
8 Task Force on Strengthening Inclusiveness in the Profession: 2015. ICMA . September 24 . 2015 . https://icma.org/documents/task-force-strengthening-inclusiveness-profession
9 Rock, David and Heidi Grant. “Why Diverse Teams Are Smarter.” Harvard Business Review. November 4, 2016 . https://hbr.org/2016/11/why-diverse-teams-are-smarter
10 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusion in the Workplace and
Our Communities.
11 The City of Edmonton . Diversity & Inclusion Framework & Implementation Plan. https://www.edmonton.ca/city_government/documents/Final_Diversity__Inclusion_Framework__Implementation_Plan.pdf
12 The City of Edmonton, “Diversity & Inclusion Framework & Implementation Plan.” https://www.edmonton.ca/city_
government/documents/Final_Diversity__Inclusion_Framework__Implementation_Plan.pdf
13 County of Marin . Racial Equity Action Plan, 2017. https://marin.granicus.com/DocumentViewer.php?file=marin_5935931ac4c78876372591adc21b8738 .pdf
14 County of Marin . Racial Equity Action Plan, 2017. https://marin.granicus.com/DocumentViewer.php?file=marin_5935931ac4c78876372591adc21b8738 .pdf
15 County of King. “Equity & Social Justice: Tools and resources.” http://www.kingcounty.gov/elected/executive/equity-social-
justice/tools-resources.aspx
16 County of King . Community Engagement Guide: A tool to advance Equity & Social Justice in King County. May 2011 .
17 City of Rockville . “World’s Flags Fly Over Rockville .” Rockville News . May 9, 2017 . http://www.rockvillemd.gov
18 City of Rockville . “World’s Flags Fly Over Rockville .” Rockville News . May 9, 2017 . http://www.rockvillemd.gov
19 Taylor, Jeff. “You can walk with pride in these cities with permanent rainbow crosswalks.” LGBTQ Nation. May 25, 2017. https://www.lgbtqnation.com/2017/05/can-walk-pride-cities-permanent-rainbow-crosswalks/
20 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and
Our Communities.
21 Galiano, Yocelyn. “Effective Communication of Complex Issues to the Public.” ICMA. Webinar . September 7, 2017 .
22 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and
Our Communities.
23 David, Dorothy Ann. “Moving from Conflict to Civility and Problem Solving.” ICMA. Webinar . May 14, 2015 .
24 David, Dorothy Ann. “Moving from Conflict to Civility and Problem Solving.” ICMA. Webinar . May 14, 2015 .
25 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and
Our Communities.
26 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and Our Communities.
27 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and
Our Communities.
28 ICMA. Checklist: Are Your Police Metrics Reflecting Changing Circumstances?
29 County of Arlington. “Immigration Resources: Welcome to Arlington’s diverse and inclusive community.” Arlingtonva.us. https://topics.arlingtonva.us/resources-immigrants/
30 County of Arlington . County Manager Statement. February 28, 2017 . https://topics.arlingtonva.us/resources-immigrants/
31 County of King . Equity Impact Review Process Overview. March 2016 .
60 ICMA EQUITY & INCLUSION TOOLKIT
32 County of King. “Equity & Social Justice: Tools and resources.” http://www.kingcounty.gov/elected/executive/equity-social-justice/tools-resources.aspx
33 County of King . Equity Impact Review Process Overview. March 2016 .
34 County of Fairfax. Resolution: “One Fairfax.” July 12, 2016. http://www.fairfaxcounty.gov
35 County of Fairfax, Virginia. Equitable Growth Profile of Fairfax County. 2015 . http://www.fairfaxcounty.gov/livehealthy/pdfs/equitable-growth-profile.pdf
36 County of Fairfax. County of Fairfax, Virginia, Memorandum – One Fairfax: Progress on Drafting a Policy for the Fairfax County
Board of Supervisors and Fairfax County School Board. May 26, 2017 . https://www.fairfaxcounty.gov
37 County of Fairfax. Fairfax County Human Services Council: Recommendations on the FY 2018 Advertised Budget Plan. March 24, 2017 . https://www.fairfaxcounty.gov
38 Human Rights Campaign . Municipal Equality Index. http://www.hrc.org/mei
39 County of San Mateo. “Community Vulnerability Index.” County of San Mateo: County Manager’s Office. http://cmo.smcgov.org/cvi
40 Bigue, Christa. “County of San Mateo Announces $23M in Affordable Housing Funds Available.” County of San Mateo: County Manager’s Office. July 27, 2017. http://cmo.smcgov.org/blog/2017-07-27/county-san-mateo-announces-23m-affordable-housing-funds-available
41 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace
and Our Communities.
42 Baker, Cedrick . Correspondence with ICMA . February 6, 2017 .
43 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and Our Communities.
44 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace
and Our Communities.
45 City of Dubuque . Correspondence with ICMA . February 19, 2017 .
46 Martel, Pat. “Serving Diverse Populations Successfully.” ICMA. Webinar . October 21, 2015 .
47 Rock, David and Heidi Grant . “Why Diverse Teams Are Smarter .” Harvard Business Review. November 4, 2016 . https://hbr.org/2016/11/why-diverse-teams-are-smarter
48 Hunt, Vivian. “Why diversity matters.” McKinsey & Company. January 2015. http://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters
49 City of Tacoma . Equity and Human Rights . http://www.cityoftacoma.org
50 City of Tacoma . Office of Equity and Human Rights: Annual Report 2015-2016 . http://www.cityoftacoma.org
51 City of Tacoma . Office of Equity and Human Rights: Annual Report 2015-2016. http://www.cityoftacoma.org
52 City of Asheville . Equity Manager Position – Scope Summary. December 2,2016 . http://www.ashevillenc.gov
53 ICMA . “Fostering Leadership: the City of San Antonio’s Women’s Leadership Mentoring Program .” ICMA.org. July 28, 2014. https://icma.org/articles/fostering-leadership-city-san-antonio%E2%80%99s-women%E2%80%99s-leadership-mentoring-program
54 City of San Antonio . Correspondence with ICMA . February 3, 2017 .
55 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and Our Communities.
56 ICMA. Checklist: 12 of the Best Job Interview Questions to Ask Local Government Candidates.
57 Feldman, Lee. “6 Ways to Help Identify Gender and Minority Wage Gap Issues.” ICMA. January 9, 2017. http://www.icma.org
58 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace and Our Communities.
59 City of Saint Paul . Correspondence with ICMA . February 1, 2017 .
60 ABCD & Company. Topics provided in correspondence with ICMA. June 5, 2017.
61 ABCD & Company. Correspondence with ICMA. June 8, 2017.
62 Baker, Cedrick . Correspondence with ICMA . February 6, 2017 .
63 ABCD & Company. Correspondence with ICMA. June 8, 2017.
64 This information was shared during the 2017 ICMA Regional Summits’ special session: Equity and Inclusivity in the Workplace
and Our Communities.
65 Kingston, Jessica. Correspondence with ICMA. February 1, 2017.
66 Source of Data: United States Department of Labor, Bureau of Labor Statistics, Labor Force Statistics from the Current
Population Survey
67 Data as of April 14, 2017. Numbers reflect Full and Affiliate ICMA members working for U.S. local governments (inclusive of municipalities, counties, regional councils, and special districts). Counts exclude interns, elected officials, local government consultants, and other not-in-service members working in interim, acting, or part-time positions.
68 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
ICMA EQUITY & INCLUSION TOOLKIT 61
69 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
70 Source Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
71 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
72 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
73 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
74 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
75 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
76 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
77 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
78 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
79 Source of Data: Statistics Canada, 2016 Census of Population and 2011 National Household Survey
80 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
81 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
82 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
83 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
84 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
85 Source of Data: Statistics Sweden: Population Statistics, 2016; Expenditures per Household Survey, 2009; Gross pay (SEK) by region of residence, 2015; Employed, governmental sector (KLS) by sex, 2017.
86 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
87 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
88 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
89 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
90 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
91 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
92 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
93 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
94 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
95 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
96 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
97 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
98 Source of Data: Statistics Canada, 2016 Census of Population and 2011 National Household Survey
99 Source of Data: U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates
100 “A Closer Look at ABCD .” ABCD and Company. 2017 . http://www.abcdandcompany.com/about/
101 “About .” Center for Social Inclusion. 2017 . http://www.centerforsocialinclusion.org/about/
102 “About .” Local and Regional Government Alliance on Race & Equity. 2017 . http://www.racialequityalliance.org/about/
103 City of Tacoma . Correspondence with ICMA . February 9, 2017 .
104 “Vision .” Haas Institute for a Fair and Inclusive Society. 2017 . http://haasinstitute.berkeley.edu/vision
105 “Purpose, Bylaws and History .” Local Government Hispanic Network. 2018 . https://lghn.org/history/
106 “History and Mission .” International Multicultural Institute. 2017 . http://imciglobal.org/about/history/
107 “About .” League of Women in Government. 2017 . http://leagueofwomeningovernment.org/about/
108 “About NFBPA .” National Forum for Black Public Administrators. 2017 . https://www.nfbpa.org
109 “WLG Mission Statement .” Women Leading Government. 2017 . https://icma.org/wlg-mission-statement
110 “Leadership & Ethics .” ICMA. 2017 . https://icma.org/topics/leadership-and-ethics
111 “The Divided Community Project .” The Ohio State University Moritz College of Law. 2017 . http://moritzlaw.osu.edu/
dividedcommunityproject/
62 ICMA EQUITY & INCLUSION TOOLKIT
112 City of Tacoma . Office of Equity & Human Rights: Annual Report 2015-2016 . 2017 . https://www.cityoftacoma.org/government
113 City of Edmonton . Diversity and Inclusion Framework & Implementation Plan. https://www.edmonton.ca/city_government/
documents/Final_Diversity__Inclusion_Framework__Implementation_Plan.pdf
114 City of Malmö, Sweden . Continuing work for a socially sustainable Malmö. 2016 . https://malmo.se/download/18.95a01bd15de
660cf0d237d5/1506323292504/Continuing+work+socially+sustainable+Malmo+webb+2014-12-17.pdf
115 County of King, Washington . “Tools &Resources .” 2014 . http://www.kingcounty.gov/elected/executive/equity-social-justice/tools-resources.aspx
116 County of Marin, California . Racial Equity Action Plan 2017 . 2017 . https://marin.granicus.com/DocumentViewer.php?file=marin_5935931ac4c78876372591adc21b8738.pdf
117 County of Fairfax, Virginia. Resolution: One Fairfax. 2016 . https://www.fairfaxcounty.gov/topics/sites/topics/files/assets/documents/pdf/one-fairfax-resolution.pdf
118 County of Fairfax, Virginia. Equitable Growth Profile of Fairfax County. 2015 . https://www.fairfaxcounty.gov/
119 City of Decatur, Georgia . The Better Together Action Plan for Equity, Inclusion, and Engagement. 2015 . https://citiesspeak.files.wordpress.com/2017/06/better-together-community-action-plan-decatur-georgia.pdf
120 County of Arlington. “Immigration Resources: Welcome to Arlington’s diverse and inclusive community.” Arlingtonva.us.
https://topics.arlingtonva.us/resources-immigrants/
121 This glossary was compiled from existing resources provided the following:
1 . Center for Assessment and Policy Development . http://www.capd.org/
2 . Crenshaw, K. (1991, July). Mapping the Margins: Intersectionality, Identity Politics, and Violence against Women of Color.
Stanford Law Review, 43(6), 1244.
3 . Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual Resource Center (LGBTQIA+ Resource Center). The Regents of the University of California, Davis . https://lgbtqia.ucdavis.edu/index.html
4 . International Multicultural Institute. http://imciglobal.org/
5 . National Center for State Courts. http://www.ncsc.org/
6 . Oxford Dictionary. https://www.oxforddictionaries.com/
7 . Sue, D. W., Capodilupo, C. M., Torino, G. C., Bucceri, J. M., Holder, A. M. B., Nadal, K. L., & Esquilin, M. (2007). Racial
microaggressions in everyday life: Implications for clinical practice. American Psychologist, 62, 271–286.
8 . University of California, Berkeley . http://www.berkeley.edu/
ABOUT ICMA
ICMA advances professional local government worldwide. Its mission is to create excellence in
local governance by developing and advancing professional management of local government .
ICMA, the City/County Management Association, provides member support; publications,
data, and information; peer and results-oriented assistance; and training and professional
development to more than 12,000 city, town, and county experts and other individuals and
organizations throughout the world. The management decisions made by ICMA’s members
affect 185 million individuals living in thousands of communities, from small villages and towns
to large metropolitan areas .
INTERNATIONAL CITY/COUNTY MANAGEMENT ASSOCIATION
777 N. Capitol St. NE, Ste. 500, Washington, DC 20002
202.962.3680 | 202.962.3500 (f) | icma.org
How Cities Can Advance Racial Equity Through Community Conversations
The National League of Cities (NLC) has been working with the White House
and U.S. Conference of Mayors (USCM) to encourage local officials to
convene 100 community conversations on race relations, justice, policing and
equality. NLC’s work on this project reflects our broader commitment to race
and equity, which is embodied in our Race, Equity And Leadership initiative
(REAL). REAL is NLC’s effort to equip its membership with the capacity to
respond to racial tensions in their communities, identify the systemic barriers
that sustain racial injustice in our nation’s cities, and build more equitable
communities.
NLC member cities have accepted the call from President Obama, and we
have exceeded our goal. To date, 105 cities have committed to hosting White
House Community Conversations, and the White House has convened more
than 300 local law enforcement agencies from around the country to discuss
community policing. REAL staff have been actively engaging with and
supporting city leaders as they plan their convenings as well as offering
consultation and technical assistance with framing dialogues effectively,
developing agendas, engaging a diverse range of stakeholders, and
identifying facilitation support.
Efforts to bring politicians, police, activists and community members to
discuss racial tensions can be a great first step toward real progress on racial
equity in cities. Such progress is possible when the dialogues are sustained
over time and a wide range of stakeholders are included to create
opportunities for healing.
Here’s what we’ve learned about what’s working from Wichita, Kansas;
Seattle and Tacoma, Washington; New Orleans; and Minnesota.
ATTACHMENT 3
First Steps
A community convening is a first step in building relationships and rebuilding
trust. To advance racial equity in cities, community dialogues need to be part
of a sustained community effort. As President Obama said after hosting a
closed door meeting on this issue with civil rights groups, law enforcement
and state and local government officials, “Not only are there very real
problems, but there are still deep divisions about how to solve these
problems… We have to, as a country, sit down and just grind it out, solve
these problems. And I think if we have that kind of sustained commitment, I’m
confident we can do so.” Hosting a series of community conversations about
race and policing can start the process of solving the larger community
problems related to racial equity. In Wichita, Kansas – home of City
councilmember LaVonta Williams, who serves on NLC’s REAL Council –
police hosted a “First Step Barbecue” that brought more than 1,000 citizens
together, and they plan to follow up with sustained efforts in the months to
come.
Building a Big Table
Community conversations should include a wide range of stakeholders. The
bigger the table, the better the outcome. Elected officials, police, clergy, civil
rights groups, millennials, activists, and families of people affected by police
violence should be joined by businesses, educators and coaches, students,
professional sports teams or players, local celebrities, local media outlets, and
other community leaders who have the trust of the community.
Racial Healing
Dialogues between community and police officers should be explicit about
racial bias in policing and acknowledge the historical role of policing in the
creation of racial inequities. Having that tough conversation can lead to the
kind of real healing in our communities that is necessary for establishing a
strong foundation and taking actions that result in more equitable outcomes.
As Pittsburgh Chief of Police Cameron McLay notes, “It’s critically important to
have the moral courage to say sorry. I’m sorry for the shared history. I’m sorry
for the role my profession has played in the harm that has been caused to our
communities of color. And I’m sorry for the days where we didn’t have our
best day, but I’m going to hold myself accountable for making sure that from
now on that we’re going to try to work together with you to find more just ways
to deliver our police services. Trust is something we have to earn.”
Beyond Policing: Applying a Racial Equity Lens
Racial equity efforts at the city level are not just about policing. Local
government policies, practices, and programs of all kinds can perpetuate
existing racial disparities or help to dismantle them. With a sustained
commitment to applying a racial equity lens to decisions across government,
cities across the country are building inclusive, equitable communities. One
example of these systematic efforts is in Minnesota, where the League of
Minnesota Cities is working with our partners at the Government Alliance for
Racial Equity to engage more than 10 cities in a long term effort to
operationalize racial equity in their city governments.
We implore city leaders to take action and proactively address issues of
racism and inequality in their communities.
About the Author: Aileen Carr is the Manager of NLC’s Race, Equity, And
Leadership (REAL) initiative.
Training
We offer a host of training opportunities to empower and
equip local officials with the tools needed to address racial
disparities in their communities.
Technical Assistance
Every community’s challenges are unique. We are also on
the ground working in cities with local leaders to find local
solutions and develop custom tailored plans to help counter
structural racism.
In the wake of the 2014 unrest in Ferguson, Missouri, the National League of Cities created
the REAL initiative to strengthen local leaders’ knowledge and capacity to eliminate racial
disparities, heal racial divisions and build more equitable communities. Through training and
various resources, REAL helps local elected leaders build safe places where people from all
racial, ethnic and cultural backgrounds thrive socially, economically, academically and physically.
Race, Equity and
Leadership Initiative (REAL)
•Leadership Trainings through NLC University
•Customized leadership training opportunities for
cities, regions and state leagues
Here are some of the services we can offer your city:
•Learning Community for Truth, Racial Healing and
Transformation
•Community Conversations on Race Relations,
Equity and Justice Technical Assistance
•Boys and Men of Color Technical Assistance
By the Numbers
100+
Number of community
conversations facilitated or
supported by REAL
30
Cities currently receiving training
from REAL
NATIONAL
LEAGUEOF CITIES
8 State leagues working with
REAL
MN MD PACA
FL KS TXVA
ATTACHMENT 4
National League of Cities | 660 North Capitol Street NW | Washington DC 20001 | 202.626.3000 | www.nlc.org
Network Building
NLC connects a network of thousands of
local elected officials from across the nation
who represent cities both small and large. We
use this immense network to build a coalition
dedicated to advancing racial equity, through
community conversations and our learning
communities.
Highlighting Racial Equity
Efforts of Local Leaders
We document the stories of cities moving the
needle on racial equity in order to highlight
their positive work, and to share best
practices for other cities to learn and grow.
Work with Special Populations
We are building on the focus we have
had on boys and men of color to include
other special populations that provide
opportunities to apply a racial equity lens
in analyzing broader policy issues such as
infrastructure, housing and the economy in
order to better serve all communities.
• National REAL Network
• NLC’s Council for Race, Equity And
Leadership (REAL Council)
• National Municipal Learning
Community for Truth, Racial Healing
and Transformation
• Community Conversations Network
on Race Relation, Equity and Justice
• My Brother’s Keeper Community
Challenge Learning Community
• REAL Action: A How-To Guide for
Local Elected Officials
• City Profiles
• MBK Action Guide
To Learn More
Contact Leon T. Andrews
Director - Race, Equity and Leadership (REAL)
andrews@nlc.org
City of Bainbridge Island Race Equity Task Force
Purpose
The purpose of the Task Force is to provide advice and counsel to the City Council on matters of
identifying programmatic, community and legislative options and to seek suggestions on how the City
can help Bainbridge Island to be an open and welcoming community for all.
“The Comprehensive Plan reinforces our commitment to race equity, but we have not taken measurable
steps to address institutional racism in our community,” said Councilmember Matt Tirman. “We will
endeavor to change this through the Race Equity Task Force, which will include Islanders from diverse
backgrounds.”
Mission Statement
The Bainbridge Island Race Equity Task Force is committed to building awareness, solutions, and
leadership for racial justice by generating transformative ideas, information, and experiences. We define
racial justice as the systematic fair treatment of people of all races, resulting in equitable opportunities
and outcomes for all. We achieve our mission by:
o Community Engagement: Listening to the needs and concerns of our neighbors with compassion
and sharing our knowledge.
o Continuous Learning: Deepening our understanding of institutional racism and how it impacts
racial equity on the island. Improving our skills in countering racism and organizing for racial
justice by tapping the knowledge of experts and jurisdictions who have undergone similar work.
o Advocacy and Activation: Creating opportunities for organizers, individuals, groups,
organizations, institutions, and businesses to invest in interrupting racism, bigotry, and prejudice
whenever encountered.
Vision Statement
The Bainbridge Island Race Equity Task Force envisions a society where all systems (e.g. education,
criminal justice, health care, housing, the economy) are just, fair, and inclusive, enabling all people to
participate and reach their full potential. We believe in the dignity and humanity of all people and strive
for a healthy and prosperous community that promotes all people having equitable access and
opportunity.
Scope of Work
o Develop a series of events through the end of the year designed to promote awareness and
raise the community’s level of engagement around race and to encourage a dialogue between
Bainbridge Islanders and its elected officials on this topic.
o Task Force will invite the Government Alliance on Race and Equity (GARE) and the People’s
Institute Northwest to first come and meet with the task force and then we will have a study
session discussion.
o Task Force to provide a series of recommendations to City Council on ways in which the City can
help the community become a more inclusive and responsive community when it comes to
addressing racial inequities.
ATTACHMENT 5
West Palm Beach Task Force on Racial and Ethnic Equality
The mission of the Mayor’s Task Force for Racial and Ethnic Equality is to identify and help address issues of racial/ethnic equity through education about racial and ethnic inequities, research of best practices, and issuance of policy/funding recommendations to address racial/ethnic inequity in the City of West Palm Beach. The Task Force is in line with Mayor James’ vision of working to create a “Community of Opportunity for All,” whereby any citizen can achieve their dreams in West Palm Beach. Comprised of up to seventeen members including two co-chairs, the Task Force shall include representatives as following:
• One member designated by the Executive Director of the Chamber of Commerce,
• One member designated by the Executive Director of the Black Chamber of Commerce,
• One member designated by the Executive Director of the Hispanic Chamber of Commerce,
• One member representing the Mayor’s Office,
• One member of the law enforcement community,
• One member representing the State Attorney’s Office,
• One member representing the Public Defender’s Office, and
• Other members as appointed by the Mayor. Additionally, Mayor James established five, fact-finding subcommittees to investigate, study and report findings to the Task Force in the areas of: criminal justice; health; real estate and housing; finance, banking and industry; and education, including workforce development. Each subcommittee, which may consist of up to seven members, will research and identify the following:
• Opportunities to learn and raise awareness of the history of systemic patterns of racial and ethnic inequities within the City, and
• Best practices to address systemic patterns of racial and ethnic disparities, and
• Policy and funding sources available to address systemic patterns of racial and ethnic inequity. The Task Force is to undertake the following projects in the following order of priority:
1. Identify best practices and make recommendations on how policing practices can promote effective crime reduction while building public trust;
2. Identify racial and ethnic disparities in healthcare, economic development, criminal and civil justice systems, police practices, housing, and education with a focus on:
3. What racial and ethnic disparities exist;
4. Why the racial and ethnic disparities exist;
5. Making recommendations regarding ways to reduce these disparities and to promote effective crime reduction while building public trust; and
6. Identifying what knowledge and research are needed to eliminate the disparities.
7. Create a platform to build resources to help people talk, learn, and teach our City’s history of racial and ethnic injustices. The Task Force shall be advisory to the Mayor and provide status reports to the Mayor. The first status report shall be submitted to the Mayor on or before October 15, 2020. These deadlines
shall not be construed to limit the Task Force from providing additional recommendations to the Mayor as may be requested. The Task Force shall ensure notice of meetings is received in all City districts to encourage public participation.
ATTACHMENT 6
To: CML Executive Board
From: Melissa Mata, Municipal Research Analyst
Date: September 18, 2020
Subject: Racial equity definitions and member survey response
At the August 21, 2020 Board meeting, the Board requested that staff research standardized definitions and terminology in the conversation around race and equity. The Board also requested a survey of CML membership to uncover what municipalities are doing in this area.
What our members are doing
CML staff surveyed our membership on the following two questions: 1.What policies or programs has your municipality implemented or considered implementing to supportracial equity, diversity, and inclusion within your organization?2.What policies or programs has your municipality implemented or considered implementing to supportracial equity, diversity, and inclusion within your community?
Responses to the survey are shared in the attached spreadsheet. Aurora, Boulder, Fort Collins, and Wheat Ridge responded at length to the questions, and their answers are attached separately.
Examples of actions being taken by several members include:
•Proclamations in support of inclusivity and/or racial equity
•Creating both internal and external committees and taskforces
•Establishing positions and/or offices dedicated to diversity, equity, and inclusion
•Employee training on diversity, equity, and inclusion topics
•Increased outreach by police departments
•Participation in the Government Alliance on Race and Equity (GARE)
•Racial equity assessments, including of hiring and recruitment practices
One final common theme that appeared in the responses from membership is a sincere appreciation of CML’s interest in supporting their work and an eagerness to learn from others.
Denise Taylor, executive director of the Colorado City and County Management Association, also reached out in response to the survey. She stated that CCCMA is also trying to be supportive in this space as well. They have formed a Diversity and Inclusion Task Force with the following three goals:
•Increase diversity in CCCMA’s membership
•Support CCCMA members at all career stages
•Provide education and diversity, equity, and inclusion resources for CCCMA’s membership
CCCMA’s Emerging Manager section has been especially active in this topic area. Their recent Summer Camp
conference hosted sessions on topics such as Local Government’s Roles in Dismantling Systems of Oppression,
Reframing Leadership for an Equitable and Just Impact, and Operationalizing Racial Dialogue Utilizing GARE’s
A.C.T. (Affirm, Counter, Transform) Framework.
Denise requested that we keep her in the loop with CML’s next steps, as CCCMA would love to partner and
collaborate moving forward.
ATTACHMENT 7
Definitions While there is no one standardized definition of race equity, there are common themes. The basis for the distinction in using the word equity instead of equality is the idea that equality is the measure of sameness and describes people receiving equal treatment. Equity, specifically race equity, is the measure of fair treatment, with a goal of producing outcomes that cannot be predicted by race. Equitable policies, then, will not be equal in their application across groups because they must account for the legacy of institutionalized and structural racism and historical and current inequalities among groups. Leaders promoting equitable policies recognize that different communities need different resources if policy outcomes are to be met across populations. The National League of Cities defines racial equity as “’closing the gaps’ so that race does not predict one’s success, while also improving outcomes for all.” Sample definitions of racial equity (or race equity) from other groups working in this field include:
Organization and Mission Definition of Racial Equity
Government Alliance on Race and Equity A national network of governments working to achieve racial equity and
advance opportunities for all.
When race can no longer be used to predict life outcomes, and outcomes for all groups are improved.
Center for Social Inclusion To catalyze community, government, and other institutions to dismantle structural racial inequity and create equitable
outcomes for all.
As an outcome: when race no longer determines one’s socioeconomic outcomes, and when everyone has what they need to thrive, no matter where they live. As a process: when those most impacted by structural racial inequity are meaningfully involved in the creation and implementation of the institutional policies and practices that impact their lives.
PolicyLink
A national research and action institute advancing racial and economic equity
Just and fair inclusion into a society in which all people,
immaterial of their race or ethnicity, can participate,
prosper, and reach their full potential.
Annie E. Casey Foundation
To develop a brighter future for millions of
children at risk of poor education, economic, social and health outcomes. Publishers of the Race Equity and Inclusion Action Guide.
The systematic fair treatment of people of all races that
results in equitable opportunities and outcomes for
everyone. All people are able to achieve their full potential
in life, regardless of race, ethnicity, or the community in
which they live.
Terminology of race and ethnicity
Preferred terminology when describing race and/or ethnicity is not uniform across time or populations. Two sets of guidelines for racial and ethnic terminology are attached. The first is from the Associated Press Stylebook;1 the second from the Publication Manual of the American Psychological Association.2
1 https://www.apstylebook.com/race-related-coverage
2 https://apastyle.apa.org/style-grammar-guidelines/bias-free-language/racial-ethnic-minorities
Key takeaways from both manuals include:
• Preferred designations are as varied as the people they name. Whenever possible, use the racial and/or ethnic terms that your participants themselves use.
• Racial and ethnic groups are designated by proper nouns and are capitalized.
o This includes capitalizing the term Black. There are different schools of thought when it comes to
capitalizing White. The Associated Press Stylebook twitter account, for example, stated as
recently as June 1, 2020 that they would continue to use lowercase when writing the words,
“black” and “white.”3 Within only a few weeks, they had reversed that decision and now capitalize
“Black,” while continuing to use lowercase for “white,” explaining that “especially in the United
States, the term reflects a shared identity and culture rather than a skin color alone.”4 Yet the
National Association of Black Journalists recommends capitalizing words to describe race,
including White and Brown.5 Black scholar Eve Ewing of the University of Chicago also argues in
favor of capitalizing the word White. Otherwise, the implication is that Whiteness is “normal,
neutral, or without any race at all,” and that “race is other people’s problem.”6
• While African American is an acceptable term for a Black American of African descent and preferred by many who self-identify as African American, some Black Americans prefer the term Black. Additionally, African American is not interchangeable with Black, as not all Black people in America identify with this term, including Americans of Caribbean or British heritage or those who emigrated to the U.S. from Africa.
• Hispanic has historically been used to describe a person from, or whose ancestors are from, a Spanish-
speaking land or culture. For some individuals, the term Latino or Latina is preferred, as the term Hispanic
implies a strong connection with Spain. A 2015 survey of Hispanic and Latino Americans found that 50%
of respondents described themselves by country of origin, rather than Hispanic or Latino. As for
preference between the terms, 51% had no preference; 32% preferred Hispanic; and 15% preferred
Latino.7 Latinx is considered gender-neutral, however, a recent Pew survey found that only 23% of U.S.
adults who self-identify as Hispanic or Latino have heard of the term Latinx, and only 3% use it to describe
themselves, while 12% reported a dislike of the term.8 Most respondents who do identify as Latinx are
younger, so popularity of the term may grow over time.
• When writing about Indigenous Peoples, use the names that they call themselves.
o Though “Native American” and “American Indian” are both used as a collective term, “Native American” is often preferred. “Indian” usually refers to people from India.
• The terms people of color and racial minority/minorities are generally acceptable terms to describe
people of races other than white in the United States. The use of “minority” may be viewed pejoratively
because it is usually equated with being less than, oppressed, or deficient in comparison with the
majority. Avoid using a collective term such as people of color when talking about just one group; be
specific.
o The term BIPOC stands for Black, Indigenous, People of Color. Much like people of color,
however, it should not be used when talking about just one group.
The use of specific terms to describe a group respects the members as individuals. In addition, it informs and
therefore aids policy makers seeking specific outcomes. For example, recent headlines have highlighted the
disproportionate impact of COVID-19 on the Asian American population. However, the Asian American population,
which could describe those Americans with East Asian, South Asian, Southeast Asian, Native Hawaiian, or Pacific
Islander ancestry – is diverse culturally, socioeconomically, and ultimately, in matters of health. Aggregated data
discussing the impacts of COVID-19 on the Asian American population makes it impossible to discern which
groups may be in need of more resources and support.9
3 https://twitter.com/APStylebook/status/1267533082988613632
4 https://www.apstylebook.com/race-related-coverage 5 https://www.nabj.org/page/styleguide 6 https://zora.medium.com/im-a-black-scholar-who-studies-race-here-s-why-i-capitalize-white-f94883aa2dd3
7 https://www.pewresearch.org/fact-tank/2019/11/11/who-is-hispanic
8 https://www.pewresearch.org/hispanic/2020/08/11/about-one-in-four-u-s-hispanics-have-heard-of-latinx-but-just-3-use-it/
9 https://www.mckinsey.com/industries/public-and-social-sector/our-insights/covid-19-and-advancing-asian-american-recovery
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CITY OF AURORA MUNICIPAL INITIATIVES - RACIAL EQUITY AND INCLUSION
What policies or programs has your municipality implemented or considered
implementing to support racial equity, diversity and inclusion within your
organization?
ESTABLISHMENT OF THE OFFICE OF DIVERSITY, EQUITY AND INCLUSION
The Office of Diversity, Equity and Inclusion (DEI) was created in January 2020 in order to lead
the city of Aurora , in building, creating and maintaining a more equitable and inclusive city by
systemically and strategically facilitating the integration of greater representation, fairness,
belonging and care into our policies, procedures, and practices. This office reports directly to
the City Manager, emphasizing an organizational focus on of creating a more equitable Aurora
by enhancing equity, inclusion and cultural competence in our workplace and the provision of
services to our citizens. In June 2020, the Community Relations division was moved from the
Neighborhood Services department to the Office of DEI in order to broaden the focus of
community relations and community engagement organization wide.
The Office of DEI is strategically leading the organization through several interconnected
initiatives. Steps include assessing where we are as an organization and as a community – what
are the perceptions vs. the reality; a review of current challenges; inclusive leadership,
unconscious bias, explicit and implicit bias and micro-aggression training for upper
management, managers and supervisors; attracting, retaining and advancing top talent from
diverse backgrounds; and developing a Racial Equity Plan for the city which will examine city
services and procedures through a racial equity lens.
At the onset of the DEI initiative, the city contracted with GARE (Government Alliance on Race
and Equity), which is a national network of government entities working to achieve racial equity
and advance opportunities for all. There are over 100+ members in 30 states and 150+ cities.
GARE provides tools to put theory into action and provides networking opportunities and
resources that the city utilizes in developing our DEI strategy.
Through the GARE partnership and utilizing their framework, several initiatives are in place:
ASSESSMENT OF THE CURRENT STATE OF DIVERSITY, EQUITY AND INCLUSION IN THE CITY OF
AURORA – as a benefit of membership, GARE is working with us to conduct an all employee
survey. Where are we as an organization – what are the issues, challenges, problems, successes
as perceived by employees. They will collect and analyze the survey data and provide us with
survey insights. The survey is scheduled to begin in September 2020.
EQUITY CHAMPIONS – This is the city’s racial equity core team, established in June 2020. They
are the leadership team committed to equitable systemic change by designing, coordinating,
and organizing racial equity plans and activities across the city of Aurora. Their role is to
champion and advocate for racial equity and model organizational values; represent
departments at leadership meetings and communicate back to departments; provide
leadership, facilitation and coaching to internal department teams and coordinate, track and
report department racial equity plans, successes and improvements. Each city department has
appointed 1 -2 Equity Champions to serve on this team, we meet every two weeks as a team.
We are currently in the “Building a foundation, increasing the knowledge” phase including
equity training, dialoguing about current issues in the city related to diversity, equity and
inclusion and communicating with their respective departments about DEI issues.
DEI CITY WIDE KICKOFF
The July 28 Town Hall with Jim Twombly, City Manager focused on Diversity, Equity and
Inclusion. It was open and available to all city employees. The DEI Officer, Community Relations
Manager, Human Resources Director, the City Manager and members of the Equity Champions
Team presented and were available for an open and insightful discussion and dialogue about
how systemic racism, racial equity and inclusivity impact all our lives. Employees learned more
about our opportunities, as one Aurora team, to make meaningful change.
FALL LEADERSHIP FORUM
The city will host its annual Fall Leadership Forum in October 2020. It is a ½ day session for
managers and supervisors. The topic for this forum is “Embodying Equity: Introduction to
Diversity, Equity and Inclusion and will be facilitated by a consulting group – Creative Strategies
for Change.
CONSULTANT RFP
An RFP was issued in August 2020 by the city seeking assistance from an experienced
consultant/consulting firm to partner in facilitating discussions associated to system racial
equity. This work shall include meeting with management staff and equity champions from
each department and meet with external community-based leaders and stakeholders. They
should demonstrate leading large organizational change as it pertains to race, racial equity,
diversity and inclusion with an emphasized focus on how racial equity can influence city
decisions, organizational and individual behaviors. Proposals have been received and are being
evaluated. The consultant is projected to be hired in October 2020.
RESOLUTIONS
A resolution was passed on May 5, 2020 by the City Council of Aurora, Colorado Condemning
Hate Crime Acts and Anti-Asian Sentiments Against Asian Americans, Immigrants, and Refugees
as Related to the COVID-19 Pandemic.
A resolution is being developed Affirming Aurora’s Commitment to Valuing Diversity, Equity,
and Inclusion. It will be forwarded to City Council for their consideration in the fall.
AFFINITY GROUPS
Affinity groups – a group of people linked by a common interest or purpose. The Equity
Champions are exploring best practices for establishing Affinity Groups, or Employee Resource
Groups. There are currently two Affinity groups – BEFABA (Black Employees for a Better
Aurora) and Women in Leadership. The formation of an LBGTQ group is being discussed.
DEPARTMENTAL AND OTHER PROGRAMS AND INITIATIVES
HUMAN RESOURCES RECRUITMENT EFFORTS
• New job descriptions utilize an unbiased approach – no gender coded words,
requirements limited to core competencies, avoid unnecessary City speak or jargon.
• Recruiting has cultivated a bank of job sites and organizations to post and partner with
to encourage diversity in the applicant pool.
• Enhanced focus on pre-planning to develop a recruitment and interview plan to support
diversity throughout the process.
• Recruiter support developing inclusive supplemental screening questions.
• Guidelines on creating gender and ethnically diverse interview panels.
• Mandatory HR involvement on all interviews for supervisor & management positions.
• Recruiter support developing inclusive interview questions.
PREVENTING DISCRIMINATION AND HARASSMENT
MANDATORY BI-ANNUAL TRAINING – ONLINE ELEARNING COURSES
The City of Aurora strives for and is committed to providing a workplace free of discrimination
and harassment. Supporting this important effort, along with the Human Resources (HR)
Department is the City’s Diversity, Equity and Inclusion (DEI) Office. DEI’s mission is to lead in
creating a more equitable and inclusive workplace by strategically facilitating the integration of
greater representation, fairness, belonging and care into City initiatives.
Discrimination and harassment prevention training is a critical practice in creating awareness and
understanding. Further, training plays a key role in the City’s mission as each of us have a
responsibility to protect our workplace from unwanted, unfair and illegal behavior. The City seeks
cooperation from all employees to proactively create a workplace where equality of opportunity
prevails.
Together the HR Department and DEI Office are disseminating a mandatory online training course
for which completion will be required bi-annually for all employees. The courses below will be
assigned accordingly to each employee through the Aurora Learning Management System (LMS)
with the designated course titles listed below.
• Preventing Discrimination and Harassment (Employee 30-minutes)
To be assigned to non-supervisory employees.
• Preventing Discrimination and Harassment (Supervisor/Manager 60-minutes)
To be assigned to all supervisory employees.
Both courses require each employee to review the City’s EEO policy and complete an
acknowledgement, in addition to viewing and completing the assigned eLearning course.
Employees and supervisors must successfully complete the course and acknowledgment
between July 29, 2020 through September 30, 2020.
TELEWORKING POLICY
We’re building language into our new teleworking policy to ensure there is not room for
arbitrary decisions on the part of supervisors over who can and cannot telework. We’re
including standards that require objective, transparent reasons for why an employee is denied
the opportunity to telework (or inversely, is not permitted to come to the office when others
can).
COURT ADMINISTRATION ON-GOING REVIEW OF STAFFING
While we do not have an official program in place, one of the key components to our highly
diverse Department is an on-going review of our staffing. Each division has unique needs and
require different expertise. Candid conversations with my managers facilitate an open review
of diversity and inclusive. That said, we still have challenges. For example: our Marshals’
Division consists of 12 employees (11 males; 1 female). The racial/ethnic makeup is 6 Whites (1
female), 3 Blacks and 3 Latinos (2 Spanish-speaking). Discussions with the Chief Marshal
typically centers around the issue of gender diversity; basically, the need to attract more female
employees. Unfortunately, there is very little movement in staffing, therefore we need to
consider different ways to increase our gender numbers. One suggestion has been volunteers
while preparing them for future employment opportunities.
SMALL BUSINESS ENTERPRISE PROGRAM
Data gathering began in 2019 on contracts and sub-contracts awarded to small, minority and
women-owned businesses to assess where we are as a city in these awards. The goal after
analysis of this data is to determine where we go from here as a city. In 2019, the city
Purchasing Department, in partnership with the SBDC (Small Business Development
Corporation), hosted a Contractors Fair to reach out to the contracting community, vendors
and subcontracting firms, on How to do Business with the City of Aurora, what contracting
opportunities are available and upcoming, and onsite networking opportunities with
departmental representatives who had current or upcoming projects.
DEPARTMENTAL FACILITATED DISCUSSIONS – The Equity Champions began leading discussions
and training with departmental leadership on microaggressions, the importance of racial equity
in the departments and what it means for the department and employees. As an example,
Aurora Water Equity Champions are meeting with senior leadership in their department and
have a series of meetings with managers in the department for facilitated discussions on racial
equity. The Police Department began with discussions facilitated by a consultant with the
Chief’s senior leadership team on Inclusive Leadership.
What policies or programs has your municipality implemented or considered implementing to
support racial equity, diversity, and inclusion within your community?
COMMUNITY RELATIONS
1. Commitment to Care Program:
a. Neighbor to Neighbor at Dayton Street Opportunity Center: local families and
people
experiencing homelessness are provided with food and community resources.
b. Food for Thought: food distribution to Aurora Public Schools and Cherry Creek
School District families where children are provided with food to feed their
families over the weekend.
c. Immigrant & Refugee Food Pantry: provides culturally relevant foods, baby
items, and community resources to immigrants and refugees. Support for people
experiencing homelessness also available.
d. Aurora Day of Giving: once-a-month mobile food distribution event. Food for
families along with pet food and baby supplies.
e. One Place Project: food and resource distribution event for victims of crime.
f. Senior Mobile Food Pantry: mobile food distribution event for seniors (55+).
g. Home for the Holidays: families are provided with resources to purchase food,
hygiene products, and other household items.
h. Mobile Care Unit: mobilizing care in Aurora by responding to emerging COVID-19
& community needs via mobile pop-up events.
i. Aurora On-The-Go: providing fuel and/or Lyft credits to community members to
remove transportation barriers.
j. Family Care Dignity Packs: providing dignity packs to families experiencing
homelessness. Dignity Packs could include essential items like food, hygiene
products, undergarments, gloves, hats, scarves, first aid kits, blankets, etc.
2. Safe Zones: community specific project (Safe Zones) designed for prevention,
intervention and interruption to reduce youth violence, using the public health
approach creating protective factor of increasing community engagement and
connection.
These opportunities would come in the form of a series of “pop-up” type of events that
will provide social and emotional support in building relationships with our youth in the
communities, food, team building activities, peace circles, and Restorative Justice,
organized and executed by collaboration of community-based organizations focused on
youth violence prevention.
3. Keep the Lights On: The concept of Keep the Lights On is that it’s cheaper to keep the
lights on in what is typically the largest building in every neighborhood, the local public
school, and invite youth into the safe building versus burying another child, after losing
them to violence. The KTLO program would create a safe haven for youth to congregate
in Aurora. Upon startup, KTLO would be available Friday, Saturday and Sunday from
8pm – 2am. The facility gymnasium would be available along with select secured areas
and classrooms. The possibilities are endless as to what programming can be offered at
this site, however, proven preventive programs will be implemented at launch.
4. DEI Training (Incline): Diversity/Cultural Competency Training
5. Human Relations Commission: To promote a mutual understanding and respect among
all people. Disseminate information and educational materials to eliminate prejudice,
promote human relations, and investigate complaints of this nature.
6. Cesar Chavez/Dolores Huerta Community Celebration
7. LGBTQ+ Summit
8. ADA Awareness Summit
9. MLK, Jr. Commemoration Celebration
10. Lantern Festival (Asian American)
11. Proclamations: Recognizing community celebrations
12. Citywide Diversity Calendar
13. ReACT: Responding to Aurora’s Critical Topics is a group of community members who
respond to rising community concerns and respond by developing awareness
14. AKCRT – Aurora Key Community Response Team – Serves as a resource to assist the
community in addressing any potential explosive or confrontational incidents. AKCRT
membership consists of volunteers from area businesses, law enforcement, fire,
schools, clergy, city departments and local agencies.
15. ACOF – Aurora Community of Faith – a faith-based organization, not faith specific. The
mission is to build a sense of community and common purpose throughout the city of
Aurora and to enhance the spiritual, cultural, and social well-being of all city of Aurora
residents.
GLOBALFEST – An annual celebration and community festival of Aurora’s diversity, coordinated
by a team led by the Office of International and Immigrant Affairs.
AURORA PRIDEFEST – The city of Aurora was one of the sponsors of Aurora Pridefest, held at
the Aurora Reservoir in 2019.
Summary of Racial Equity Efforts
City of Boulder
9/3/2020
The City of Boulder is committed to advancing racial equity by ensuring that its policies,
programs and practices are free from institutional and systemic racism. The DRAFT Racial Equity
Plan Outline stems from the city’s recent work with the Government Alliance on Race and
Equity (GARE) and serves as a living road map that will guide the City of Boulder government
through the process of prioritizing goals, specifying details, and assigning resources to achieve
meaningful change. The plan commits to leading with our values to address changing employee
perceptions and behaviors first, and then rippling outward, extending the impact into the
community.
Several new policies, trainings, services, tools, and groups have emerged since beginning this
important work in 2005:
The Human Rights Ordinance is a local law that protects against illegal discrimination within the
city limits of Boulder.
The Racial Equity Guiding Coalition guides and supports high-level strategic planning and
implementation of equity initiatives.
The city hosts a training called Advancing Racial Equity: The Role of Government to all city staff.
Additionally it is a mandatory workshop for city supervisors and council, and is part of our New
Employee Orientation series.
The city has implemented a Racial Equity Instrument to be applied to city decisions related to
budgets, programs, and policies.
The Racial Equity Engagement Working Group helps design meaningful and inclusive
engagement and expand the city’s outreach so that community members can weigh in on the
draft outline of a City of Boulder Racial Equity Plan.
The city maintains a discrimination reporting system for community members to submit reports
which are investigated by the city’s Office of Human Rights.
The Police Oversight Task Force helps to guide the city’s work to establish a new police
oversight model.
Adopted Ordinance 8361 amending the Boulder Revised Code adding a new chapter “Police
Oversight” pertaining to the composition, duties and power of a new city organization related
to civilian oversight of the police.
Council passed Resolution 1275 committing the City of Boulder to promote racial equity in city
relationships, programs, services and policies. Among other things, the resolution pledges to:
• Systematically and deliberately apply a racial equity lens in the city’s decision making;
• Identify racial inequalities while also monitoring outcomes to ensure anti-racist policies;
• Continue on-going race relations trainings for all staff, council and board/commission
members while also exploring additional training opportunities;
• Develop a racial equity plan for the city; and
• Participate in racial equity effort with partner institutions and organizations.
In 2020 alone, there have been several accomplishments:
Incorporated four equity questions into an assessment tool used for making COVID-19 response
and recovery process, budget, activity and service decisions, to help avoid disproportionate
impacts on community members of color.
Issued a declaration encouraging the community to work together to support those maintaining
the health of the city residents and businesses, ensure continuity of government, and focus on
equity during the Corona virus pandemic. (attached)
Began Bias and Microaggression Training for city staff, council, boards and commissions.
Launched the Police Oversight Implementation Committee.
Hired the city’s first Independent Police Monitor.
Conducted an online campaign against stigma and discrimination related to COVID-19.
Developed a model for Community Conversations on Race which seek to promote, deepen and
sustain meaningful cross-group relationships for racial equity through the power of structured
dialogue. Launch pending.
Participated in the National League of Cities’ Race, Equity and Leadership (REAL) initiative and
are cohort members of Dealing with Racial Tension in your Community
Aimee Kane, the city’s Equity Program Manager would welcome the opportunity to discuss the
city’s racial equity work, her contact information is listed below
Contact Information
Aimee Kane, Equity Program Manager
KaneA@bouldercolorado.gov 720-315-4933
City of Fort Collins Survey Responses 1. What policies or programs has your municipality implemented or considered implementing to support racial equity, diversity, and inclusion within your organization? In 2015 the City of Fort Collins established an internal, cross-functional equity team to address
known disparity gaps. With the onset of our efforts, we focused primarily on the following key objectives:
• Creating and Sustaining a culture of equity and belonging
• Eliminating bias and other barriers from Citywide processes
• Providing consistent inclusive messaging
• Increasing workforce diversity
• Strengthening staff capacity for equity, diversity and inclusion work
In 2017, the City joined the Government Alliance on Race and Equity, and adopted their theory
of change framework, which focuses on addressing racial disparity in order to elevate equitable outcomes for all. The City has centered its work on the premise we are striving to create equity for all by leading with race. In 2020, we crafted an organizational strategic objective that aligns
our efforts to this strategy: “Advance equity for all, leading with race, so that a person’s identity or identities is not a predictor of outcomes.” Our internal programming efforts include not only the creation of an internal team, but also the creation of Employee Resource Groups, or affinity-based teams. These teams have separate charters with objectives ranging in scope from networking, providing peer support to analyzing policy and suggesting changes. Currently, we have four of these identity based groups: one focusing on women, another on employees of color, one for single parents and caregivers, and
one for LGBTQIA+ employees. Over the years, we have held multiple internal trainings and events, including those designed to
capture employee experience. We have also instituted an Ethics hotline and conducted a pay equity study based on gender and ethnicity.
In 2020, in response to COVID and the national occurrences of police violence, we formed an internal Racial Equity Rapid Response team, which serves as an advisory group to staff. A few highlights of the team’s work include deploying a streamlined equity lens into the 2021 budget
process, helping craft inclusive, culturally appropriate messages, and creating an opportunity index to map vulnerable populations so we could more effectively deliver critical communications.
This year we also designed an internal racial justice curriculum for staff, by staff, that is currently being beta-tested. The curriculum includes a racial history of Fort Collins, key concepts and terms, and an exploration of anti-Black racism and the Black Lives Matter movement. 2. What policies or programs has your municipality implemented or considered implementing to support racial equity, diversity, and inclusion within your community?
The City of Fort Collins has worked to support racial equity, diversity and inclusion within our community in various ways. Our efforts can be described as:
• Supportive, inclusive messages (eg diversity appreciation banners)
• Resolutions
• Implementing use of an equity lens to examine policies and programs, including our
2021 budget
• An increased focus, and FTE support for, culturally proficient engagement with a focus
on underserved populations
• Community forums
• Ad-hoc committee
• Collaboration with key institutions to address systemic barriers
• Creation of internal teams designed to address community needs (eg, Vulnerable and Susceptible Populations)
• EDI considerations embedded into RFP processes Currently, we have a project underway with the CUNY Institute for Local and State Governance to establish a baseline of equality gaps in the community, which will result in indicators selected by the community for us to track going forward for increased accountability and transparency. Data will be input into an external facing dashboard, and will allow us to more effectively align resources and interventions.
We also currently have several Council priorities related to Equity, Diversity and Inclusion, including:
• Reimagining public engagement
• Identifying and mitigating barriers to transit
• Equitable participation in culture and recreation programs
• Affordable and accessible childcare
• Affordable housing
• Reimagine boards and commissions
• Mobile home park preservation and resident protections This year, we are also undertaking the creation and adoption of principles of community, which will serve as fundamental to our operational excellence and help ensure equitable service delivery.
Our Economic Health department hosted a Latinx business listening session, women-owned business listening session and focused on both in our business retention and expansion
engagement. Economic Health is also promoting a new Small Business Assistance Program (applicants can received up to $7,500 in direct assistance to offset impacts of COVID) to our Spanish speaking and latinx-owned businesses in advance of promotion more widely. This
department is also looking to hire an hourly disadvantage business engagement specialist. The City of Fort Collins is also in the middle of a community-scale planning effort to update
three major environmental plans – the Climate Action Plan, Energy Policy, and Road to Zero Waste Plan. The effort, called Our Climate Future, is centering in equity, leading with race. The effort centers equity in both process and outcome. To serve both of these goals, Fort Collins is
reframing its traditional approach of focusing on technical solutions to putting community priorities at the heart of the planning process and final strategy recommendations. The planning
effort has employed new practices to improve equity and is applying an equity lens to strategy development with people of color and historically underrepresented groups involved in each
phase. We continue to focus on strengthening our staff capacity for delivering equitable services, and in
ensuring voices that have been historically excluded from civic engagement are involved in decision making and policy design. We are also working to better understanding the impacts of interpersonal, institutional and systemic racism as experienced by members of our community
to inform our efforts. For links to projects, programs, resolutions and leadership statements, visit:
https://www.fcgov.com/socialsustainability/equity.php. For additional information, feel free to reach out to Janet Freeman at jfreeman@fcgov.com/970-221-6758.
Wheat Ridge City Department Practices on Equity, Bias and Inclusion Administrative Services
• In July, Human Resources and the City Manager conducted three city-wide employee listening sessions to check in with employees about their thoughts, perspectives and fears following the death of George Floyd and ideas as to how this organization should and could move forward. One initial takeaway was a resource guide for staff to help spur self-education through articles and webinars from existing City providers and partners
• The Administrative Services Department vision and action plan identifies an activity to develop and implement a strategy for enhancing staff diversity.
• When recruiting new staff, names are hidden from staff review during application review
phase, the City does not ask for salary history on job applications, and the City does not
ask for criminal history on job applications
• The City’s website can now be instantly translated on demand into 30+ languages (or as many as Google Translate accommodates). Additionally, the City has added closed captioning for videos on YouTube. Recent outreach meetings have included ASL and
Spanish interpretation.
• The City plans to update its style guide and train staff on its use to eliminate gender identifications, references to “citizens”, language around ability and other areas of our written and verbal communication.
• The City will conduct antiracism and inclusion training for supervisory staff and above this fall. Community Development
• Leadership has encouraged open discussions regarding race and equity, and has encouraged participation in the forums hosted by the City Manager’s Office.
• Community Development is aware that housing zoning practices have historically been used in some communities to have exclusionary affects. Large lot zoning, for instance, can result
in affordability issues that disproportionately impact minority populations. Staff has endeavored to encourage a range of housing densities in appropriate locations throughout the City, which can positively impact housing affordability; however, staff operates with the understanding that zoning driven by City Council through adoption of the Comprehensive Plan and subsequent rezoning ordinances.
• Wheat Ridge has some neighborhoods/subdivisions with private covenants and deed restrictions which historically were used to prevent certain races and ethnicities from buying and residing in certain neighborhoods. Those are privately adopted and enforced restrictions, which the City does not have the ability to amend or enforce. With City Council direction,
City Staff could potentially play a role in facilitating processes to legally unwind some of those private restrictions. Municipal Court
• As to impartiality, racial or otherwise, it’s inherent in the nature of courts to be fair and
neutral. An independent, fair, and impartial judiciary is indispensable to our system of justice. The judiciary has played, for hundreds of years, a central role in preserving the principles of justice and the rule of law.
• The Colorado Supreme Court developed the Code of Judicial Conduct several decades ago. It establishes standards for the ethical conduct of judges and court staff. It’s divided in what
are called Canons, which are overarching principles and general in nature. Each Canon is elaborated on or defined through Rules.
• Canon 2 states that a judge shall perform the duties of the judicial office impartially, competently, and diligently. Rule 2.2 specifically addresses bias, prejudice, and harassment.
Rule 2.2, which expands on Canon 2, states that a judge and staff shall perform the duties of
the office without bias or prejudice. A judge and staff shall not, in the performance of judicial duties, by words or conduct manifest bias or prejudice, or engage in harassment, including but not limited to bias, prejudice, or harassment based upon race, sex, gender, religion, national origin, ethnicity, disability, age, sexual orientation, marital status,
socioeconomic status, or political affiliation. Judge and staff are to require the lawyers in
proceedings before the court to refrain from such conduct. However, these restrictions do not preclude judges or lawyers from making legitimate reference to the listed factors, or similar factors, when they are relevant to an issue in a proceeding.
• Last year, court staff created a mission statement which mandates the fair and impartial
resolution of ordinance violations in order to preserve the rule of law and to protect the rights and liberties guaranteed by the State and U.S. Constitutions. Staff, at the same time, developed department values that required respectfulness, efficiency, procedural fairness, and safety to all who come before the court.
Parks and Recreation
• Parks and Recreation is working on a policy draft for inclusion and equity, which is a National Recreation & Parks Association initiative and racial equity is a component.
• Family locker rooms & specifically the recent addition of speakers, so announcements can be heard – allowing individuals to choose the restroom that makes them most comfortable
• Parks and Recreation is dedicated to the standard that all residents should have access to a park within a 10 minute walk, and Wheat Ridge is current well above the national average.
Police
• Staff has updated the “Response to Resistance” policy (formerly Use of Force) to ensure more review and oversight
• The department has reached out to and are planning on meeting with NAACP on Sept. 14th
• All members of staff (Sworn and Non-sworn) were assigned and have completed the following annual in-service training on Ethics for Law Enforcement, Anti-Bias, and Racial Profiling
• Staff is documenting and tracking our police contacts and conducting reviews to determine our level of interaction with various demographics.
• The department is focused on its recruitment efforts related to diversity.
Public Works
• Public Work is a committed to a non-discriminatory management of a diverse work force in which managers value the differences in their employees, which includes ongoing development of a work force which reflects the diversity and the composition of the Wheat
Ridge community.
• Consistently attending relevant diversity training, usually provided by the Human Resources division.
• Leadership encourages diversity-related topics in need of discussion and the appropriate follow through.
Race-Related Coverage
Adapted and edited for length from the Associated Press Stylebook (2020)1
Reporting and writing about issues involving race calls for thoughtful consideration, precise language,
and an openness to discussions with others of diverse backgrounds about how to frame coverage or
what language is most appropriate, accurate and fair. Avoid broad generalizations and labels; race and
ethnicity are one part of a person’s identity.
In all coverage — not just race-related coverage — strive to accurately represent the world, or a particular
community, and its diversity through the people you quote and depict in all formats. Omissions and lack
of inclusion can render people invisible and cause anguish.
Some guidelines:
Black(s), white(s) (n.) Do not use either term as a singular noun. For plurals, phrasing such as Black
people, white people, Black teachers, white students is often preferable when clearly relevant. White
officers account for 64% of the police force, Black officers 21% and Latino officers 15%. The gunman
targeted Black churchgoers. The plural nouns Blacks and whites are generally acceptable when clearly
relevant and needed for reasons of space or sentence construction. He helped integrate dance halls
among Blacks, whites, Latinos and Asian Americans. Black and white are acceptable as adjectives when
relevant.
Black (adj.) Use the capitalized term as an adjective in a racial, ethnic or cultural sense: Black people,
Black culture, Black literature, Black studies, Black colleges.
African American is also acceptable for those in the U.S. The terms are not necessarily interchangeable.
Americans of Caribbean heritage, for example, generally refer to themselves as Caribbean American.
Follow an individual’s preference if known, and be specific when possible and relevant. Minneapolis has a
large Somali American population because of refugee resettlement. The author is Senegalese American.
Use of the capitalized Black recognizes that language has evolved, along with the common understanding
that especially in the United States, the term reflects a shared identity and culture rather than a skin color
alone.
Also use Black in racial, ethnic and cultural differences outside the U.S. to avoid equating a person with a
skin color.
Use Negro or colored only in names of organizations or in rare quotations when essential.
dual heritage No hyphen (a change in 2019 from previous style) for terms such as African American,
Asian American and Filipino American, used when relevant to refer to an American person’s heritage. The
terms are less common when used to describe non-Americans, but may be used when relevant: Turkish
German for a German of Turkish descent.
African American No hyphen (a change in 2019 for this and other dual heritage terms). Acceptable for an
American Black person of African descent. The terms are not necessarily interchangeable. Americans of
Caribbean heritage, for example, generally refer to themselves as Caribbean American. Follow a person’s
preference.
1 https://www.apstylebook.com/race-related-coverage
Asian American No hyphen (a change in 2019 for this and other dual heritage terms). Acceptable for an
American of Asian descent. When possible, refer to a person’s country of origin or follow the person’s
preference. For example: Filipino American or Indian American.
brown (adj.) Avoid this broad and imprecise term in racial, ethnic or cultural references unless as part of a
direct quotation. Interpretations of what the term includes vary widely.
COMPOUND PROPER NOUNS AND ADJECTIVES: No hyphen in designating dual heritage: Italian
American, Mexican American (a change in 2019).
Caucasian Avoid as a synonym for white, unless in a quotation.
people of color, racial minority The terms people of color and racial minority/minorities are generally
acceptable terms to describe people of races other than white in the United States. Avoid using POC.
When talking about just one group, be specific: Chinese Americans or members of the Seminole Indian
Tribe of Florida, for example. Be mindful that some Native Americans say the terms people of color and
racial minority fall short by not encompassing their sovereign status. Avoid referring to an individual as a
minority unless in a quotation.
biracial, multiracial Acceptable, when clearly relevant, to describe people with more than one racial
heritage. Usually more useful when describing large, diverse groups of people than individuals. Avoid
mixed-race, which can carry negative connotations, unless a story subject prefers the term. Be specific if
possible, and then use biracial for people of two heritages or multiracial for those of two or more on
subsequent references if needed. Examples: She has an African American father and a white mother
instead of She is biracial. But: The study of biracial people showed a split in support along gender lines.
Multiracial can encompass people of any combination of races.
transracial The term should not be used to describe people who have adopted a different racial identity.
Chicano A term that Mexican Americans in the U.S. Southwest sometimes use to describe their heritage.
Use only if it is a person’s preference.
Latino, Latina Latino is often the preferred noun or adjective for a person from, or whose ancestors were
from, a Spanish-speaking land or culture or from Latin America. Latina is the feminine form. Some prefer
the recently coined gender-neutral term Latinx, which should be confined to quotations, names of
organizations or descriptions of individuals who request it and should be accompanied by a short
explanation. Hernandez prefers the gender-neutral term Latinx. For groups of females, use the plural
Latinas; for groups of males or of mixed gender, use the plural Latinos. Hispanics is also generally
acceptable for those in the U.S. Use a more specific identification when possible, such as Cuban, Puerto
Rican, Brazilian or Mexican American.
Hispanic A person from — or whose ancestors were from — a Spanish-speaking land or culture. Latino,
Latina or Latinx are sometimes preferred. Follow the person’s preference. Use a more specific
identification when possible, such as Cuban, Puerto Rican or Mexican American.
American Indians, Native Americans Both are acceptable terms in general references for those in the
U.S. when referring to two or more people of different tribal affiliations. For individuals, use the name of
the tribe; if that information is not immediately available, try to obtain it. He is a Navajo commissioner.
She is a member of the Nisqually Indian Tribe. He is a citizen of the Cherokee Nation of Oklahoma. Some
tribes and tribal nations use member; others use citizen. If in doubt, use citizen. Avoid words such as
wampum, warpath, powwow, teepee, brave, squaw, etc., which can be disparaging and offensive. In
Alaska, the Indigenous groups are collectively known as Alaska Natives.
Indian is used to describe the peoples and cultures of the South Asian nation of India. Do not use the term
as a shorthand for American Indians.
tribe Refers to a sovereign political entity, communities sharing a common ancestry, culture or language,
and a social group of linked families who may be part of an ethnic group. Capitalize the word tribe when
part of a formal name of sovereign political entities, or communities sharing a common ancestry, culture
or language. Identify tribes by the political identity specified by the tribe, nation or community: the Apache
Tribe of Oklahoma, the Cherokee Nation. The term ethnic group is preferred when referring to ethnicity or
ethnic violence.
Orient, Oriental Do not use when referring to East Asian nations and their peoples. Asian is the
acceptable term for an inhabitant of those regions.
Indigenous (adj.) Capitalize this term used to refer to original inhabitants of a place. Aboriginal leaders
welcomed a new era of Indigenous relations in Australia. Bolivia’s Indigenous peoples represent some
62% of the population.
Racial and Ethnic Identity Adapted and edited for length from the Publication Manual of the American Psychological Association, Seventh Edition (2020)1
Here we provide guidelines for talking about racial and ethnic identity with inclusivity and respect. Terms used to refer to racial and ethnic groups continue to change over time. One reason for this is simply personal preference; preferred designations are as varied as the people they name. Another reason is that designations can become dated over time and may hold negative connotations. When describing racial and ethnic groups, be appropriately specific and sensitive to issues of labeling.
Race refers to physical differences that groups and cultures consider socially significant. For example, people might identify their race as Aboriginal, African American or Black, Asian, European American or White, Native American, Native Hawaiian or Pacific Islander, Māori, or some other race. Ethnicity refers to shared cultural characteristics such as language, ancestry, practices, and beliefs. For example, people might identify as Latino or another ethnicity. Be clear about whether you are referring to a racial group or to an ethnic group.
Race is a social construct that is not universal, so one must be careful not to impose racial labels on ethnic groups. Whenever possible, use the racial and/or ethnic terms that your participants themselves use. Be sure that the racial and ethnic categories you use are as clear and specific as possible. For example, instead of categorizing participants as Asian American or Hispanic American, you could use more specific labels that identify their nation or region of origin, such as Japanese American or Cuban American. Use commonly accepted designations (e.g., census categories) while being sensitive to participants’ preferred designation.
Spelling and Capitalization of Racial and Ethnic Terms
Racial and ethnic groups are designated by proper nouns and are capitalized. Therefore, use
“Black” and “White” instead of “black” and “white” (do not use colors to refer to other human
groups; doing so is considered pejorative). Likewise, capitalize terms such as “Native American,”
“Hispanic,” and so on. Capitalize “Indigenous” and “Aboriginal” whenever they are used.
Capitalize “Indigenous People” or “Aboriginal People” when referring to a specific group (e.g., the
Indigenous Peoples of Canada), but use lowercase for “people” when describing persons who are
Indigenous or Aboriginal (e.g., “the authors were all Indigenous people but belonged to different
nations”).
Do not use hyphens in multiword names, even if the names act as unit modifiers (e.g., write
“Asian American participants,” not “Asian-American participants”). If people belong to multiple
racial or ethnic groups, the names of the specific groups are capitalized, but the terms
“multiracial,” “biracial,” “multi-ethnic,” and so on are lowercase.
Terms for Specific Groups
Designations for specific ethnic and racial groups are described next. These groups frequently
are included in studies published in APA journals; the examples provided are far from exhaustive
but illustrate some of the complexities of labeling.
1 https://apastyle.apa.org/style-grammar-guidelines/bias-free-language/racial-ethnic-minorities
People of African Origin
When writing about people of African ancestry, several factors inform the appropriate terms to use. People of African descent have widely varied cultural backgrounds, family histories, and family experiences. Some will be from Caribbean islands, Latin America, various regions in the United States, countries in Africa, or elsewhere. Some American people of African ancestry prefer “Black,” and others prefer “African American”; both terms are acceptable. However, “African American” should not be used as an umbrella term for people of African ancestry worldwide because it obscures other ethnicities or national origins, such as Nigerian, Kenyan, Jamaican, or Bahamian; in these cases use “Black.” The terms “Negro” and “Afro-American” are outdated; therefore, their use is generally inappropriate.
People of Asian Origin
When writing about people of Asian ancestry from Asia, the term “Asian” is appropriate; for
people of Asian descent from the United States or Canada, the appropriate term is “Asian
American” or “Asian Canadian,” respectively. It is problematic to group “Asian” and “Asian
American” as if they are synonymous. This usage reinforces the idea that Asian Americans are
perpetual foreigners. “Asian” refers to Asians in Asia, not in the United States, and should not be
used to refer to Asian Americans. The older term “Oriental” is primarily used to refer to cultural
objects such as carpets and is pejorative when used to refer to people. To provide more
specificity, “Asian origin” may be divided regionally, for example, into South Asia (including most
of India and countries such as Afghanistan, Pakistan, Bangladesh, and Nepal), Southeast Asia
(including the eastern parts of India and countries such as Vietnam, Cambodia, Thailand,
Indonesia, and the Philippines), and East Asia (including countries such as China, Vietnam, Japan,
South Korea and North Korea, and Taiwan). The corresponding terms (e.g., East Asian) can be
used; however, refer to the specific nation or region of origin when possible.
People of European Origin
When writing about people of European ancestry, the terms “White” and “European American” are
acceptable. Adjust the latter term as needed for location, for example, “European,” “European
American,” and “European Australian” for people of European descent living in Europe, the United
States, and Australia, respectively. The use of the term “Caucasian” as an alternative to “White” or
“European” is discouraged because it originated as a way of classifying White people as a race to
be favorably compared with other races. As with all discussions of race and ethnicity, it is
preferable to be more specific about regional (e.g., Southern European, Scandinavian) or national
(e.g., Italian, Irish, Swedish, French, Polish) origin when possible.
Indigenous Peoples
When writing about Indigenous Peoples, use the names that they call themselves. In general,
refer to an Indigenous group as a “people” or “nation” rather than as a “tribe.”
• In North America, the collective terms “Native American” and “Native North American” are
acceptable (and may be preferred to “American Indian”). “Indian” usually refers to people
from India. Specify the nation or people if possible (e.g., Cherokee, Navajo, Sioux).
• Hawaiian Natives may identify as “Native American,” “Hawaiian Native,” “Indigenous
Peoples of the Hawaiian Islands,” and/or “Pacific Islander.”
• In Alaska, the Indigenous People may identify as “Alaska Natives.” The Indigenous
Peoples in Alaska, Canada, Siberia, and Greenland may identify as a specific nation (e.g.,
Inuit, Iñupiat). Avoid the term “Eskimo” because it may be considered pejorative.
People of Middle Eastern Origin
When writing about people of Middle Eastern and North African (MENA) descent, state the nation of origin (e.g., Iran, Iraq, Egypt, Lebanon, Israel) when possible. In some cases, people of MENA descent who claim Arab ancestry and reside in the United States may be referred to as “Arab Americans.” In all cases, it is best to allow individuals to self-identify.
People of Hispanic or Latinx Ethnicity
When writing about people who identify as Hispanic, Latino (or Latinx, etc.), Chicano, or another
related designation, authors should consult with their participants to determine the appropriate choice. Note that “Hispanic” is not necessarily an all-encompassing term, and the labels “Hispanic” and “Latino” have different connotations. The term “Latino” (and its related forms) might be preferred by those originating from Latin America, including Brazil. Some use the word “Hispanic” to refer to those who speak Spanish; however, not every group in Latin America speaks Spanish (e.g., in Brazil, the official language is Portuguese). The word “Latino” is gendered (i.e., “Latino” is masculine and “Latina” is feminine); the use of the word “Latin@” to mean both Latino and Latina is now widely accepted. “Latinx” can also be used as a gender-neutral or nonbinary term inclusive of all genders. There are compelling reasons to use any of the terms “Latino,” “Latina,” “Latino/a,” “Latin@,” and/or “Latinx” (see de Onís, 2017), and various groups advocate for the use of different forms. Use the term(s) your participants or population uses; if you are not working directly with this population but it is a focus of your research, it may be helpful to explain why you chose the term you used or to choose a more inclusive term like “Latinx.” In general, naming a nation or region of origin is preferred (e.g., Bolivian, Salvadoran, or Costa Rican is more specific than Latino, Latinx, Latin American, or Hispanic).
Parallel Comparisons Among Groups
Nonparallel designations (e.g., “African Americans and Whites,” “Asian Americans and Black Americans”) should be avoided because one group is described by color, whereas the other group is not. Instead, use “Blacks and Whites” or “African Americans and European Americans” for the former example and “Asian Americans and African Americans” for the latter example. Do not use the phrase “White Americans and racial minorities”; the rich diversity within racial minorities is minimized when it is compared with the term “White Americans.”
Avoiding Essentialism
Language that essentializes or reifies race is strongly discouraged and is generally considered inappropriate. For example, phrases such as “the Black race” and “the White race” are essentialist in nature, portray human groups monolithically, and often perpetuate stereotypes.
Writing About “Minorities”
To refer to non-White racial and ethnic groups collectively, use terms such as “people of color” or “underrepresented groups” rather than “minorities.” The use of “minority” may be viewed pejoratively because it is usually equated with being less than, oppressed, or deficient in
comparison with the majority (i.e., White people). Rather, a minority group is a population subgroup with ethnic, racial, social, religious, or other characteristics different from those of the majority of the population, though the relevance of this term is changing as the demographics of the population change (APA, 2015). If a distinction is needed between the dominant racial group and nondominant racial groups, use a modifier (e.g., “ethnic,” “racial”) when using the word “minority” (e.g., ethnic minority, racial minority, racial-ethnic minority). When possible, use the specific name of the group or groups to which you are referring. Do not assume that members of minority groups are underprivileged; underprivileged means having less money, education, resources, and so forth than the other people in a society and may
refer to individuals or subgroups in any racial or ethnic group. Terms such as “economically marginalized” and “economically exploited” may also be used rather than “underprivileged.” Whenever possible, use more specific terms (e.g., schools with majority Black populations that are underfunded) or refer to discrimination or systematic oppression as a whole.
Memorandum
TO: Mayor and City Council
THROUGH: Steve Nguyen, Engineering Manager
Ken Johnstone, Community Development Director
Patrick Goff, City Manager
FROM: Mark Westberg, Projects Supervisor
DATE: September 11, 2020 (for September 21, 2010 Study Session)
SUBJECT: Wadsworth Improvement Project Budget Update
ISSUE: Preliminary budget estimates for the Wadsworth Improvement project have been provided to Council during various Council meetings that have occurred over the past 6 years. Those figures
have always been conceptual in nature as progress was made through the various phases of
design and right-of-way (ROW) acquisition. The purpose of this memo is to update Council on final estimated project costs now that we are nearing final design documents and are in the midst of acquiring necessary additional ROW for the project. Working with our consulting team during
these latter phases of design and ROW acquisition, it has become apparent that existing available
project funding will necessitate a phased approach to construction.
BACKGROUND: Original Funding and Budget In October 2014, the City applied to the Denver Regional Council of Governments (DRCOG) for
federal transportation funds to fund an improvement project on Wadsworth Boulevard from 35th
Avenue to 48th Avenue. In April 2015, DRCOG awarded a Transportation Improvement Program (TIP) grant with a total budget of $31.6 million. The federal share was $25.28 million and the City’s required local match was $6.32 million. This grant had $20.5 million allocated for a conceptual construction budget estimate. It was well understood by the time that the grant was
awarded, that additional funding might be needed to complete the full scope of the project,
particularly knowing that it would not likely be out to bid and under construction for a number of
years. With that understanding, during the required environmental design review processes, staff
began aggressively pursuing various potential additional funding sources.
In early 2017, the City was awarded a Highway Safety Improvement Program (HSIP) grant for
$2.6 million to construct the medians with a federal share of $2,340,000. CDOT is covering the
local match of $260,000 because Wadsworth Boulevard is a state highway.
Soon after, CDOT also committed to providing $4.1 million in additional funding that was previously programed for CDOT maintenance on this portion of Wadsworth Boulevard. An overlay was planned in 2019 from 35th to the Clear Creek bridge for a total of $3 million and the
Item No. 2a
Wadsworth Improvements Budget Update
September 21, 2020
Page 2 traffic signals at 3-Acre Lane and 44th Avenue were going to be replaced for a total of $1.1
million.
From those funding sources, the total available non-City funding was increased from $25 million
to $32 million. With the voter’s approval of additional local City funding of $7 million through the 2E ballot question, the total identified funding at that time was $39.237 million. The funding was estimated to be allocated to the four phases of the project as follows:
• Environmental - $750,000
• Design - $2.7 million
• ROW - $7.85 million
• Construction - $27 million
• Total - $39.237 million During the required environmental review and approval processes, conceptual project cost
estimates were updated periodically. In 2015, the total estimated budget had increased to
between $40 and $45 million. Updated conceptual cost estimates were finalized in early 2017 with a total estimated cost of $50 million. Within those cost estimates, ROW costs were
approximately 50% higher and construction costs 25% higher than estimated in 2015.
In April 2018, a formal value engineering (VE) process was completed that identified potential
savings of $5 million without significantly impacting the scope and benefits of the improvement
project. This VE process is required for all federally funded projects with a total budget over $40 million. A team made up of City staff, City’s design and review consultants (HDR/WSP and AECOM), and CDOT staff who were not familiar with the project (“new sets of eyes”) reviewed
the design to ensure that the best and most economically efficient design was being proposed.
Early in the development of the project and as part of the required environmental approvals, the
decision was made to extend the project to tie into the I-70 eastbound ramps which basically
extended the project to the Clear Creek bridge. Due to this increase in scope and costs, in October 2018, the City applied to DRCOG for a second TIP grant for the portion of the project north of 48th Avenue. In August 2019, DRCOG awarded the second TIP grant with a total budget of $6.6 million. The federal share was $5.28 million and the City’s required local match
was $1.32 million. This grant was allocated solely for construction. The total available funding
for the project was then allocated to the four phases of the project as follows:
• Environmental - $750,000
• Design - $2.7 million
• ROW - $7.85 million
• Construction - $33.6 million
• Total - $44.9 million
Updated Funding and Budget The construction cost estimate was updated in April 2020 and the updated ROW costs were
received at about that same time. These costs estimates were based on much better information
Wadsworth Improvements Budget Update
September 21, 2020
Page 3 available with more thorough and final design documents. Analysis of the project costs was
completed in late July 2020 and revealed that the project was estimated to be over budget by
$14.3 million with the costs for each phase as follows:
• Environmental - $1.4 million
• Design - $3.7 million
• ROW - $16.4 million
• Construction - $37.7 million
• Total - $59.2 million
Compared to the $44.9 million in funding that has been identified in late 2019, as shown above,
the overrun for each of the phases is as follows:
• The environmental costs were almost $700,000 over.
• The design costs are $1 million over.
• The majority of the overrun is in ROW acquisition at almost $8.6 million.
• The latest construction costs are $4.1 million over.
Environmental and Design Phases Almost all of the environmental overrun, for a total of $660,000, was for work associated with transitioning from the Planning and Environmental Linkages (PEL) Study and the extra historical
work. CDOT identified several additional potential historic properties in the project scope when the project transitioned from the PEL to the environmental assessment (EA). Analysis of
potential impacts to these properties resulted in significant additional consultant fees and added
to the timeline of the environmental approvals.
The incremental increases in the environmental and design budgets were small compared to the
overall budget and so each time funds were transferred from the construction budget to keep the project moving forward. In February 2019, Option Letter #1 with CDOT was executed to
increase the environmental phase funding from $750k to $1.5 million. The environmental phase
was completed in late 2019 with the final total cost of $1.428 million.
ROW Phase
The ROW costs are nearly double what was originally estimated in preparation to submit for the 2014 DRCOG TIP. In the intervening 6 years, property values in the Denver Metro area have
increased dramatically.
An updated ROW estimate was received in late March 2020 at $15 million for the property acquisitions, which was based on what the City’s appraisers were finding for property values. Prior to having the appraisal consulting team engaged, it had not been possible for staff to accurately update estimated ROW acquisition costs. In June 2020, CDOT administratively
approved Option Letter #2 to increase the ROW budget to allow the acquisitions to proceed with
the first closing occurring in July 2020.
Wadsworth Improvements Budget Update
September 21, 2020
Page 4 Construction Phase
Early in the project, concerns regarding potential construction cost funding gaps were identified
and so that has been the reason staff has gone to great lengths to identify additional funding, adding $13.3 million to the initial project funding of $31.6 million in the 2015 DRCOG TIP
award.
However, in order to keep the project moving forward, much of those additional funding sources
were used to pay for costs in the environmental, design, and ROW phases, which has left the
construction budget short by $4.1 million.
Options Explored Once the scope of the estimated project budget shortfall was fully understood in late July 2020, City staff contacted DRCOG and CDOT staff to discuss a multitude of options to keep the
project moving forward including obtaining additional funding from a variety of potential
sources, using toll credits, completing design/ROW phases only, and building as much of the
project as can be afforded with the available budget.
At this time, no additional funding that the project qualifies for has been identified. However, several additional sources of funding are still being pursued, but will likely not be enough to
complete the entire project and might not be available until a later date. Staff will continue to
aggressively pursue additional funding options. Since the 2018 TIP grant ($6.6 million) was for the northern portion of the project, and would be lost if that construction work were not to be
completed, the decision was made to recommend that we start the construction at the I-70 ramps
and improve Wadsworth as far south as available construction funding allows.
Phase 1 – 41st Avenue to I-70 Some of the CDOT overlay and HSIP funding will likely not be available due to the reduced scope of the project. Staff estimates that this loss will be less than $2 million, leaving approximately $21.5 million available for construction. A cost estimate has been completed for a construction project that starts just south of 41st Avenue, basically where Wendy’s/McDonalds
are located and terminates at the I-70 ramps. This project is estimated at just over $21 million,
aligning with the available construction budget. There are also a number of design and traffic
considerations that make this a logical southern termination for phase one of construction. Staff can elaborate on some of those examples at the City Council study session at Council’s direction. Phase 2 – 35th Avenue to 41st Avenue This portion of the project, including the continuous flow intersection (CFI) at 38th Avenue
would be constructed at a later date once a funding source of around $14 million is identified. If the funding source is identified within the next year, then this phase of the project could possibly be added to the contract for Phase 1 with little or no additional environmental or design work
involved. If the funding is obtained later, then some minor environmental and design work will
be required. Staff intends to place the project out to bid with Phase 2 as a bid alternate, so that if funding becomes available, we could seamlessly transition into that second phase of
construction.
Wadsworth Improvements Budget Update
September 21, 2020
Page 5 Next Steps The preparation of the construction plans and ROW acquisition for the entire project will
continue so that the Phase 2 work will be “shovel ready” should a funding source be identified. The construction plans should be finished two months ahead of completing the ROW acquisition, so there will be adequate time to prepare the Phase 1 set of plans for advertisement in late
December 2020. Construction would then start in Spring 2021.
Memorandum
TO: Mayor and City Council
THROUGH: Steve Nguyen, Engineering Manager
Ken Johnstone, Community Development Director
Patrick Goff, City Manager
FROM: Mark Westberg, Project Supervisor
DATE: September 11, 2020 (for September 21, 2020 Study Session)
SUBJECT: Wadsworth Improvement Project ROW Acquisition Update
ISSUE: On January 14, 2019, Council authorized staff to acquire right-of-way (ROW) for the
Wadsworth Boulevard Improvement project (Project). Staff had requested the ability to use the
City’s power of eminent domain, if necessary, to accomplish the necessary ROW acquisitions. At that early stage in the ROW acquisition process, Council chose not to authorize the use of eminent domain, without staff first coming back to Council with a ROW acquisition status update and a discussion of outstanding ROW acquisition needs.
As discussed below, the ROW acquisitions for the Project have been ongoing for several months.
The negotiations on several properties have become difficult, meaning one of two things: 1) certain impacted parties are simply not choosing to respond to the City or the City’s ROW consultant team; and/or 2) substantial differences in perceived property value still exist, or have reached an impasse, meaning that an agreement on value does not seem possible. Therefore, staff
is requesting that Council authorize the use of eminent domain for any properties that have
reached an impasse. Currently, the total difference in value for these nine properties totals $1.2
million.
In addition, because of delays that largely occurred during the environmental approval process and secondarily related to the COVID environment, the Project will soon be receiving its second
“strike” from the Denver Regional Council of Governments (DRCOG) for the $25 million
federal grant that was received in 2014. DRCOG has rules that govern the use of the federal
funds that when projects are sufficiently delayed the project receives a “strike”. If a project with federal funds receives two “strikes”, the local recipient may be required to return the grant funds if certain conditions are not met. This project’s second strike is due to not being advertised by October 1, 2020. The City will be required to attend the DRCOG Board Meeting on October 21,
2020 to explain why the project has been delayed and request that DRCOG allow the City to
keep the grant.
Item No. 2b
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 2 The Board will also require a plan to get the project to construction and assurances that the City
can meet the plan. At most, DRCOG will allow 120 days before the Project would need to be
advertised for bids. Currently the schedule has an advertisement date that is 90 days past the October 1, 2020 deadline. As part of that DRCOG review, they will want to have confidence in
the City’s desire and ability to obtain all necessary ROW, as a precursor to going out to bid.
DISCUSSION: On December 10, 2018, Council approved a contract for ROW acquisition services with HDR,
Inc. to prepare ROW plans and acquire the necessary ROW to construct the project.
On January 14, 2019, Council approved a resolution authorizing staff to acquire ROW on Council’s behalf. The resolution also authorized the Mayor and City Clerk to accept the ROW on behalf of Council. Since federal funding is involved, the ROW acquisition must follow the
lengthy federal process, known as the Uniform Relocation Assistance and Real Property
Acquisition Policies Act (Uniform Act).
On August 19, 2019, staff discussed the ROW acquisition process under the Uniform Act with Council in study session, including a lengthy discussion on the use of the City’s eminent domain authority, should that become necessary. At the end of the discussion, Council reached a
consensus to initially withhold the use of eminent domain to acquire ROW.
On December 16, 2019, staff updated Council in study session on the status of the ROW
acquisitions. At that time, the acquisition process for the partial acquisitions had just started and there was some concern with the progress on the two full property acquisitions. Staff again discussed the use of eminent domain for the benefit of the four new Council members. Council
again reaffirmed that the authority to use eminent domain was not being granted.
At both study sessions, staff was joined by the City’s ROW consultant project manager, Greg
Jamieson, to answer questions about the ROW acquisition process and to explain what eminent domain is and isn’t, when and how it is used as a tool to keep projects moving forward to construction, who pays for what, and what happens if eminent domain is not used. Greg
Jamieson previously worked for CDOT and has many years of experience in acquiring ROW for
federally funded projects.
ROW Acquisition Process – Partial Acquisitions Update The vast majority of the necessary acquisitions are partial acquisitions, where the landowners are fairly compensated for the necessary land acquisition. The remaining property that is functional
and economically viable will continue to be held by the landowners. The ROW acquisition
process for the partial acquisitions for the Project has followed these discrete steps:
1. Notice of Intent (NOI) – With the approval of the ROW plans by CDOT on November 22, 2019, NOI letters were submitted in early December 2019 to each of the 63 landowners that will be affected by the Project with partial acquisitions. The property
owner’s right to obtain an independent appraisal (at the City’s expense) was disclosed in the NOIs. Prior to submitting the NOIs, real estate specialists from HDR called each of
the landowners to let them know that the NOI was being sent to them.
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 3 2. Appraisal Rights – If the initial estimated value of an acquisition is $5,000 or more, state
statute requires that the landowners be notified of their right to get an appraisal. The City
is required to reimburse the landowner if the appraisal is submitted to the City for review within 90 days of the notification provided in the NOI. With the early December 2019
NOI notification, the deadline to receive an appraisal was early March 2020 depending upon the actual date that the NOI was mailed. This type of appraisal is often known as an eminent domain appraisal and must meet certain standard appraisal practices in order to
be eligible for reimbursement; those appraisals are reviewed and approved by CDOT.
3. Just Compensation – Just compensation is defined as the value of the ROW acquired,
along with the value of the existing improvements within the acquisition and damages to the remainder of the property, if any, due to the loss of property acquired. For higher value parcels, generally greater than $25,000, licensed appraisers are used to determine
the just compensation. For lower value parcels, an experienced ROW professional from
HDR prepared the valuations.
4. Fair Market Value (FMV) – Since federal funds are involved, all of the appraisals and valuations were reviewed by a certified appraiser, in this case CDOT staff, to determine the FMV.
Due to recent changes in CDOT staff and with staff adjusting to working remotely due to
COVID-19, the appraisal review process took a couple of months longer than anticipated.
5. Initial Offer Packets – After the FMVs were determined, initial offer packets were prepared and submitted to the landowners. Soon after the initial offer packets were
submitted, real estate specialists from HDR contacted and offered to meet with the landowners to answer questions, provide additional information, and discuss any
concerns.
The first initial offer packets were submitted in mid-March 2020. The last initial offer packet will be submitted prior to the Council study session.
6. Initial Negotiations – Substantial energy and effort was made during the initial
negotiations with the goal of reaching a consensual agreement with the landowners. The
effort expended during the initial negotiations helps to reduce ROW costs and satisfies the state statute that requires that “good faith negotiations” be done before eminent
domain can be used.
The initial negotiations phase typically lasts for 8 weeks, but for some of the earlier initial
offers, the negotiations continued for up to 14 weeks.
7. Incentives – The City used an incentive program, which is an increasingly common practice by CDOT and other agencies. An incentive is money that is added to the FMV that the landowner will receive if they accept the initial offer within 30 days. The incentive is a percentage of the acquisition based on a sliding scale, with a higher
percentage for lower cost acquisitions. This program is intended to help keep the project
on schedule and reduce consultant costs by reducing the amount of time spent negotiating
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 4 back and forth. This program also tends to limit the number of potential eminent domain
cases by encouraging the landowners to accept the initial FMV offer.
Agreements have been reached on just over half of the properties, many of which were
completed just before the incentive was about to expire.
8. Counteroffers – If the landowner presented a counteroffer with valid arguments, with or without an appraisal, that the just compensation needed to be higher, then those arguments were considered during the negotiations.
On the other hand, counteroffers that were made without supporting documentation, valid
arguments, or that were based on a landowner appraisal that was not accepted were not
considered during the negotiations.
9. Final Offer – If the initial negotiations were not successful, a final offer was sent to the landowner. The final offer no longer included the incentive, but often included valid
additional compensation as a result of the landowner’s counteroffers. The final offer
advised the landowner that the negotiations would continue for two more weeks and that if no agreement was reached, the City would pursue City Council authorization to use its
power of eminent domain.
The first final offers were submitted in early July 2020. The last final offer will be
submitted in early November 2020. For some of the earlier final offers, the negotiation
period continued for up to 8 weeks.
10. Last and Final Offer – If the final offer negotiations were not successful, a last and final offer was made in an attempt to avoid using eminent domain. The first batch of last and final offers was submitted in early September 2020. Additional last and final offers will
continue to be submitted as the final offers expire. The last batch of last and final offers
will be submitted in late November 2020.
Last and final offers often include some additional compensation in an effort to encourage the landowner to accept the offer and avoid using eminent domain. Clearly every effort is made to offer the impacted property owners just compensation, while still
being good stewards of the City’s funds in acquiring these ROW parcels.
11. Council Action – Any last and final offers that are not accepted by the landowner will be
presented to Council as properties that will need to be acquired using eminent domain. A current description of the properties that are either Difficult or in Impasse has been shared with the City Attorney to discuss with Council at the Executive Session on September 21,
2020.
At the October 12, 2020 Council meeting, staff will request the authority to use eminent
domain on any negotiations that are still in an impasse or any new properties that have reached an impasse. This meeting was selected because it occurs the week before the DRCOG Board Meeting and the action by Council will show their intent to the Board on
keeping the Project moving forward.
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 5 12. Eminent Domain – As discussed with Council previously, based on past experience with
this large of a project and the large number and wide variety of landowners, it was likely
that staff would need to ask Council for the authority to use eminent domain. A detailed description of eminent domain that is similar to what was presented to Council on August
19, 2019 and December 16, 2019 is included later in this memo as a refresher.
ROW Acquisition Process – Full Acquisitions Update The ROW acquisition process for the two full acquisitions, Midas and Raliberto’s, began in early
April 2019 and followed the same steps outlined above. These two full acquisitions were started
early due to the lengthy process needed to relocate the businesses.
The initial offers, with incentives, were submitted in early September 2019. Because a consensual agreement was not reached with the landowners during the initial negotiations, final
offers were submitted at the end of October 2019 and last and final offers were submitted in late
December 2019. Because the actual acquisition was not time critical to the Project, negotiations
continued with consensual agreements finally being reached for both acquisitions.
Midas The Midas property, which was owned by 5G Holdings, LLC, is located at 3805 Wadsworth
Boulevard at the northwest corner of the 38th/Wadsworth intersection. This property was a full
acquisition because most of the parking will be removed and the proposed sidewalk will be very
close to the Wadsworth facing garage doors, otherwise the building itself will not be impacted.
The property closed on June 30, 2020 and Midas relocated their operations in late August 2020.
Raliberto’s The Raliberto’s property, which is owned by two individuals and two trusts, is located at 4084
Wadsworth Boulevard, on the east side of the road opposite 41st Avenue. The property is a full
acquisition because the traffic signal at 3 Acre Lane is being relocated to 41st Avenue and a new driveway/street connection is being constructed on the east side of Wadsworth to provide signalized access to the adjacent shopping center. The extension of 41st Avenue to the east
impacts the existing building.
The property is scheduled to close on September 30, 2020. The lease agreement also expires on
that date, but contains a provision that allows Raliberto’s to stay longer, which is anticipated.
Bank of the West A third full acquisition was identified early in the partial acquisition process. The Bank of the West, which is located at 7575 W 44th Avenue, at the northeast corner of Wadsworth and 44th
Avenue, started as a partial acquisition. The property is now a full acquisition because they are
losing all of their onsite parking and the City’s appraiser learned that the parking agreement that they have with the adjacent shopping center expires one year after the project is expected to be completed. Negotiations are ongoing for this property.
Eminent Domain Process Below is a summary of eminent domain, presented in question and answer format that is similar
to the discussion with Council on August 19, 2019 and December 16, 2019.
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September 21, 2020
Page 6
What is it?
While eminent domain may have a negative stigma, it is simply a judicial process in which a neutral third party determines a property owner’s just compensation when a City requires ROW to benefit the general public interest. While staff acknowledges that eminent domain is a “tool of last resort”, it is a tool that is occasionally needed at times in implementing public infrastructure projects.
What isn’t it? Eminent domain is often thought of as the City “taking” private property for a project. However, the City is prohibited by the federal and state constitutions (Amendment V of the U.S. Constitution; Article II, Section 15 of the Colorado Constitution) from “taking” property. The City must acquire property for a project by paying just compensation.
Eminent domain does not decide whether or not the ROW in question will be acquired. That decision is made during project development, when the location and amount of needed ROW is determined. So for the Project, that need to acquire ROW started in 2009 when the Wadsworth Subarea Plan was adopted by Council and was further established with the adoption of the
Wadsworth PEL in 2015. The location and amount of ROW has certainly changed as the design
has progressed, but the only decision at hand during eminent domain is the just compensation.
When is eminent domain used?
Eminent domain is most often used in the following scenarios:
1. Unresponsive Landowners – With large corporations, it is sometimes difficult to find the
right person within the organization who is empowered and willing to negotiate the acquisition. In these cases, filing an eminent domain petition and getting their attorneys involved is often the only way to get the correct contact to negotiate the acquisition.
2. Absentee Landowners – This scenario is rare, but there have been cases in which a
landowner cannot be found by normal means or the landowner has died or may no longer
exist as a legal entity. Eminent domain is used to obtain the ROW through court action.
3. Other Interested Parties – Acquisition negotiations are between the City and the landowner. Once an agreement with the landowner is reached, the landowner often needs to obtain approval from any other party that has an interest in the property. If the
landowner has not involved the other parties in the negotiations, occasionally an
interested party, like a major tenant at a shopping center or a mortgage holder on the property, won’t agree with the landowner’s negotiated agreement. Eminent domain is used to obtain the ROW through court action.
4. Disagreement on valuation – If the City and the landowner cannot agree on the just compensation amount, the eminent domain process decides that amount. If a case moves
to eminent domain, the City Attorney will often contact the landowner and make one last attempt to reach a consensual agreement. Even in a case when a petition is filed, a settlement is often reached by negotiations between the attorneys before the trial date.
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 7 In HDR staff’s experience, the majority of the acquisitions are resolved voluntarily, and eminent
domain only needs to be pursued about 20% of the time. Of the cases that are pursued, virtually
all are settled before trial, with less than 1% being resolved in a valuation trial.
How is eminent domain used? Eminent domain is used as a tool to prevent unnecessary delays in the project schedule by resolving any outstanding necessary ROW acquisitions for a project. For the Project, the ROW
acquisitions are the critical path in moving the Project forward to construction. This is critical for
the Project because of the deadlines imposed by DRCOG in relation to the federal funding. The Project has already received one “strike” from DRCOG due to the delay in starting the ROW acquisition process in 2018. The Project’s next deadline is to start construction by October 1, 2020 (advertised for bid). If that deadline is missed, that would represent “strike” two and then the federal funding could be in jeopardy. The eminent domain process is as follows:
1. Eminent Domain Petition – The City Attorney prepares and files a petition. Any person or entity with an interest in the property is listed as a party to the petition which is then
served on all parties and published.
2. Immediate Possession Hearing – An immediate possession (IP) hearing is then scheduled,
which can be done within 30 days of the service of the petition. During the hearing, the
City would then have to prove certain elements at the hearing in order to be awarded an order of possession. One of those fundamental and critical elements is that the City has
satisfied the “good faith negotiations” requirement.
3. Order of Possession – The City would pay an estimate of the just compensation to the
landowner and would then be allowed to proceed with construction. Again, the eminent
domain process determines the just compensation, not whether the acquisition moves
forward.
4. Valuation Trial – This is a court trial to determine the just compensation for the acquired ROW. The landowner has the choice of choosing either a jury trial or to have the case
heard before a three-person commission appointed by a judge. The process for a
valuation trial typically is as follows: a. City’s appraiser testifies to their estimate of just compensation. b. Landowner’s appraiser testifies to their estimate of just compensation.
c. Jury or commission determines the final just compensation or award.
d. Court enters a rule and order conveying the parcels to the City after it pays the
award to the landowner.
Who pays for what? Eminent domain can be a costly process for the City to undertake and potentially for landowners.
The costs are typically borne by the various parties as follows:
1. City pays for the ROW consultant time, City Attorney’s fees, and the preparation of any exhibits or other costs necessary to present the City’s case.
Wadsworth Improvement Project ROW Acquisition Update
September 21, 2020
Page 8 2. City pays for all of the court costs, including the cost of a court reporter, commission’s
fee, costs for copies and exhibits, etc.
3. Landowner pays for their attorney’s fees up front. State statute requires that the City
reimburse the landowner’s attorney’s fees if the award from the trial is 30% higher than
the last written offer from the City.
What happens if eminent domain isn’t authorized? If using the City’s power of eminent domain is not authorized, there are three possible outcomes
in order to move the project forward:
1. Overpay the landowners – This option has the following perception and budget implications:
a. Fairness to the other landowners that were cooperative with the City in acquiring
the ROW. b. Paying substantially more than the just compensation is not a good use of
taxpayer dollars.
c. Unnecessarily increases the ROW costs.
2. Redesign the project around such landowners – This option has the following perception,
schedule, and budget implications: a. Avoiding one property will likely cause additional impacts to other properties.
This may require renegotiation for ROW acquisitions that have already been completed. Again, this may give the impression that more cooperative landowners are being treated unfairly because of the uncooperative landowner.
b. Redesign will delay the project with having to redo work that has already been
completed, especially since the redesign will likely affect a much larger area then just the one property. This will likely delay the project by several months or more. c. For federally funded projects, a re-evaluation of the environmental impacts will
likely need to be done. This will likely delay the project by at least one year, but
potentially longer. d. Any of the above schedule delays could jeopardize the federal funding. e. Redesign will increase the consultant costs by potentially requiring additional
survey, design, environmental, and acquisition work. f. Similar to the impact that occurred with minimizing impact to historical
properties, design adjustments to avoid uncooperative landowners may result in
sub-standard features at that property as compared to the remainder of the
corridor.
3. Abandon and not build the project – This option has the following perception and budget impacts:
a. A no action alternative fails to address the necessary public purpose of the
project. b. All project expenditures, including project funding and taxpayer funds, are irrecoverable costs.