8/23/2023
1 City of Riverside
Diversity, Equity, & Inclusion
Consultant Services
Key Team
Executive‐in‐Charge
Lamont Browne, Ed.D., MBA
Manager
Lara Opheim, MA
Consultant
David Bushnell, MA
Consultant
Vernetta Mitchell
2City of Riverside
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2 Nationally recognized public sector consultants
We are respected and experienced leaders in management
consulting who equip our clients with innovative solutions so they can better serve their agency, stakeholders, and community. 20,000+ projects 48+ years of service
Our DEI Solutions
Organizational Assessment
Community DEI Audit
Facilitation of Internal DEI Task Force
Talent Systems Redesign
Pay Equity Analysis
DEI Strategic Planning
Leadership Coaching and Training
Our DEI Clients
County of Sacramento (CA)
Housing Authority of the City of San
Buenaventura (CA)
City of Shaker Heights (OH)
City & Police Department of Battle Creek (MI)
Arapahoe County (CO)
Maricopa Community College (AZ)
Gwinnett County Public Schools (GA)
School District of Kansas City (MO)
3City of Riverside
Overview of project goals
4City of Riverside
1. Conduct an analysis and develop a baseline assessment report for the City of Riverside organizational practices
2. Provide knowledge of DEI best practices in similar local government agencies
3. Develop a framework that may include an organizational statement regarding DEI, that may later become a mission statement that may guide the practices, operations, and direction of future efforts
4. Develop recommendations for initial strategies and long ‐term efforts. The recommendations must be presented on a priority basis and must be achievable in the short ‐term. Recommendations for long‐term efforts should include a timeline and indicate st rategies or deliverables for each recommendation
5. Create a Strategic Plan that is specific, measurable, a ttainable, relevant with timebound initiatives that are meaningful to DEI and includes a vision and mission stat ement and reflects the aspirational DEI goals for the City
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3 Overview of project goals (cont’d.)
5City of Riverside
6. Identify key benchmark metrics that can assist the City i n monitoring progress, identify risk areas, and measure overall initiative goal attainment. Develop corresponding reporting structure.
7. Conduct an analysis on the creation of a new classifica tion of Chief Diversity Officer for the City that would focus on both City staff and community initiatives, defi ne roles and responsibilities, appropriate placement under a City department and a salary recommendation based on comparable classification in other governmental agencies.
8. Recommend strategies and develop a roadmap that is aligned with the City’s DEI organization Strategic Plan and values and City’s Strategic Plan Goals and values to advance efforts to remove barriers and foster DEI initiatives communitywide.
9. Develop a comprehensive toolkit that can be used co mmunitywide by partners, contractors, and other stakeholders. The toolkit may include recommendations for training and communication.
10. Identify key benchmark metrics that can assist the City i n monitoring progress, identify risk areas, and measure overall initiative goal attainment. Develop corresponding reporting structure. 1 2 3
Project Delivery l A Four Phase Approach
4 Implementation
Framework
DEI Training
Recommendations
Community Relations
Roadmap
Project Initiation and
Data Collection
Project Kickoff
Client Engagement
Best Practices
Landscape Analysis
Organizational
Assessment
Quantitative Data
Analysis
Internal Staff
Engagement
Develop DEI Action
Plan
DEI Action Plan
(Internal)
Design Annual Review
Process with
Performance
Benchmarks
Key Deliverables:
Peer Review and
Best Practices
Summary
Best Practices
Summary of Annual
Review
Key Deliverables:
Data and Policy
Analysis
Staff Feedback
Summary
Final Report and
Recommendations
6City of Riverside
Key Deliverables:
DEI Action Plan
Comprehensive DEI
Toolkit
Key Deliverables:
DEI Training Plan
Community Relations
Roadmap
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4 Overview of Policy Analysis
7 MGT’s Policy Maturity Model Scale
Exemplar
Ideal
Meets
Status Quo
Underdeveloped
Nascent /
Absent
Policy Maturity Scale
Unique and creative policy designs demonstrating heightened commitment to DEI that makes organization a national leader 8 Policies and procedures go above and beyond what other organizations are doing without causing harm
In line with what peers are currently doing, this could include reproducing harms inherent in the status quo
Policies and procedures do not have sufficient details to meaningfully achieve desired DEI impact
Policies are missing key items or missing entirely
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5 Policy Analysis
Key Analysis Areas
Job Descriptions
Professional Development
Development for Temporary Employees
Evaluation Metrics
Bias removed from job description
Blind resume reviews
Job descriptions communicate clear pay bands
Professional development opportunities
Overall Insights
Strong policies which standardized hiring and commits to local talent sourcing
Neo Gov ATS allows for blind resume screening and objective review of candidates
Testing requirements appropriate, but can create inequities Hiring & Development
Key Analysis Areas
Pay Scale Transparency
Standardized Performance Assessments
Evaluation Metrics
Transparent seniority and promotion requirements
Uniform or standardized performance evaluations
Published compensation and pay‐bands
Overall Insights
Standardized framework for performance evaluations which is a DEI best practice
Part of the performance review, the supervisorial appraisal could benefit from similar standardization to the overall performance evaluation
Policy manual enumerates class and compensation schedule Salary Schedule is published and accessible for employees Pay & Promotion
Exemplar
Ideal
Meets
Status Quo
Underdeveloped
Nascent /
Absent
Policy Maturity Scale
9 Rating: Ideal Rating: Meets Status Quo
Policy Analysis
Key Analysis Areas
LGBTQIA+
Veterans
Disability
Evaluation Metrics
Practices and policies ensure anti‐discrimination and resources for LGBTQIA+ people
Practices and policies ensure anti‐discrimination for veterans
Practices and policies protect disabled people
Overall Insights
LGBT Liaison Program is strong, but could be developed further
Veteran protections implemented
Would benefit from more specific definition of ‘reasonable’ accommodations
Anti‐Discrimination
Analysis Areas
Gender Affirming Care
Specialty Care for Women
B r o a dS p e c t r u mP a i dL e a v e
Evaluation Metrics
Parental leave for new children
Provide childcare and eldercare subsidies or coverage Gender affirming care offered
Child‐bearer specific needs including family planning, lactation breaks, etc.
Overall Insights
Employee Assistance Program is a best practice and affords additional buffer for employees and their families
Parental leave is unpaid and runs exclusively on FMLA. MGT recommends a minimum of 12 weeks time off.
Benefits
Exemplar
Ideal
Meets
Status Quo
Underdeveloped
Nascent /
Absent
Policy Maturity Scale
10 Rating: Meets Status Quo Rating: Meets Status Quo
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6 Policy Analysis
Key Analysis Areas
Reporting Process
Whistleblower Protections
Claimant Separation
Reporting Standards
Evaluation Metrics
‘Sexual Harassment’ clearly defined within policies
Whistleblower/anti‐retaliation established and defined Transparent reporting process which encourages employee input/feedback
Claimant and alleged perpetrator separation
Overall Insights
Strong policies coupled with specific examples
Investigative procedure is very strong
Recommend expanding anti‐retaliation policies
Lack of separative remedy for potential victims of harassment Harassment & Retaliation
Key Analysis Areas
Minimal Jargon
Non‐gendered Language
Additional policies establish DEI supports like ERGs
Evaluation Metrics
HR programs and policies show many attempts to make good faith efforts to be free of jargon
Wherever possible, policies and procedures use non‐
gendered language
Additional policies and procedures that demonstrate good faith efforts
Overall Insights
Accessible language used throughout
Riverside uses “his/her” language which is not best practice Good Faith Efforts
Exemplar
Ideal
Meets
Status Quo
Underdeveloped
Nascent /
Absent
Policy Maturity Scale
11 Rating: Meets Status Quo Rating: Meets Status Quo
Staff Engagement
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7 DEI Survey
What was the Purpose of the Survey?
Assess and identify employee’s feedback on DEI in
the workplace
An opportunity for employees to provide
feedback on the City’s culture and strategies as it
relates to DEI
All feedback will be categorized into general
themes that will drive future improvement efforts
Tied to Envision Riverside 2025 Strategic Plan
(Equity as Cross‐Cutting Thread)
Open June 6 to June 24
685 employees responded,
33% response rate
Statistical significance at 95%
confidence level, 5% margin
of error
Voluntary responses
Survey Results: Likert Statements
The City fosters a safe workplace that allows employees to be themselves without fear. 14 13
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8 Survey Results: Likert Statements
The City’s Human Resources policies and/or procedures encourage diversity, equity and inclusion.
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The City takes active measures to seek a diverse candidate pool when hiring. 16 15
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9 Survey Results: Likert Statements
City leadership treats all employees equitably.
17 Survey Results: Likert Statements
I believe the City will take appropriate action in response to incidents of discrimination or bias.
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10 Survey Results: Open Ended Responses
Our Approach
Our Parent Codes map directly onto the open‐
ended questions of our survey.
Child Codes were developed based on
participant feedback and common answers to
questions coupled with DEI best practices.
Minimum responses to be included were 3
responses with the exception of experiences of
exclusion which were all included.
MGT identified five overarching survey themes:
Clearly Define Advancement Policies
Increase Accountability and Reinforce
Harassment Policies
Offer More Inclusive Programming & DEI
Training
Employees Appreciate Current DEI Efforts
19 Open Ended Questions Thematic Codes
Comments or suggestions for improving: Overall
Diversity, Equity, and Inclusion Culture
Anti‐Retaliation
Authenticity of Policies
Avoid “Flavor of the Month” DEI
Equitable Work Assignments
Inclusive Programming
Increased Accessibility – Paid Family Leave
Increase Efforts messaging
Lead by Example
More Diversity in Leadership
Comments or suggestions for improving: Hiring
and Recruitment
“Blind Interviews”
Bilingual Preference
Diversify Interview Panels
Diversity in Leadership
Hiring Transparency
Maintain Status Quo
More Diversity Wanted
Comments or suggestions for improving: Career
Development
Cross Training
Equitable Pay for Different Positions
Improve/Implement Specialized Training
Maintain Status Quo
Need for Development/Promotion Paths
Remove Degree Requirement for Promotion
Social Cross‐Pollination
Comments or Suggestions for Improving:
Personal Experiences
Maintain Things Going Well
Neutral, non‐political attire + Etiquette
Professional Speakers
Comments or suggestions for improving: Policies
and Procedures
“Good Old Boys” Club
Discipline/Accountability
Reinforce Policies
Sexism
Comments or Suggestions for improving:
Inclusion
Allow for self‐expression
Implement Employee Feedback
Make Work Environment more LGBT Friendly
Open Conversation Starters
Comments or Suggestions for improving: Your
immediate supervisor
Add Open Door Policy
My Supervisor is Great
Weak Supervisor
Comments or suggestions for improving:
Diversity Training
Allow Employee Participation
Raise awareness of Provided Programs
Continue/Increase DEI training/programming
Dog Whistles
What improvements can be made to citywide
DEI efforts
Continue/Increase DEI Training
Discipline/Accountability
Diversify Interview Panels
Division‐Specific Surveys
Ease Political Divide
Employee Social Gatherings/Team Building
End Favoritism/Nepotism
Hire/Promote from within the Department
Hire/Promote more Diverse Candidates
Inclusive Programming
Increase Accessibility/Paid Family Leave
Increase DEI Efforts Messaging
Maintain Status Quo
What is the city doing well in terms of building a
diverse equitable and inclusive workforce
Continue/Increase DEI Training
Emphasizing Equality/equity
Hiring Diverse Employees
Increase DEI Efforts/Messaging
Increase DEI Practices within Department
Maintain Status Quo
Outreach/Surveys
Clearly Define Advancement Policies
Training and Skill Expansion opportunities have not been offered equally to employees which impacts career development paths for those not offered the same opportunities.
Nepotism is common and should have no place in a public agency.
There is always talk of the need for succession planning, but it seems like nothing ever happens with it.
HR used to have a pretty decent internal training program, but it seems like that has either gone away or just isn’t advertised well anymore. In their defense, they likely don’t have enough people to develop let alone implement and maintain such a program.
The City has many individuals with years of experience that are unable to even apply for positions because they do not have a college degree or unit credit. I think a review of college unit requirements for all SEIU positions should be conducted.
Increase Accountability and Reinforce Harassment Policies I understand that there are channels for this. But I have seen employees follow those channels and then end up with no help and in an awkward work situation. If there’s a process for reporting incidents, there also needs to be a process to resolve them.
Survey Results: Key Themes
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11 Offer More Inclusive Programming & DEI Training
[We need] more conversations with staff so we feel comfortable talking about DEI and have the language to express ourselves and communicate with community members.
All new City staff should have to complete DEI training and sexual harassment training in the workplace.
Share more of the examples of the video in our diversity training that included more actual City staff in the video. This part of our training was the most effective because it gave you a more real example.
Obviously, many negative examples might not work with City staff due to privacy but real examples that were mitigated within the City might be good examples.
Employees Appreciate Current DEI Efforts
The City is doing their part by providing awareness. An example would be the upcoming webinar, Cultural Diversity & Gender Differences by TCTI.
Translations and making the city more accessible has been great for the city overall, however, that comes at the price of overworking and underappreciating the current workforce Survey Results: Key Themes
21 Recommendations
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12 City of Riverside 23
Recommendations
Conduct an external DEI assessment with co mmunity input based upon the communitywide roadmap
Establish and implement a progress monitoring tool to assess implementation and impact of DEI Action Plan
Clarify the roles and authority of the DEI Committee in relation to the City’s DEI initiatives and the role of the DEI Officer
Clearly define promotion and advancement criteria and processes as well as provide employee‐wide communications to establish transparency
Implement training plan to ensure continued D EI training opportunities for all employees Thank You
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13 City of Riverside
DEI Action Plan
DEI Action Plan (Draft)
26City of Riverside
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14 DEI Action Plan (Draft)
27City of Riverside
DEI Action Plan (Draft)
28City of Riverside
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15 DEI Action Plan (Draft)
29City of Riverside
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