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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 Mu n i c i p a l i t y W o r k b e i n g d o n e i n o r g a n i z a t i o n W o r k b e i n g d o n e i n c o m m u n i t y W e b s i t e Contact information for person leading efforts Ar v a d a •D E I C o m m i t t e e r e p r e s e n t a t i v e s a r e m e e t i n g w i t h o u r p r o c u r e m e n t t e a m i n S e p t e m b e r t o le a r n m o r e a b o u t o u r v e n d o r o p p o r t u n i t i e s r e l a t e d t o s u p p l i e r d i v e r s i t y •R e q u e s t i n g o r g a n i z a t i o n a l a s s e s s m e n t t h r o u g h G A R E m e m b e r s h i p •D i v e r s i t y , E q u i t y , a n d I n c l u s i o n L e a r n i n g C e n t e r : w e e k l y s h a r e d s e l f - p a c e d l e a r n i n g ma t e r i a l s t o o u r i n t e r n a l c i t y t e a m t o e d u c a t e o n D E I t o p i c s •C a s u a l C o n v e r s a t i o n s a b o u t S o c i a l J u s t i c e s e r i e s : m e m b e r s o f o u r C i t y t e a m h a v e j o i n e d a co h o r t t o l e a r n a b o u t a n d d i s c u s s d i f f e r e n t D E I t o p i c s v i a Z o o m . •G A R E t o d e v e l o p C o l o r a d o c o h o r t t o d o f u l l t r a i n - t h e - t r a i n e r p r o g r a m ( s e v e r a l C i t y t e a m me m b e r s t o p a r t i c i p a t e ) •D e v e l o p i n g D E I - r e l a t e d i n t e r v i e w q u e s t i o n s a n d t r a i n i n g m a t e r i a l s f o r t h e i n t e r v i e w p a n e l . •S c h e d u l e d c o m m u n i t y l i s t e n i n g s e s s i o n s w i t h o u r G A R E r e p r e s e n t a t i v e c e n t e r e d ar o u n d D E I •P a r k s D e p a r t m e n t i n v e s t i g a t i n g a d o p t i o n o f a n I n c l u s i o n P o l i c y t h r o u g h N R P A •P a r k s D e p a r t m e n t t o u s e D E I l e n s t h r o u g h h i s t o r y m a s t e r p l a n n i n g p r o c e s s . I n Ju n e , w e r e m o v e d a h i s t o r i c a l m a r k e r t h a t o u t l i n e d t h e h i s t o r y o f K K K a c t i v i t i e s i n Ar v a d a , i n r e s p o n s e t o c o m m u n i t y c o n c e r n s . As p e n •I n J u n e 2 0 2 0 , a R a c i a l E q u i t y P e e r L e a r n i n g G r o u p w a s f o r m e d w i t h a c r o s s - f u n c t i o n a l gr o u p o f C i t y o f A s p e n e m p l o y e e s . T h e d e s i r e d o u t c o m e s o f t h e g r o u p a r e : 1 . B u i l d a t e a m of s t a f f t o w o r k t o g e t h e r o n e q u i t y a n d i n c l u s i v e p r o c e s s . 2 . D e v e l o p s h a r e d l a n g u a g e a n d un d e r s t a n d i n g o f e q u i t y a n d j u s t i c e w o r k i n l o c a l g o v e r n m e n t . 3 . U n d e r s t a n d h o w e q u i t y i s re l a t e d t o p a n d e m i c r e s p o n s e e f f o r t s . 4 . C r e a t e a p l a n , o r r e c o m m e n d e d a p p r o a c h t o b e g i n in t e g r a t i n g e q u i t y i n t o C i t y p r o g r a m s , p r o c e s s e s a n d p o l i c i e s . •T h e C i t y o f A s p e n C l i m a t e A c t i o n P l a n w ill b e up d a t e d i n 2 0 2 1 . T h e C i t y p l a n s t o in c l u d e a r a c i a l e q u i t y l e n s t o t h i s p l a n t o e n s u r e t h a t r a c i a l e q u i t y i s c o n s i d e r e d i n fu t u r e p r o g r a m s . Au r o r a Th e c i t y m a n a g e r e a r l y t h i s y e a r c r e a t e d a n O f f i c e o f D i v e r s i t y , E q u i t y a n d I n c l u s i o n t h a t n o t on l y w i l l b e l o o k i n g a t t h e d i v e r s i t y o f o u r c i t y w o r k f o r c e , b u t a l s o r e c o m m e n d i n g t r a i n i n g f o r em p l o y e e s i n a r e a s l i k e i m p l i c i t b i a s . T h e o f f i c e a l s o i s h o m e t o o u r C o m m u n i t y R e l a t i o n s Di v i s i o n , w h i c h f a c i l i t a t e s s e v e r a l c o m m u n i t y g r o u p s l i k e t h e A u r o r a C o m m u n i t y o f F a i t h a n d th e A u r o r a K e y C o m m u n i t y R e s p o n s e T e a m , w h i c h h a s s i n c e 1 9 9 1 b r o u g h t t o g e t h e r co m m u n i t y l e a d e r s a n d a c t i v i s t s t o r e g u l a r l y m e e t w i t h p u b l i c s a f e t y o f f i c i a l s t o b u i l d t r u s t a n d co m m u n i c a t i o n b e t w e e n t h e c i t y a n d v a r i o u s c o m m u n i t i e s . Pr o v i d e d d o c u m e n t o f in i t i a t i v e s (at t a c h e d ) Janice R. Napper Diversity, Equity & Inclusion Officer City Manager’s Office | City of Aurora office 303.739.7092 Ba s a l t In c e n t i v e p a y f o r b i l i n g u a l e m p l o y e e s We in c l u d e co m m u n i t y it e m s in bo t h Sp a n i s h an d En g l i s h . We su p p o r t co m m u n i t y e v e n t s t h a t a r e m e a n t t o b r i n g a l l m e m b e r s o f o u r c o m m u n i t y to g e t h e r . O u r P D r u n s a c o m m u n i t y p o l i c e a c a d e m y w h i c h i s l a r g e l y a t t e n d e d b y me m b e r s o f o u r L a t i n x c o m m u n i t y . W e p r o v i d e f i n a n c i a l s u p p o r t t o n o n - p r o f i t s th a t a l s o s u p p o r t t h i s s a m e c o m m u n i t y . Ou r s c h o o l s i n B a s a l t a r e s o m e w h e r e i n t h e n e i g h b o r h o o d o f 5 0 – 6 0 % H i s p a n i c . We h a v e w o r k e d h a r d t o b u i l d t r u s t w i t h i n t h i s c o m m u n i t y , e s p e c i a l l y f o r un d o c u m e n t e d f o l k s t h a t a r e s c a r e d t o r e p o r t c r i m e s , s e e k m e d i c a l a t t e n t i o n , ta k e a d v a n t a g e o f s o c i a l p r o g r a m s . Th e r e i s a n o t h e r p r o g r a m t h a t i s a i m e d a t m e n t o r i n g f i r s t g e n e r a t i o n c o l l e g e - bo u n d s t u d e n t s . T h i s i s l a r g e l y a t t e n d e d b y o u r H i s p a n i c c o m m u n i t y a s w e l l . Th i s y e a r t h e r e i s a p r o p o s e d p r o g r a m t o w a l k t h e k i d s t h r o u g h a n e w p r o j e c t wh e r e b y t h e y w o u l d a i m t o t a k e a p r o j e c t f r o m b e g i n n i n g t o e n d . T h i s w o u l d b e an o u t d o o r o r i e n t e d p r o j e c t ( t r a i l b u i l d i n g ) a n d t h e y w o u l d h a v e t o w a l k t h r o u g h th e d e s i g n , b i d d i n g a n d c o n s t r u c t i o n e l e m e n t s o f t h e p r o j e c t . T h e g r o u p sp o n s o r i n g t h e p r o g r a m i s a s k i n g f o r t h e T o w n ’ s p a r t i c i p a t i o n ( b o t h f i n a n c i a l a n d ad m i n i s t r a t i v e ) , b u t n o f i n a l d e c i s i o n w i l l b e m a d e p r i o r t o t h e c o m p l e t i o n o f o u r bu d g e t p r o c e s s Bo u l d e r Th e C i t y o f B o u l d e r i s c o m m i t t e d t o a d v a n c i n g r a c i a l e q u i t y b y e n s u r i n g t h a t i t s p o l i c i e s , pr o g r a m s a n d p r a c t i c e s a r e f r e e f r o m i n s t i t u t i o n a l a n d s y s t e m i c r a c i s m . T h e D R A F T  Ra c i a l Eq u i t y P l a n O u t l i n e s t e m s f r o m t h e c i t y ’ s r e c e n t w o r k w i t h t h e G o v e r n m e n t A l l i a n c e o n R a c e an d E q u i t y ( G A R E ) a n d s e r v e s a s a l i v i n g r o a d m a p t h a t w i l l g u i d e t h e C i t y o f B o u l d e r go v e r n m e n t t h r o u g h t h e p r o c e s s o f p r i o r i t i z i n g g o a l s , s p e c i f y i n g d e t a i l s , a n d a s s i g n i n g re s o u r c e s t o a c h i e v e m e a n i n g f u l c h a n g e . T h e p l a n c o m m i t s t o l e a d i n g w i t h o u r v a l u e s t o ad d r e s s c h a n g i n g e m p l o y e e p e r c e p t i o n s a n d b e h a v i o r s f i r s t , a n d t h e n r i p p l i n g o u t w a r d , ex t e n d i n g t h e i m p a c t i n t o t h e c o m m u n i t y . Pr o v i d e d d o c u m e n t o f i n i t i a t i v e s ( a t t a c h e d ) ht t p s : / / b o u l d e r c o l o r a d o . g o v / r a c i a l - eq u i t y Aimee Kane, Equity Program Manager KaneA@bouldercolorado. gov 720-315-4933 Co l o r a d o Sp r i n g s a. W e ’ v e a d d e d a n i n t e r n a l E D I p o s i t i o n t o a l l o w u s t o e x p a n d o u r e f f o r t s i n t h e s e a r e a s – Eq u i t y , D i v e r s i t y , I n c l u s i o n S p e c i a l i s t I I ( M y s e l f ) b. E D I P e r f o r m a n c e M a n a g e m e n t C o m p e t e n c y – A l l e m p l o y e e s a r e n o w r a t e d d u r i n g t h e i r an n u a l p e r f o r m a n c e e v a l u a t i o n o n t h e i r c u l t u r a l c o m p e t e n c y w i t h i n t h e f i e l d o f E q u i t y , Div e r s i t y a n d I n c l u s i o n . c. E D I M a n d a t o r y T r a i n i n g – E v e r y e m p l o y e e m u s t c o n t i n u e t o c o m p l e t e a m a n d a t o r y t r a i n i n g ea c h y e a r , g u i d i n g e m p l o y e e s t h r o u g h t h e b e n e f i t s a n d g r o w t h o p p o r t u n i t i e s i n a d i v e r s e wo r k p l a c e . d. A d d i t i o n a l E D I T r a i n i n g s w ill b e r o l l e d o u t f o r s t a f f t o p a r t i c i p a t e i n an d b u i l d c o m p e t e n c y an d c o n f i d e n c e i n E D I b e h a v i o r s a n d p r a c t i c e s . C u s t o m t r a i n i n g s m a y a l s o b e c r e a t e d , ba s e d o n d i v i s i o n a n d d e p a r t m e n t n e e d s . e. T h e c i t y ’ s m i s s i o n , v i s i o n , a n d c o r e v a l u e s t a t e s a r e b e i n g r e v i e w e d t o e m b r a c e E D I . f.T h e h i r i n g a n d s e l e c t i o n p r o c e s s f o r n e w h i r e s , t r a n s f e r s , a n d p r o m o t i o n s i s u n d e r r e v i e w to r e m o v e b a r r i e r s f o r u n d e r - r e p r e s e n t e d g r o u p s v i a r e c r u i t m e n t e f f o r t s a n d s e l e c t i o n p a n e l s . g. T h e c i t y i s c o n t i n u i n g t o m o n i t o r a n d r e p o r t o n d e m o g r a p h i c s o f t h e C i t y ’ s w o r k f o r c e t o in f o r m h o w w e l l t h e w o r k f o r c e r e f l e c t s t h e d i v e r s i t y o f t h e C o l o r a d o S p r i n g s c o m m u n i t y . a.W e ’ v e a d d e d a n a d d i t i o n a l e x t e r n a l f a c i n g E D I p o s i t i o n t o f o c u s o n e x t e r n a l E D I eff o r t s f o r t h e c o m m u n i t y – D i v e r s i t y a n d C o m m u n i t y O u t r e a c h P r o g r a m s Ma n a g e r ( T B D ) b.A n e w C o m m u n i t y A d v i s o r y g r o u p h a s b e e n c r e a t e d t o a d v i s e t h e c i t y o n E D I eff o r t s g o i n g f o r w a r d . Rosina McNeil-Cusick Equity, Diversity and Inclusion (EDI) Specialist II Human Resources City of Colorado Springs (719) 385-5189 Rosina.McNeil-Cusick@coloradosprings. gov Cr e s t o n e Th e t o w n b o a r d c o n d u c t s t h e i r b u s i n e s s w i t h a t t e n t i o n t o i n c l u s i o n a n d d i v e r s i t y wh e t h e r i n s u p p o r t o f b u s i n e s s e s , r e s i d e n t s o r v i s i t o r s . Th e b o a r d m a d e a n d a d o p t e d a P r o c l a m a t i o n f o r t h e D a y o f t h e T e y u n a , a c o u p l e ye a r s a g o i n s u p p o r t o f i n d i g e n o u s p e o p l e s a n d e n v i r o n m e n t a l s t e w a r d s h i p . El d e r s o f t h e T e y u n a T r i b e f r o m S o u t h A m e r i c a c a m e t o t h e U n i t e d S t a t e s f o r t h e fir s t t i m e i n t h e i r h i s t o r y a n d h e l d a m e d i t a t i o n e v e n t i n t h e t o w n p a r k . Th e b o a r d h a s a l s o g i v e n i n f o r m a l s u p p o r t o v e r t h e y e a r s t o m u l t i p l e i n t e r n a t i o n a l sp i r i t u a l c e n t e r s w i t h i n a f i v e m i l e r a d i u s o f t h e t o w n t h a t h a v e d r a w n t h o u s a n d s of A s i a n a n d N a t i v e A m e r i c a n t r a v e l e r s , a m o n g o t h e r s , t o C r e s t o n e a n d t h e su r r o u n d i n g a r e a . De n v e r Cr e a t e d t h e M a y o r ' s O f f i c e o f S o c i a l E q u i t y a n d I n n o v a t i o n t o w o r k w i t h C i t y ag e n c i e s a n d d e p a r t m e n t s t o i n c r e a s e s y s t e m s , p o l i c i e s , a n d p r a c t i c e s t h a t su s t a i n S o c i a l E q u i t y , R a c e , a n d S o c i a l J u s t i c e . T h e o f f i c e o v e r s e e s t h e c i t y w i d e eff o r t t o e l i m i n a t e s o c i a l i n e q u i t y a n d r a c e a n d s o c i a l i n j u s t i c e s b y e v a l u a t i n g in s t i t u t i o n a l a n d s t r u c t u r a l g o v e r n m e n t s y s t e m s , p o l i c i e s , a n d p r a c t i c e s t o dis m a n t l e r a c i s m . O n e r e c e n t i n i t i a t i v e i s I A m D e n v e r , a f i r s t o f i t s k i n d co m m u n i t y w i d e s t o r y t e l l i n g p r o j e c t t h a t s e e k s t o r e c o g n i z e t h e i n d i v i d u a l s w h o ha v e m a d e t h i s c i t y . ht t p s : / / w w w . d e n v e r g o v . o r g / c o n t e n t/ d e n v e r g o v / e n / m a y o r s - of f i c e / p r o g r a m s - i n i t i a t i v e s / o f f i c e - o f - so c i a l - e q u i t y - a n d - i n n o v a t i o n . h t m l mayorsofficeofsocialequity @denvergov.org Du r a n g o We a l s o h a v e a n i n t e r n a l c r o s s d e p a r t m e n t a l t e a m c a l l e d t h e C o r e T e a m t h a t h a s b e e n wo r k i n g o n D i v e r s i t y , E q u i t y , a n d I n c l u s i o n a l o n g w i t h H u m a n R e s o u r c e s a n d t w o E x e c u t i v e Te a m l i a i s o n s . T h i s t e a m i s c u r r e n t l y i n a n i n f o r m a t i o n g a t h e r i n g p h a s e t o d e t e r m i n e w h a t ne w p o l i c i e s a r e n e e d e d o r w h a t c h a n g e s m a y b e n e e d e d , b u t t h e t e a m h a s c r e a t e d a Sh a r e p o i n t p a g e t h a t p r o v i d e s r e s o u r c e s f o r e m p l o y e e s t h a t a r e s p e c i f i c t o D i v e r s i t y , E q u i t y , an d I n c l u s i o n . T h e C i t y o f D u r a n g o ’ s f i r s t b i g a c c o m p l i s h m e n t i s b e c o m i n g a m e m b e r o f GA R E . W e a r e t h e f i r s t m o u n t a i n / s k i c o m m u n i t y a n d t h e f i r s t c o m m u n i t y f r o m t h e w e s t e r n slo p e t o j o i n . T h i s m e m b e r s h i p i n f o r m a t i o n w a s s e n t o u t w i t h a m e s s a g e t o a l l o f s t a f f le t t i n g t h e m k n o w t h a t a l l e m p l o y e e s a r e a b l e t o b e c o m e a m e m b e r u n d e r t h e C i t y o f Du r a n g o m e m b e r s h i p . G A R E h a s a v a r i e t y o f r e s o u r c e s a v a i l a b l e t h a t w e a r e h o p i n g w i l l he l p u s c r e a t e a m o r e d i v e r s e , e q u i t a b l e , a n d i n c l u s i v e w o r k p l a c e a n d c o m m u n i t y . T h e r e w i l l be m o r e t o c o m e a s w e c o n t i n u e w o r k i n g t h r o u g h t h i s p r o c e s s . Th e C i t y o f D u r a n g o h a s a C o m m u n i t y R e l a t i o n s C o m m i s s i o n t h a t h a s h e l d se v e r a l l i s t e n i n g s e s s i o n s t o h e a r a b o u t t h e e x p e r i e n c e s p e o p l e w e r e / a r e h a v i n g in o u r c o m m u n i t y w h i c h r e s u l t e d i n a r e c o m m e n d a t i o n t o C o u n c i l f o r a C o u n c i l go a l s p e c i f i c t o D i v e r s i t y , E q u i t y , a n d I n c l u s i o n . T h e C o m m u n i t y R e l a t i o n s Co m m i s s i o n i s a l s o w o r k i n g w i t h o u r C h i e f o f P o l i c e t o w o r k o n c h a n g e s f o r t h e Po l i c e D e p a r t m e n t . I n a d d i t i o n , t h e P o l i c e D e p a r t m e n t h a s p u t t o g e t h e r a wo r k i n g g r o u p t o r e v i e w t h e r e c r u i t m e n t p r o c e s s f o r o f f i c e r s . Es t e s P a r k We h a v e e n g a g e d a f a c i l i t a t o r t o c o n d u c t a s e r i e s o f e q u i t y , d i v e r s i t y , a n d i n c l u s i o n t r a i n i n g s fo r o u r E x e c u t i v e L e a d e r s h i p T e a m . T h e g o a l i s t o h e l p t e a m m e m b e r s b e t t e r u n d e r s t a n d an d r e c o g n i z e u n c o n s c i o u s b i a s , w h i t e p r i v i l e g e , a n d h o w p e r v a s i v e i n s t i t u t i o n a l i z e d a n d sy s t e m i c r a c i s m h a s l e d t o g r e a t d i s p a r i t i e s i n o p p o r t u n i t i e s a n d o u t c o m e s f o r p e o p l e o f di f f e r e n t r a c e s . We a r e a l s o g o i n g t o b e c o n d u c t i n g a c o m m u n i t y s u r v e y t o l e a r n m o r e a b o u t t h e pe r s p e c t i v e s o f o u r r e s i d e n t s r e g a r d i n g e q u i t y , d i v e r s i t y , a n d i n c l u s i o n . W e h o p e th e f e e d b a c k g a t h e r e d t h r o u g h t h e s u r v e y w i l l h e l p i n f o r m d e c i s i o n m a k i n g a n d in s p i r e e l e c t e d o f f i c i a l s a n d s t a f f t o a p p l y a r a c i a l e q u i t y l e n s w h e n f o r m u l a t i n g an d c a r r y in g o u t p oli c i e s a n d o p er a t i o n a l p ro c e d u r e s Fo r t C o l l i n s A s o u t l i n e d i n t h e C i t y ' s S o c i a l S u s t a i n a b i l i t y s t r a t e g i c p l a n , e q u i t y a n d i n c l u s i o n a r e fr a m e w o r k s t o a c c o m p l i s h t h e C i t y ' s g o a l s o f s u s t a i n i n g a n e n v i r o n m e n t w h e r e r e s i d e n t s a n d vis i t o r s f e e l w e l c o m e d , s a f e a n d v a l u e d i n t h e c o m m u n i t y . W e c o n s i d e r a n e q u i t a b l e co m m u n i t y t o b e o n e w h e r e a p e r s o n ' s i d e n t i t y o r i d e n t i t i e s - - o r w h a t z i p c o d e t h e y l i v e i n - - do e s n o t n e g a t i v e l y i m p a c t t h e i r a b i l i t y t o t h r i v e . B e c a u s e l o c a l g o v e r n m e n t i s u n i q u e l y po i s e d t o h e l p d i s m a n t l e t h e i n s t i t u t i o n a l a n d s y s t e m i c i m p a c t s o f r a c i s m a n d o p p r e s s i o n , t h e Ci t y o f F o r t C o l l i n s s e e k s t o p r o a c t i v e l y a d d r e s s b a r r i e r s t h a t p e r p e t u a t e i n e q u i t y . Pr o v i d e d do c u m e n t o f i n i t i a t i v e s (at t a c h e d ) ht t p s : / / w w w . f c g o v . c o m / s o c i a l s u s t a in a b i l i t y / e q u i t y . p h p Janet Freeman at jfreeman@fcgov.com/970-221-6758 Fo u n t a i n 1 . W e c r e a t e d a Di ve r s it y & I nc l us i on t ea m s e v e r a l y e a r s a g o , w hi c h h as b ee n t as k e d w it h pr o v i d i n g o n g o i n g t r a i n i n g s f o r s t a f f a s w e l l a s r e v i e w i n g o u r p o l i c i e s & p r o c e d u r e s t o h e l p en s u r e t h a t w e a r e a d d r e s s i n g t h e s e i s s u e s . 2. O n e o f t h e p r o g r a m s t h a t t h e D & I t e a m c a m e u p w i t h i s a “ S h o p T a l k ” e v e n t t o r a n d o m l y br i n g e m p l o y e e s f r o m a r o u n d t h e o r g a n i z a t i o n i n t o a m o d e r a t e d w o r k s h o p w h e r e t h e y di s c u s s i s s u e s o f d i v e r s i t y , e q u i t y , a n d i n c l u s i o n a n d d o a s p e e d - d a t i n g t y p e o f a c t i v i t y w h e r e th e y r o t a t e a m o n g s t t h e m s e l v e s a n d s p e n d 4 m i n u t e s i n a q u i c k c o n v e r s a t i o n t o l e a r n m o r e ab o u t t h e i r c o - w o r k e r s . T h i s w a s b a s e d o n s o m e o f t h e c o n c e p t s i n V e r n ā M e y e r s ’ b o o k “M o v i n g D i v e r s i t y F o r w a r d , ” p a r t o f w h i c h f o c u s e s i n i n c r e a s i n g c o n v e r s a t i o n s a m o n g s t in d i v i d u a l s t o h e l p b r e a k d o w n b a r r i e r s . 3. W e a r e w o r k i n g n o w w i t h t h e C o l o r a d o S p r i n g s N A A C P t o h e l p u s i d e n t i f y a c o n s u l t a n t t o ta k e a d e e p d i v e i n t o o u r H R p o l i c e s a n d h i r i n g p r a c t i c e s t o h e l p u s w e e d o u t a n y un i n t e n t i o n a l l y b i a s e d p r a c t i c e s Ou r P D h a s p e r i o d i c c o n v e r s a t i o n s w i t h b l a c k l e a d e r s i n o u r c o m m u n i t y t o e n s u r e th a t w e h a v e b u i l t r e l a t i o n s h i p s o f t r u s t l o n g b e f o r e a n y t h i n g n e g a t i v e h a p p e n s . Th i s a l s o s t a r t e d y e a r s a g o a n d c o n t i n u e s . Fr u i t a •A s a l e a d e r s h i p t e a m w e a r e r e a d i n g o r l i s t e n i n g t o l i t e r a t u r e o r p o d c a s t s t h a t w e t a k e t u r n s le a d i n g a 1 5 - 2 0 m i n u t e d i s c u s s i o n e a c h w e e k . W e b e g a n w i t h r e a d i n g M L K J r . ’ s l e t t e r f r o m Bir m i n g h a m p r i s o n a n d r e c e n t l y g o i n g t h r o u g h t h e p o d c a s t F i n d i n g F r e d . W e h a v e f o u n d t h i s pr o d u c t i v e t o o p e n u p , d i s c u s s d i f f i c u l t t o p i c s , b r o a d e n o u r p e r s p e c t i v e s a n d h e l p u s t h e n ev a l u a t e i n t e r n a l p o l i c i e s a n d p r a c t i c e s t o a v o i d a n y i n a d v e r t e n t r e s u l t s o f e x c l u d i n g a n y pe r s o n . •W e r e a c h e d o u t t o g r o u p s s u c h a s R i g h t a n d W r o n g , B l a c k L i v e s M a t t e r a n d Bl a c k C i t i z e n s a n d F r i e n d s o f M e s a C o u n t y t o h a v e a n o p e n d i a l o g u e w i t h C i t y Co u n c i l , m y s e l f a n d o u r P o l i c e C h i e f . T h i s w i l l l e a d t o s i m i l a r f o l l o w - u p dis c u s s i o n s w i t h C o u n c i l b u t a l s o w i t h o u r B o a r d s a n d C o m m i s s i o n s . •C i t y C o u n c i l a d o p t e d a P r o c l a m a t i o n o f S o l i d a r i t y a n d a C o m m i t m e n t t o Ad d r e s s i n g R a c i s m i n O u r C o m m u n i t y ( a t t a c h e d ) o n J u n e 1 6 , 2 0 2 0 . T h i s b u i l t up o n a p r e v i o u s I n c l u s i v i t y P r o c l a m a t i o n a d o p t e d N o v e m b e r 2 0 , 2 0 1 8 ( p a s t e d be l o w ) . •W i t h t h e l e a d o f t w o o f o u r C i t y C o u n c i l m e m b e r s w o r k i n g w i t h o u r L i b r a r y Br a n c h l o c a t e d o a t o u r C o m m u n i t y C e n t e r , a c o m m u n i t y d i a l o g u e / b o o k c l u b i s t o be s t a r t e d t h a t w i l l f o c u s o n t h i s t o p i c . T h e k i c k - o f f e v e n t i s l a t e r t h i s m o n t h ( f l i e r is a t t a c h e d ) . W e w ill l i k e l y b e c o m e a s po n s o r o f t h e o n g o i n g d i s c u s s i o n s . •W e h a v e a r e p r e s e n t a t i v e f r o m C i t y C o u n c i l o n t h e G r a n d V a l l e y T a s k F o r c e fo c u s e d o n t h i s t o p i c , w h i c h i s i n t h e s t a g e s o f i d e n t i f y i n g t h e i r v i s i o n a n d g o a l s an d a s s i g n i n g 7 - 8 c o m m i t t e e s f o r l o n g - t e r m w o r k . Gr a n d J u n c t i o n Th e C i t y h a s o f f e r e d e m p l o y e e s t r a i n i n g s o n b i a s e s a n d a g r o u p o f m a n a g e r s a n d su p e r v i s o r s a r e t a k i n g a d e e p e r d i v e i n t o t o p i c w i t h a m u l t i - w e e k t r a i n i n g p r o g r a m . W e a r e al s o c o n t i n u i n g m e s s a g i n g t o e m p l o y e e s a b o u t b i a s e s a n d i n e q u a l i t i e s t h r o u g h n e w s l e t t e r s an d i n s t a f f m e e t i n g s . Th e C i t y o f G r a n d J u n c t i o n i s s u e d a p r o c l a m a t i o n o n i n c l u s i v i t y i n t h e c i t y i n Ja n u a r y . C o u n c i l h a s a l s o a c k n o w l e d g e d t h a t t h e r e a r e s y s t e m i c p r o b l e m s i n t h e co m m u n i t y t h a t m u s t b e a d d r e s s e d a n d h a v e v o i c e d t h e i r c o m m i t m e n t t o e n d i n g ra c i s m a n d a d v a n c i n g e q u a l i t y a n d s o c i a l j u s t i c e . C o u n c i l h a s a l s o h e a r d f r o m ma n y c i t i z e n s w h o v o i c e d t h e i r e x p e r i e n c e a n d c o m p l a i n t s a b o u t r a c i s m e x i s t i n g in t h e c i t y , a n d a t a m e e t i n g i n e a r l y J u n e , t h e C o u n c i l a p p o i n t e d a c o m m i t t e e o f th r e e c o u n c i l m e m b e r s t o e n g a g e w i t h c o m m u n i t y m e m b e r s t o f o r m a t a s k f o r c e , wit h b r o a d r e p r e s e n t a t i o n o f g o v e r n m e n t s , n o n p r o f i t s a n d c i t i z e n s , t o d i s c u s s a n d off e r c o n c r e t e s o l u t i o n s t h a t w i l l a d d r e s s t h o s e p r o b l e m s . Ig n a c i o We h a v e b e e n a s s o c i a t e d w i t h a r e g i o n a l r e s i l i e n c y p r o j e c t l e d b y t h e C R O a n d we h a v e i d e n t i f i e d a n d p r i o r i t i z e d r a c i a l e q u i t y a n d d i v e r s i t y a s c r i t i c a l t o o u r re g i o n . F r o m t h a t , I h a v e b e e n w o r k i n g w i t h o u r p o l i c e d e p a r t m e n t a n d en c o u r a g i n g a r e g i o n a l a p p r o a c h t o t h i s i s s u e w h i c h i s e s c a l a t i n g d a i l y un f o r t u n a t e l y . I e n v i s i o n t h e r e g i o n s l a w e n f o r c e m e n t a g e n c i e s w o r k i n g t o g e t h e r to d r a f t t h e i r m e s s a g e a n d c o m m e n c e o n a d e t a i l e d e d u c a t i o n a n d o u t r e a c h p l a n to c o m m u n i c a t e w i t h t h e c o m m u n i t y r e g ar d i n g t h e s e i s s u e s . La k e w o o d Th e C i t y o f L a k e w o o d h a s e s t a b l i s h e d a r a c i a l e q u i t y a n d i n c l u s i o n c o m m i t t e e t h a t i n c l u d e s me m b e r s f r o m b o t h i n t e r n a l a n d e x t e r n a l f a c i n g d e p a r t m e n t t o b e t t e r u n d e r s t a n d t h e ch a l l e n g e s a s s o c i a t e d w i t h t h i s t o p i c a s i t r e l a t e s t o m u n i c i p a l g o v e r n m e n t . T h e g r o u p i s cu r r e n t l y p a r t i c i p a t i n g i n t h e U S D N E q u i t y F o u n d a t i o n s T r a i n i n g t o b e t t e r d e v e l o p i d e a s t o in c o r p o r a t e b e s t p r a c t i c e s i n t o o u r o r g a n i z a t i o n a n d t h r o u g h o u t t h e c o m m u n i t y . I n o r d e r t o pr o m o t e a d i v e r s e w o r k f o r c e , r e p r e s e n t a t i v e o f t h e c o m m u n i t y w h i c h w e h e l p g o v e r n t h e Ci t y ’ s H R d e p a r t m e n t , a s a r u l e , p r o m o t e s j o b o p e n i n g s o n t h e f o l l o w i n g l i s t o f w e b s i t e s in c l u d i n g d u r i n g o u r P o l i c e D e p a r t m e n t r e c r u i t i n g p r o c e s s . ꞏ H i r e V e t e r a n s . c o m ꞏ H i s p a n i c - j o b s . c o m ꞏ L a t c a r e e r s . c o m ꞏ L a t p r o . c o m ꞏ M i n o r i t y j o b s . n e t ꞏ N a t i v e A m e r i c a n J o b s . c o m ꞏ D i v e r s i t y E m p l o y e r s . c o m ꞏ E m p l o y D i v e r s i t y . c o m ꞏ A s i a n A v e n u e M a g a z i n e ( P r i n t ) ꞏ C o l o r a d o C h i n e s e N e w s ( P r i n t ) ꞏ B l a c k C h a m b e r o f C o m m e r c e ꞏ N a t i o n a l M i n o r i t y U p d a t e ꞏ L a V o z H i s p a n i c N e w s p a p e r ( P r i n t ) Ad d i t i o n a l l y , t h e C i t y h a s a d o p t e d a s e t o f c o r e c h a r a c t e r i s t i c s f o r o u r e m p l o y e e s w h i c h in c l u d e R e s p e c t a n d C o l l a b o r a t i o n w i t h a l l m e m b e r s o f t h e w o r k f o r c e a n d C o m m u n i t y a s a to p p il l a r . T h i s p er m e a t e s b o t h o u r o r g an i z a t i o n a n d c o m m u n i t y In a d d i t i o n t o t h o s e m e n t i o n e d a b o v e , w h i c h a l s o s p a n i n t o t h e r e a l m o f co m m u n i t y e n g a g e m e n t , t h e L a k e w o o d P o l i c e D e p a r t m e n t , o v e r t h e p a s t t h r e e ye a r s h a s b e c o m e v e r y i n n o v a t i v e i n o u r p o l i c i n g s t r a t e g y . I n 2 0 1 7 w e d e v e l o p e d th e C o m m u n i t y A c t i o n T e a m ( C A T ) w h i c h f o c u s e s h e a v i l y o n m e d i a t i o n a n d re s o l v i n g d i s p u t e s a s w e l l a s p r o v i d i n g o u r h o m e l e s s p o p u l a t i o n w i t h r e s o u r c e s . In 2 0 2 0 w e o n - b o a r d e d t w o H o m e l e s s N a v i g a t o r s w h o s e r o l e s a r e t o p r o a c t i v e l y en g a g e t h e c o m m u n i t y a n d p r o v i d e r e s o u r c e s t o t h e t r a n s i e n t p o p u l a t i o n . W e ha v e a l s o b e g u n t h e s e l e c t i o n p r o c e s s f o r t w o L E A D ( L a w E n f o r c e m e n t A s s i s t e d Div e r s i o n ) C a s e m a n a g e r s t o l e a d a c o m m u n i t y - b a s e d d i v e r s i o n a p p r o a c h t h a t i s de s i g n e d t o b e t t e r m e e t t h e n e e d s o f i n d i v i d u a l s w i t h a h i s t o r y o f s u b s t a n c e ab u s e a n d l o w - l e v e l d r u g t r a f f i c k i n g o f f e n s e s , i m p r o v e t h e h e a l t h a n d h o u s i n g st a t u s o f p a r t i c i p a n t s , r e d u c e t h e r e c i d i v i s m r a t e f o r l o w - l e v e l d r u g a n d a l c o h o l off e n d e r s , a n d s t r e n g t h e n c o l l a b o r a t i o n w i t h c i t y a n d c o m m u n i t y b a s e d p a r t n e r s . We , a d d i t i o n a l l y h a v e p r o a c t i v e l y p a r t n e r e d w i t h t w o J e f f e r s o n C o u n t y M e n t a l He a l t h C a s e M a n a g e r s w h o , w h i l e w o r k i n g f o r J C M H s i t i n t h e p u b l i c s a f e t y ce n t e r a l o n g s i d e o u r C A T t e a m . T h i s p a r t n e r s h i p a l l o w s L a k e w o o d P o l i c e Of f i c e r s t o c o n n e c t r e s i d e n t s w h o s t r u g g l e w i t h m e n t a l h e a l t h c o n c e r n s t o t h e ca s e m a n a g e r s i n a n e f f o r t t o k e e p t h e m f r o m b e c o m i n g o f f e n d e r s . A l l o f t h e s e pr o g r a m s a r e d e s i g n e d t o b e t t e r c o n n e c t t h e L a k e w o o d P o l i c e D e p a r t m e n t w i t h th e c o m m u n i t y t h e y s e r v e . Lo n g m o n t Th e C i t y o f L o n g m o n t h a s b e e n w o r k i n g o n e q u i t y i s s u e s a n d g o a l s f o r d e c a d e s , a n d t h e su s t a i n a b i l i t y p l a n ( w h i c h c a l l s f o r t h e c r e a t i o n o f a n e q u i t y s t r a t e g y ) , t h e c o l l a b o r a t i o n be t w e e n C o m m u n i t y & N e i g h b o r h o o d R e s o u r c e s ( C N & R ) a n d S u s t a i n a b i l i t y , a n d co m m i t m e n t f r o m t h e C i t y M a n a g e r ’ s o f f i c e t o m a k e e q u i t y a C i t y v a l u e p r o v i d e d t h e op p o r t u n i t y t o t a k e t h e n e x t s t e p o f c r e a t i n g a f o r m a l p r o c e s s a n d g r o u p t o f u r t h e r e q u i t y . Th e c r e a t i o n o f t h e i n t e r n a l e q u i t y t e a m f i r s t b e g a n i n t h e s u m m e r o f 2 0 1 9 , C N & R a n d Su s t a i n a b i l i t y p r o p o s e d t h e U r b a n S u s t a i n a b i l i t y D i r e c t o r ’ s N e t w o r k ( U S D N ) e q u i t y fo u n d a t i o n s t r a i n i n g t o t h e l e a d e r s h i p t e a m a s a f i r s t s t e p i n d e v e l o p i n g a C i t y w i d e E q u i t y St r a t e g y , a s i d e n t i f i e d i n t h e C i t y ’ s S u s t a i n a b i l i t y P l a n . T h e g o a l w a s t o t a k e b o t h l e a d e r s h i p an d s t a f f t h r o u g h t h e t r a i n i n g t o d e v e l o p a f o u n d a t i o n a l u n d e r s t a n d i n g o f e q u i t y a n d t h e r o l e , sp e c i f i c a l l y , o f m u n i c i p a l g o v e r n m e n t l e a d e r s a n d s t a f f i n a d d r e s s i n g e q u i t y a t a l o c a l l e v e l . Le a d e r s h i p a n d s t a f f a t a l l l e v e l s , i d e n t i f i e d b y l e a d e r s h i p , f r o m e a c h d e p a r t m e n t p a r t i c i p a t e d in t h i s t r a i n i n g . O n c e t h e t r a i n i n g w a s c o m p l e t e , t h e m e m b e r s d e c i d e d t h e n e x t b e s t s t e p wa s t o c r e a t e a n i n t e r n a l e q u i t y t e a m t o i d e n t i f y h o w t o i n c r e a s e u n d e r s t a n d i n g a n d p r a c t i c e of e q u i t y a c r o s s t h e o r g a n i z a t i o n . M e m b e r s f r o m t h e o r i g i n a l g r o u p t h a t w e n t t h r o u g h t h e eq u i t y t r a i n i n g v o l u n t e e r e d t o p a r t i c i p a t e o n t h e e q u i t y t e a m w h i c h h a d i t s f i r s t m e e t i n g a t t h e en d o f 2 0 1 9 . Th e e q u i t y t e a m i s s t i l l v e r y n e w a n d w e h o p e t o b e a b l e t o g r o w t h e g r o u p , i n c r e a s e re p r e s e n t a t i o n f r o m a l l C i t y d e p a r t m e n t s a n d e n g a g e m o r e m e m b e r s o f C i t y s t a f f o v e r t i m e . In a d d i t i o n : • C i t y h a d a n i n t e r n a l t r a i n i n g t e a m a n d d i v e r s i t y t e a m u p u n t i l t h e 2 0 0 7 / 0 8 . T h e d i v e r s i t y te a m b r o k e u p i n t o 3 t a s k f o r c e s : e d u c a t i o n , s a f e t y & r e c r u i t m e n t / r e t e n t i o n . • C u l t u r a l A t t r i b u t e s t e a m w o r k 2 0 1 3 a n d 2 0 1 4 . • E m p l o y e e A d v i s o r y G r o u p h a s b e e n w o r k i n g o n e m p l o y e e c o m m u n i c a t i o n s a n d em p l o y e e s i s s u e s t h a t a r e t i e d t o e q u i t y . • B i l i n g u a l p a y s i n c e 2 0 0 3 - w a s a s t a r t i n g p o i n t t o a d d r e s s l a n g u a g e a c c e s s i s s u e f o r co m m u n i t y a n d e q u i t y i s s u e s i n t e r n a l l y r e c o g n i z i n g t h e s k i l l b y i m p l e m e n t i n g b i l i n g u a l p a y . • C i t y o f L o n g m o n t a n d s u r r o u n d i n g c o m m u n i t i e s a r e f o c u s e d o n b u i l d i n g e q u i t y i n t o t h e wa y t h e y d o b u s i n e s s . • C i t y o f L o n g m o n t i s a m e m b e r o f G o v e r n m e n t A l l i a n c e o n R a c e & E q u i t y Equity Team COL EquityTeamCOL@longmo ntcolorado.onmicrosoft.co m Francie Jaffe at francie.jaffe@longmontcol orado.gov Lo u i s v i l l e Em b e d d e d D E I i n t o o u r l e a d e r s h i p c o m p e t e n c y m o d e l ꞏ O n g o i n g F r a n k l i n C o v e y U n c o n s c i o u s B i a s T r a i n i n g . C u r r e n t l y , v o l u n t a r y b u t p o t e n t i a l l y a m a n d a t o r y c o u r s e i n t h e f u t u r e ꞏ R e q u i r e d o n - d e m a n d a n t i - h a r a s s m e n t t r a i n i n g t h r o u g h T r a l i a n t ꞏ S m a l l l e a d e r s h i p c o m m i t t e e m e e t s w e e k l y t o w o r k o n D E I s t r a t e g y . I t i n c l u d e s : T h e Di r e c t o r o f L i b r a r y a n d M u s e u m S e r v i c e s , T h e C h i e f o f P o l i c e , T h e C i t y M a n a g e r , T h e De p u t y C i t y M a n a g e r , T h e H R D i r e c t o r a n d m y s e l f ꞏ W o r k i n g t o w a r d s i n c l u d i n g D E I i n o u r s t r a t e g i c p l a n f o r 2 0 2 1 - 2 0 2 2 ꞏ W e h a v e a D E I L e a r n i n g C o r n e r i n o u r E m p l o y e e N e w s l e t t e r ꞏ T h e L i b r a r y i s f o r m i n g a n e m p l o y e e r e s o u r c e l i b r a r y o f D E I f o c u s e d b o o k s ꞏ W e a r e e v a l u a t i n g p o t e n t i a l t r a i n i n g p a r t n e r s t o p r o v i d e a d d i t i o n a l t r a i n i n g t a r g e t e d a t di f f e r e n t l e v e l s o f l e a d e r s h i p a n d f r o n t l i n e e m p l o y e e s ꞏ A l l D i r e c t o r s h a v e t a k e n t h e I n t r o d u c t i o n t o C o u r a g e o u s C o n v e r s a t i o n s a b o u t R a c e th r o u g h P E G . ꞏ P r o v i d e d d i r e c t o r s a n d s u p e r v i s o r s k e y m e s s a g e t a l k i n g p o i n t s t o b e g i n d e v e l o p i n g a gr e a t e r u n d e r s t a n d i n g o f w h e r e w e a r e a t t h r o u g h o u t t h e o r g a n i z a t i o n i n r e g a r d s t o D E I ꞏ P l a n n i n g o n j o i n i n g G A R E ꞏ C o n s i d e r i n g p a r t n e r i n g w i t h a c o n s u l t a n t t o h e l p w i t h s t r a t e g y a n d t r a i n i n g ꞏ C o n s i d e r i n g a n e q u i t y a u d i t ꞏ S o m e n e x t s t e p s i n c l u d e : e n g a g i n g f o c u s g r o u p s t o h e l p i n f o r m s t r a t e g y , f o r m a co m m i t t e e o f d i v e r s e e m p l o y e e s t o c h a m p i o n t h e D E I e f f o r t s ꞏ T h e P o l i c e C h i e f h a s i n v i t e d c o m m u n i t y m e m b e r s t o m e e t w i t h h i m t o dis c u s s t h e p o l i c i n g i n t h e c o m m u n i t y ꞏ P o l i c e P o l i c i e s a r e p r e s e n t e d i n t h i s C i t y C o u n c i l M e e t i n g ꞏ C i t y C o u n c i l i s h o l d i n g C o m m u n i t y C o n v e r s a t i o n s o n R a c i a l E q u i t y l e d b y Dr . N i t a M o s b y T y l e r ꞏ T h e L i b r a r y i s g r o w i n g t h e i r d i v e r s e c o l l e c t i o n w i t h a r o t a r y g r a n t Re c o r d i n g o f C o m m u n i t y Co n v e r s a t i o n o n R a c i a l E q u i t y Meagan Brown Learning and Development Specialist City of Louisville C: 720-737-3733 (preferred)P: 303-335-4721 mbrown@louisvilleco.gov No r t h g l e n n We a r e c u r r e n t l y i n t h e p r o c e s s o f d r a f t i n g a n R F P f o r a n a l l - e m p l o y e e s t r a i n i n g o n D E I to p i c s . - T h e r e i s a s m a l l g r o u p o f e m p l o y e e s t h a t w e n t t h r o u g h t h e U S D N E q u i t y w o r k s h o p s th r o u g h t h e G o v e r n m e n t A l l i a n c e o n R a c i a l E q u i t y ( G A R E ) - W e a r e a l s o d r a f t i n g a f r a m e w o r k f o r a n i n t e r n a l e m p l o y e e s R a c i a l d i v e r s i t y b o o k c l u b . - W i l l w o r k w i t h G A R E o n c o h o r t a n d t r a i n i n g o p p o r t u n i t i e s . i n p a r t i c u l a r , W e w o u l d l i k e t o ha v e a s p e c i f i c R a c i a l E q u i t y T o o l k i t f o r N o r t h g l e n n . In O c t o b e r 2 0 1 9 , C o u n c i l a p p r o v e d t h e 2 0 1 9 - 2 0 2 3 S t r a t e g i c P l a n w h i c h i n c l u d e s th e f o l l o w i n g v i s i o n s t a t e m e n t : N o r t h g l e n n i s a d i v e r s e a n d w e l c o m i n g c o m m u n i t y th a t c e l e b r a t e s i t s s m a l l - t o w n c h a r a c t e r , u r b a n e n e r g y a n d t h r i v i n g b u s i n e s s e s . In c l u s i v i t y i s o n e o f t h e f o u r c o m m u n i t y v a l u e s a n d D i v e r s e C o m m u n i t y i s id e n t i f i e d a s o n e o f t h e e i g h t s t r a t e g i c g o a l s . In F a l l 2 0 1 9 , w e a l s o j o i n e d G A R E On J u l y 1 3 , C o u n c i l p a s s e d a r e s o l u t i o n c o m m i t t i n g t h e c i t y t o t h e a d v a n c e m e n t of r a c i a l e q u i t y On A u g 8 , C o u n c i l p a r t i c i p a t e d i n a a n t i - r a c i s m a n d a n t i - o p p r e s s i o n t r a i n i n g . On A u g u s t 2 4 , C o u n c i l f o r m a l l y c r e a t e d t h e D i v e r s i t y , I n c l u s i v i t y , a n d S o c i a l Eq u i t y B o a r d . T h i s B o a r d i s c o m p r i s e d o f 1 1 m e m b e r s ( 2 r e s i d e n t s f r o m e a c h o f th e 4 W a r d s , 1 Y o u t h m e m b e r a t l a r g e , a n d 2 A t - L a r g e m e m b e r s t h a t d o n o t ha v e t o b e r e s i d e n t s b u t h a v e t o h a v e s t r o n g c o m m u n i t y t i e s ) . A p p l i c a t i o n s h a v e be e n o p e n s i n c e A u g u s t 1 1 a n d w i l l c l o s e t h i s F r i , S e p t 4 . T o d a t e , w e h a v e re c e i v e d 3 2 a p p l i c a t i o n s . C o u n c i l w i l l i n t e r v i e w s e l e c t e d a p p l i c a n t s t h e w e e k o f Se p t 1 4 t h a n d a p p o i n t 1 1 m e m b e r s t o t h e B o a r d v i a r e s o l u t i o n o n S e p t 2 8 t h . Th e B o a r d w i l l s t a r t i t s w o r k i n O c t o b e r 2 0 2 0 w i t h t h e h e l p o f a D E I c o n s u l t a n t . Th e y w i l l b e t r a i n e d i n D E I t o p i c s a n d w i l l h o s t a s e r i e s o f c o m m u n i t y l i s t e n i n g to u r s f a c i l i t a t e d b y t h e D E I c o n s u l t a n t . F r o m t h e s e c o m m u n i t y l i s t e n i n g t o u r s , t h e Bo a r d w i l l c r e a t e a w o r k p l a n a n d u l t i m a t e l y m a k e r e c o m m e n d a t i o n s t o C o u n c i l . In c o n j u n c t i o n w i t h t h e B o a r d , a n i n t e r n a l g r o u p o f d e d i c a t e d s t a f f w i l l w o r k w i t h th e B o a r d t o p r o v i d e p o l i c y a n d l o g i s t i c a l i n f o r m a t i o n a n d a s s i s t a n c e a s t h e B o a r d is w o r k i n g o n p r o v i d i n g r e c o m m e n d a t i o n s . T h e i n t e r n a l g r o u p w i l l b e s e l e c t e d id e a l l y t h r o u g h p a r t i c i p a t i o n i n a G A R E c o h o r t . ht t p s : / / w w w . n o r t h g l e n n . o r g / r e s i d e nt s / a b o u t _ n o r t h g l e n n / d i v e r s i t y _ i n c l us i v i t y _ a n d _ s o c i a l _ e q u i t y _ n e x t _ s t ep s . p h p Rupa Venkatesh Assistant to the City Manager P: 303-450-8716 C: 720-376-8069 F: 303-450-8795 rvenkatesh@northglenn.o rg Th o r n t o n Th e C i t y o f T h o r n t o n h a s d e v e l o p e d a t h r e e - p h a s e d a p p r o a c h t o e q u i t y , d i v e r s i t y , a n d in c l u s i o n : 1 ) I n t e r n a l w o r k f o r c e t r a i n i n g , 2 ) d a t a c o l l e c t i o n , a n d 3 ) r e v i e w i n g p r o c e d u r e s a n d pr o c e s s e s b o t h i n t e r n a l l y a n d c o m m u n i t y - f a c i n g . C u r r e n t l y , w e h a v e s t a r t e d o n p h a s e 1 b y fo r m i n g a n i n t e r n a l t a s k f o r c e o f f r o n t l i n e e m p l o y e e s t o r e c o m m e n d t r a i n i n g , i n c l u d i n g a n em p lo y ee s u r v e y, r e s e a r c h i n g a pp ro a c h e s , a n d i n t e r v i e w i n g t r a i n e r s Wh e a t R i d g e Th e C i t y o f W h e a t R i d g e i s t a k i n g t h i s t o p i c t o C i t y C o u n c i l o n S e p t e m b e r 2 1 . W e ’ r e di s c u s s i n g e q u i t y a n d b i a s t r a i n i n g f o r C i t y C o u n c i l i n a d d i t i o n t o a n E q u i t y T a s k F o r c e t h a t lo o k s a t r a c i a l b i a s b o t h i n t e r n a l l y ( C h a r t e r , c o d e s , h i r i n g p r a c t i c e s , o p e r a t i o n a l p o l i c i e s , e t c . ) an d e x t e r n a l l y ( f r o m t h e c o m m u n i t y p e r s p e c t i v e ) . A d d i t i o n a l l y , a l l d e p a r t m e n t s a r e a l r e a d y re v i e w i n g p o l i c i e s a n d p r a c t i c e s t o c h e c k f o r b i a s . (A d d i t i o n a l d o c u m e n t a t t a c h e d . ) 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. Wadsworth Improvement Project ROW Acquisition Update 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.