December 19, 2023
Diversity
Equity
Inclusion
Belonging
To the Alameda City Council
From the Equity Working Group
• Introduction: Jennifer Ott
• Background: Lisa Cooper
• Recommendations: Rachel
Wagstaff
• Next Steps: Jennifer Ott
AGENDA
STRATEGIC PLAN VISION
Alameda is an inclusive and connected community where everyone is welcome and supported with robust and sustainable city services.
Residents and visitors enjoy access to safe, architecturally varied neighborhoods, vibrant commercial centers, and beautiful outdoor spaces. We prioritize housing options for all, and ensure residents’ access to safe, climate-friendly, transportation options. The City is resilient to climate change and is prepared for natural disasters. Alameda government is fiscally responsible, invested in staff, transparent in decision-making, and committed to equity.
INTRODUCTION
• City management is striving towards a diverse and equitable organization that makes all of our employees, regardless of who they are and what their backgrounds are, feel like they belong, are respected, and included • As we continue to move forward, we will explore how the City can incorporate DEIB goals to an even greater extent into how we provide services to the community
• Thank you to everyone who has participated in this extensive process – members of the Equity Working Group, refinement committee, and all of the staff who have shared their stories and feedback
ACCESSIBILITY
• Accessibility is a critical component of the City’s internal DEIB efforts o Diversity includes disability status
o Equity includes access for all employees
o An Inclusive workplace must be accessible
o To be successful, all employees must experience a sense of Belonging • ADA Transition Plan being updated to make City facilities and employment opportunities accessible
• Employee and community feedback to inform prioritization of investments in the coming years for City Council consideration Background
WHAT IS DEIB?
• Diversity refers to traits we’re born with and elements we develop in life, such as race, religion, economic
background, ethnicity, gender, sexual orientation, age, military/veteran status, nationality, and disability status, and many other factors
• Equity gives each employee fair and equal access,
opportunities, and advancements, regardless of their
diversity background.
• Inclusion ensures everyone on the team is treated fairly and respectfully, despite their needs and differences.
• Belonging centers around the employee experience
of feeling accepted in the workplace.
BACKGROUND
• Local events
o May 23, 2020 – Mali Watkins arrest
• National events
o May 25, 2020 – George Floyd death
• Peaceful marches in Alameda
• City management commitment
to providing an environment
where employees are able to be
their authentic selves and feel
like they belong here.
BACKGROUND
• 2019: City joins GARE, Government Alliance on Race
and Equity, and conducts initial trainings
• 2021: Alameda expands DEIB efforts and hires
consultants to support staff efforts
• 2022: City management convenes two Zoom meetings
with all staff, conducts 25 individual interviews with
consultants and Councilmembers, supervisors, admin
and field staff, facilitates 6 focus groups with diverse sampling of employees, and hosts a confidential staff
survey with 298 respondents
BACKGROUND
• 2023: Staff Equity Working Group created to
develop recommendations for improving
diversity, equity, inclusion, and belonging
internally within the City of Alameda
• Four subcommittees were formed:
Recruitment, Hiring, Onboarding, & Career
Advancement
Promotion, Professional Development, Retention,
& Harm Prevention
Communication
Culture
EQUITY WORKING GROUP
• Finance: Rachel Wagstaff
• Public Works: Mike Magaro, Mirna
Moreno
• ARPD: Morace McKay, Irene Jung
• BRED: Walker Toma, Lois Butler
• Fire: George Nijmeh, Sam Yussim,
Alex Barbour, Allison Rigau, Cody
Moxley, Monique Raqueno
• AMP: Billie Van Hoosan
• CMO, CAO, Clerk: Amy Wooldridge,
Sarah Henry, Marcie Johnson, Lisa
Cooper, Michelle Esguerra, Irma
Glidden
• PBT: Deirdre McCartney
• HR: Divya Rajput
• IT: Jose Lim, May Sayparn
• Library: Trina Dikitanan
• Police: Scott Dole, Mike Ortega, Maria
Sanchez
BACKGROUND
• Subcommittees worked to create draft recommendations along with example strategies that could help implement those recommendations that were presented to the Equity Working Group for feedback • Subcommittees finalized draft recommendations
• Refinement committee was created to synthesize draft
recommendations
• Final draft recommendations were presented to all staff on October 26, 2023, with staff sharing their feedback and support
• Recommendations being presented tonight reflect the feedback we have heard to date
Recruitment, Hiring, Onboarding, &
Career Advancement
Recommendation 1: Implement processes, policies, and
procedures that are fair, equitable, and structured to attract a diverse pool of candidates.
• Why: The City would like to attract a wider pool of qualified candidates and maintain the City’s diverse workforce.
• Example Strategies:
• Implement standardized processes for posting/promoting job opportunities to reach entry-level candidates through job fairs, schools, and other outreach.
• Establish equitable hiring policies, as well as a transparent online hiring structure/timeline for applicants.
• Status: In progress
Support 84%
Neutral 6%
Don't Support 0%
Need More Info 10%
Recommendation 2: Develop clear, transparent, accessible, and fair hiring practices.
• Why: It’s important for new and existing staff to have a hiring process that is transparent, fair, and
accessible throughout the City and across all
departments.
• Example Strategies:
• Create accessible resources on the City of Alameda website outlining the hiring process.
• Improve transparency of ranking process for applicants. • Status: In progress
Support 82%
Neutral 14%
Don't Support 1%
Need More Info 4%
Recommendation 3: Develop policies and practices across the City that welcome new hires.
• Why: Ensuring that new hires feel welcome and a sense of belonging is important to team building and could help reduce turnover.
• Example Strategies:
• Assign a department ambassador to orient new employees, as well as provide tours, introductions, and resources.
• Develop a toolkit for new hires that includes a list of software, staff and departmental directory, and other helpful references. • Status: In progress
Support 87%
Neutral 9%
Don't Support 1%
Need More Info 4%
Recommendation 4: Provide clear career pathways for
new hires.
• Why: Ensuring clarity and transparency for new staff to chart career pathways will encourage advancement and
long-term retention.
• Example Strategies:
• Provide structures for employee career planning at the onset of hiring.
• Provide clear expectations and processes for internal promotions.
• Status: Planned
Support 75%
Neutral 16%
Don't Support 3%
Need More Info 7%
Promotion, Professional Development,
Retention, & Harm Prevention
Recommendation 5: Provide transparent and equitable
pathways and resources for promotional opportunities.
• Why: Ensuring that strategies and requirements for staff advancement opportunities are clear will increase
workplace satisfaction.
• Example Strategies:
• Prioritize career development for staff, create pathways for advancement, and provide regular feedback to staff.
• Provide tools & resources, such as training materials, seminars, continuing education, and certificates.
• Status: Planned
Support 82%
Neutral 13%
Don't Support 1%
Need More Info 4%
Recommendation 6: Provide equitable access to
professional development opportunities.
• Why: Consistency in providing resources and funding for the professional development of staff increases
workplace satisfaction and reduces turnover.
• Example Strategies:
• Create a mentorship program to support career goals and provide positive feedback.
• Ensure equitable access to instructional materials and educational opportunities.
• Status: Not yet started Citywide
Support 84%
Neutral 12%
Don't Support 1%
Need More Info 3%
Recommendation 7: Build a stronger culture of belonging. • Why: Creating a workplace where employees feel like
they belong will help improve relationships between
supervisors/managers and their staff, as well as reduce turnover.
• Example Strategies:
• Include employee input in setting team and departmental goals as well as in management decisions to ensure goals are achievable.
• Share information and updates regularly so that staff can stay on the same page concerning departmental goals.
• Status: In progress
Support 74%
Neutral 14%
Don't Support 1%
Need More Info 11%
Recommendation 8: Provide harm prevention awareness
and complaint resolution.
• Why: Enhancing the employee complaint process and the City’s responsiveness to complaints will help address
harm caused by unintended bias and microaggressions.
• Example Strategies:
• Provide training and support for an employee peer group, creating a safe space for staff to voice concerns/complaints. • Create a Restorative Justice Committee to helpimprove the resolution process so that employees feel heard and
understood.
• Status: Not yet started
Support 54%
Neutral 18%
Don't Support 4%
Need More Info 25%
Communication
Recommendation 9: Clarify the City’s vision and provide a overview of departments and their roles.
• Why: All staff should have access to broad information about the entire organization, including departments and the City Council and Boards and Commissions.
• Example Strategies:
• Create a handbook that includes the City’s vision and priorities, outlining different functions of the departments, as well as their roles and responsibilities.
• Post onboarding, schedule periodic follow-ups with staff to review information about the organization and provide regular updates. • Status: Not yet started
Support 60%
Neutral 25%
Don't Support 7%
Need More Info 9%
Recommendation 10: Engage staff in the City’s DEIB efforts. • Why: Engaging staff in regular conversations about
diversity, equity, inclusion, and belonging encourages
equal opportunities and inclusiveness, as well as improves our communications.
• Example Strategies:
• Conduct DEIB trainings that include information about how we communicate with each other.
• Host regular Citywide DEIB town halls/speaker series. • Status: In progress
Support 57%
Neutral 26%
Don't Support 7%
Need More Info 9%
Recommendation 11: Keep staff updated about the major
projects and areas of concern within each department and across the City.
• Why: Staff will feel a greater sense of belonging if they are more familiar with what is happening in their own department and in other departments.
• Example Strategies:
• Create a regular newsletter that includes content from all departments that is shared to all staff by email and posted in common areas.
• Have a robust Intranet site that includes City events, road closures, emergency announcements, City news, social media, work
anniversaries, and services available to employees including passports, ARPD programs, Library borrowing and services, etc.
• Status: Not yet started
Support 75%
Neutral 14%
Don't Support 5%
Need More Info 6%
Recommendation 12: Encourage staff to engage in
community relations with a strong commitment to
customer service.
• Why: Providing staff with accessible, timely, and culturally- sensitive information fosters better customer-service
interactions between staff and the residents and customers they serve.
• Example Strategies:
• Managers and supervisors prioritize staff communications with members of the community.
• Successful customer service interactions are positively reinforced. • Status: Not yet started
Support 58%
Neutral 23%
Don't Support 3%
Need More Info 16%
Culture
Recommendation 13: Establish employee core values for
the City of Alameda.
• Why: Defined core values are an important foundation for creating a more inclusive culture that reflects the diversity of the City of Alameda.
• Example Strategies:
• Form a staff working group to establish a set of internal employee core values.
• Form a Citywide task force to establish a set of core values for the City as a whole.
• Status: Not yet started
Support 45%
Neutral 28%
Don't Support 9%
Need More Info 18%
Recommendation 14: Create a permanent DEIB working
group/committee and full-time staff position.
• Why: A permanent location for Diversity, Equity,
Inclusion, and Belonging resources will provide
continuity of staff engagement and strengthen the City’s commitment to DEIB.
• Example Strategies:
• A working group/committee would be tasked with hosting regular DEIB trainings and workshops throughout the year. • Once permanent, this committee would be supported by a new, full-time staff position that exists outside of the HR Department and reports directly to the City Manager.
• Status: Not yet started
Support 39%
Neutral 23%
Don't Support 19%
Need More Info 19%
Next Steps
STAFF FEEDBACK
• Appreciation for staff’s work to develop these recommendations • Interested in developing strategies to measure success or failure and evaluate how we are doing
• Suggest more inclusion of part time employees
• Recommend department open houses
• Wants to make sure onboarding for new employees is offered to existing employees
• Would like to have more opportunities for online DEIB education and training • Some of these recommendations should be more connected to the goal of DEIB • It’s important to make an effort to not ask the same people to do things or for their feedback in relation to their diversity
NEXT STEPS
• Dec 2023: Provide update to the City Council
• 2024
• Prepare implementation plan and timeline
including strategies
• Provide DEIB training to the City Council and
members of the City’s Executive Management
Team, and plan a series of trainings for all staff
• Discuss next steps for external DEIB plan that
includes City services
• Conduct an employee engagement survey
• Include funding for DEIB plan implementation in
the budget cycle
• Ongoing: Prepare and provide progress
updates
Thank you!
D E
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