City of Sacramento
Racial Equity Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-01361 10/24/2023 Discussion Item 3.
Update on Baseline Learning Assessment Results for implementing the Mandatory Diversity, Equity, Inclusion, and Belonging (DEIB)/Racial Equity (RE) Training for City Elected Officials, City Council Staff, and City Council Appointed Officers File ID: 2023-01361
Location: Citywide
Recommendation: 1) Receive and file a presentation on overview and results of the Baseline Learning Assessment implementing Mandatory DEIB/RE Training for City Elected Officials, City Council Staff, and City Council Appointed Officers; and 2) provide direction to Council staff on recommendations regarding further action.
Contact: Aimée Zenzele Barnes, Diversity and Equity Manager, 916-808-1174, [email protected], Office of Diversity & Equity, Department of Human Resources; Larissa Wohl, Strategic Workforce Equity Analyst, 916-808-5839, [email protected], Office of Diversity & Equity, Department of Human Resources
Presenter: Aimée Zenzele Barnes, Diversity and Equity Manager, 916-808-1174, [email protected], Office of Diversity & Equity, Department of Human Resources Attachments:
1-Description/Analysis
2-DEIB RE Baseline Learning Assessment
3-Council Resolution 2023-0113
Additional Description/Analysis
Issue Detail: The City of Sacramento is committed to integrating race and gender equity both internally, through capacity building and workforce equity, as well as externally, through the emerging work of the Sacramento Centered on Race and Equity (SCORE) Initiative. It is important that the Council lead by example to demonstrate a commitment to this work, both for our community and our employees. As such, the need for DEIB/RE training for the City Council is imperative. In May 2023, the City Council adopted a resolution (Resolution) mandating DEIB training for City Elected Officials, City Council Staff, and City Council Appointed Officers, including an updated memo from the Co-
File ID: 2023-01361 10/24/2023 Discussion Item 3.
Chairs of the Racial Equity Committee. As a step toward implementation of the mandated DEIB/RE training, the Racial Equity Committee accepted staff’s recommendation at its August 22, 2023 meeting that City Council, City Council Staff, and City Council Appointed Officers complete the DEIB/RE baseline learning assessment to inform and prioritize the types of training, training content, and learning objectives that are needed and should be prioritized for 2024.
Policy Considerations: None.
Economic Impacts: None.
Environmental Considerations: This action is not a project that is subject to CEQA because it is an administrative activity that will not result in direct or indirect physical changes in the environment. (CEQA Guidelines § 15378(b)(5).)
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: This report provides an update on the assessment and training efforts as directed by Council.
Financial Considerations: Not applicable.
Local Business Enterprise (LBE): Not applicable.
Diversity, Equity, Inclusion, Belonging (DEIB)/Racial Equity (RE) Baseline Learning Assessment for City Elected Officials, City Council Staff, and City Council Appointed Officers
PART I - DEIB Learning Assessment1
Section Significance: There are many important skills and attributes needed to be an effective DEIB leader. This part will provide a self-assessment to establish a baseline of learning in the five areas of:
Personal Characteristics Several factors that provide the ability to develop and foster meaningful relationships.
Knowledge Having foundational understanding of DEIB and a commitment to continuous learning.
Planning The ability to envision an ideal future state and develop a plan to achieve it.
Leading The ability to influence people and systems to move organizations forward.
Communication The ability to receive and share information in a number of methods and strategies.
For each competency statement, please rate yourself on a scale of 1-5. 1 = Definitely Untrue | 2 = Not Very True | 3 = Somewhat True | 4 = Mostly True | 5 = Definitely True
1 Adapted from Insight Paper: DEI Guidebook Second Edition. http://www.talentfirst.net/uploads/files/DEI- Guidebook-Second-Edition-single-pp.v2.4.1.pdf.
Personal Characteristics: There are several individual attributes that increase the effectiveness of the Leader. Those traits center around being authentic, curious, determined, and resilient while finding value in fostering meaningful relationships.
Self-Assessment:
Competency Statements:
I am
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set.
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
Self-Aware.
I understand my own cultural
influences, values, identities, triggers,
dimensions of diversity, and how I am
situated within the organization,
community, and world.
1 2 3 4 5
Resilient.
I continuously move forward while
encountering obstacles and lack of
support (Resilient).
1 2 3 4 5
Authentic.
I offer genuine and trustworthy
leadership.
1 2 3 4 5
Catalyst.
I spark or accelerate change within my
team/division.
1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
Knowledge: To be an effective Leader in advancing DEIB requires a foundational understanding of multiple diversity and inclusion topics. A willingness to engage in continued learning is essential as the workplaces are constantly evolving with language, research, and practice.
Self-Assessment:
Competency Statements:
I can
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set.
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
I can explain a foundational
understanding of diversity, equity,
inclusion, and belonging (DEIB) within
the context of city government.
1 2 3 4 5
Create personal knowledge networks. 1 2 3 4 5
Find relevant sources for DEIB/RE
standards and best practices, especially
those that are relevant to the specific
government sector of the City of
Sacramento
1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
Planning: Strategic planning is a process, not a product. To help offices and departments advance DEIB, leaders are to envision their ideal future state and then support the development of specific plans, strategies, and actionable steps to achieve it.
Self-Assessment:
Competency Statements:
I can
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set.
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
Use collaborative planning processes to
integrate the organization’s DEIB vision
and tactics into the overall strategic
plan of my office/department.
1 2 3 4 5
Use data to make decisions that
advance the City’s DEIB goals. 1 2 3 4 5
Design, implement, and embed DEIB in
community engagement, programs,
and initiatives.
1 2 3 4 5
Create a shared DEIB culture with my
staff, other electeds/officials, and
community careholders.
1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
Leading: Leading organizational change requires both business acumen and political savvy to navigate an organization and communicate data to compel people to act. It also involves influence to shift mindsets, solve problems, and disrupt programs, practices, and systems to move the teams and departments forward.
Self-Assessment:
Competency Statements:
I can
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set.
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
Secure office leadership to support
DEIB. 1 2 3 4 5
Negotiate the needed level of
autonomy to make change. 1 2 3 4 5
Gain followership throughout various
levels of the office, beyond positional
authority based on passion,
competence, and credibility.
1 2 3 4 5
Consult and cooperate with various
internal City staff and other
electeds/officials to execute strategic
plans.
1 2 3 4 5
Collaborate with community
careholders for sourcing, engagement,
and systems change.
1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
Communication: This competency includes listening to others to receive verbal information, speaking to others to convey verbal information; reading documents, charts, graphs, tables, forms, prose, and continuous text; and writing to convey or document written information.
Self-Assessment
Competency Statements:
I can
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set.
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
Effectively communicate with tact,
dignity, and professionalism to multiple
internal City Staff to other
electeds/officials and community
carholders
1 2 3 4 5
Articulate a compelling vision, business
case, and economic case for DEIB . 1 2 3 4 5
Facilitate bold and difficult
conversations about race and other
dimensions of diversity that also create
a brave place for people to be pushed
beyond their comfort zones,
respectfully challenge, and disagree.
1 2 3 4 5
Use storytelling, data, and other
creative approaches to connect, inspire,
educate, and influence.
1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
PART II Racial Equity (RE) Learning Assessment2
Section Significance: Developing RE leadership skills in government relies on self-awareness, understanding intersectional identities, commitment to skill-building in racial equity analysis, and the responsiveness to that analysis and institutional and structural impact analyses. This section highlights City Leaders’ level of growth in these areas.
For each competency statement, please rate yourself on a scale of 1-5. 1 = Definitely Untrue | 2 = Not Very True | 3 = Somewhat True | 4 = Mostly True | 5 = Definitely True Self-Assessment
Competency Statements:
I can
Self-Rating: In each row below (numbered 1-5), circle the number that most accurately describes your skill set
Definitely
Untrue
Not Very
True
Somewhat
True
Mostly
True
Definitely
True
I can share what it means to be working
toward racial justice. 1 2 3 4 5
I can name historical inequalities in
society. 1 2 3 4 5
I can share knowledge of Sacramento’s
history of oppressive practices. (i.e.,
settler colonization, removal of
indigenous people, red-lining, etc.)
1 2 3 4 5
I can share my racial positionality and
how it intersects with minoritized
identities I hold.
1 2 3 4 5
I can name how institutional racism
shows up in the City’s workforce and
the communities the City serves.
1 2 3 4 5
I can explain how equity-focused
practices and changes have been
implemented in the department
because of my engagement in race and
social justice.
1 2 3 4 5
I can communicate an understanding of
my identities and intersectionality. 1 2 3 4 5
I can explain a foundational
understanding of racial justice, social
justice, and inclusion within the context
of city government.
1 2 3 4 5
I can discuss the business case for
actively working toward racial equity. 1 2 3 4 5
I can share how my social identities can
affect how I do my work (i.e., recognizes 1 2 3 4 5
2 Adapted from City of Seattle’s LEAP Self-Assessment & Reflection for City Executive Leaders. https://www.seattle.gov/documents/Departments/HumanResources/Workforce%20Equity/Part%202%20- %20LEAP%20Self%20Assessment%20-%20FINAL%20January%202021%20%281%29.pdf.
leadership, develops budgets,
interviews, employees conduct,
decision making, and work with
communities).
I can proactively name and discuss
current local, national, and global
events that are likely to affect the City.
(i.e., Black Lives Matter, COVID-19
pandemic, civil rights, human rights,
sexual harassment, policing,
immigration, environment, etc.).
1 2 3 4 5
I can name how white supremacy
culture thinking is influenced by my
behavior (i.e., perfectionism, a sense of
urgency, defensiveness, worship of the
written word, belief in only one right
way, paternalism, either/or thinking,
power hoarding, fear of open conflict,
individualism, etc.).
1 2 3 4 5
I can explain what a racial equity lens is
and how it is applied. 1 2 3 4 5
I can share about what it means to be
an antiracist leader. 1 2 3 4 5
Total:
Add together all the numbers circled in
rows 1-5 and place the sum in the box to
the right.
Reflection Questions: Please write down a response to one or all the following questions.
1. What is the purpose of understanding historical inequalities and discrimination in Sacramento and the United States?
2. How do my personal identities affect how I lead the department/my team and engage with others?
3. How have I used information from equity, race-, and social-justice-related trainings to update the practices of the department/division/unit/workgroup/team?
4. What actions have I personally taken to support racial equity work?
5. What white supremacy culture practices do I take part? How might they be harmful? How do I apply antidotes to address such practices?
6. Which equity, race-, and social-justice-focused personal practice and professional development areas do I believe others would name for me as areas of improvement? What areas would I name for myself as areas for improvement?
Training and Learning Courses
Section Significance: Learning opportunities create the groundwork for personal and professional growth in racial equity and social justice mindsets and skills. The following list includes some general learning opportunities the City has available for its leaders. This section highlights areas for City leaders to seek more learning opportunities. Please write down the following racial equity focused trainings you have attended in the past three-year period.
Race the Power of an Illusion Yes ☐ No ☐
Gender Diversity in the Workplace Yes ☐ No ☐
Racial Equity Toolkit Yes ☐ No ☐
Anti-Harassment & Antidiscrimination (annual) Yes ☐ No ☐ Implicit Bias 1.0 Yes ☐ No ☐
Internalized Racial Inferiority or Internalized Racial Superiority Yes ☐ No ☐ City of Sacramento 21-Day Racial Equity Habit Building Challenge Yes ☐ No ☐ List any added equity, trauma-informed practices, gender identity, harassment, discrimination, racial equity, social justice, and anti-racist focused trainings you have attended during the past calendar year.
RESOLUTION 2023-0113
Adopted by the Sacramento City Council
May 2, 2023
Approving Mandatory Diversity, Equity, Inclusion, and Belonging Training for all City Elected Officials, Council Staff, and Appointed Officers
BACKGROUND
A. The memo attached to this Resolution as Exhibit A outlines the requirement for mandatory training for Elected Officials, their staff, and Appointed Officers (Charter Offices and Director of OPSA).
B. As a member of the Government Alliance on Race and Equity (GARE) we are committed to applying the national best practices of normalizing, organizing, and operationalizing racial equity throughout the City’s systems. The City has committed to racial equity work through: (1) the establishment of the Office of Diversity & Equity ; (2) the design and implementation of the Race & Gender Equity Action Plan (2022-2025); (3) the signing of a contract with Race Forward to assist City staff in establishing and implementing a plan for creating the City Racial Equity Resolution; and (4) the Sacramento Centered on Racial Equity (SCORE) initiative and workplan.
BASED ON THE FACTS SET FORTH IN THE BACKGROUND, THE CITY COUNCIL RESOLVES AS FOLLOWS:
SECTION 1.
The memo attached to this Resolution as Exhibit A is adopted as guidance for the Office of Diversity & Equity on developing and implementing a mandatory DEIB training program of at least four hours every two years for City Elected Officials, their staff, and Appointed Officers.
SECTION 2.
The Office of Diversity & Equity will establish recurring training , including a racial equity assessment to establish a baseline for these trainings.
SECTION 3.
As the City’s racial equity efforts continue, and the SCORE initiative progresses, there may be a need to adapt the training procedures and topics to reflect new best practices and to align with
the community guided work. We recognize our City is at the infancy in creating a racial equity plan and there may be a need for required training more than a minimum of every two years.
SECTION 4.
Whereas the makeup of the City Council may shift every two years , this may require more frequent training.
SECTION 5.
The Council is committed to expanding this program to all employees citywide.
SECTION 6.
The Office of Diversity & Equity is authorized to make minor changes or adjustments to Exhibit A and the subsequent developed trainings based on guidance from the SCORE initiative and future racial equity developments in the City.
SECTION 7.
Exhibit A is part of this Resolution.
TABLE OF CONTENTS
Exhibit A – Memo
Adopted by the City of Sacramento City Council on May 2, 2023, by the following vote:
Ayes: Members Guerra, Jennings, Kaplan, Maple, Loloee, Valenzuela, and Vang
Noes: None
Abstain: None
Absent: Member Talamantes and Mayor Steinberg
Attest:
_____________________________________
Mindy Cuppy, City Clerk
The presence of an electronic signature certifies that the foregoing is a true and correct copy as approved by the Sacramento City Council.
Exhibit A
MEMORANDUM
DATE: __________________
TO: All Mayor/Council Offices
FROM: Mayor Darrell Steinberg, Co-Chair, Racial Equity Committee, Mayor Pro Tem Mai Vang, Co-Chair, Racial Equity Committee
SUBJECT: Diversity, Equity, Inclusion, and Belonging (DEIB) Training for all City Elected Officials, Council Staff, and Appointed Officers
Dear Colleagues,
As part of our continued efforts around race and gender equity, we are recommending a requirement for all City elected officials and their staff, and appointed officers to complete DEIB training every two (2) years from date of appointment or hire. We are also committed to expanding this requirement to all programs Citywide. It is important that we, as an elected body, are aligned with both the internal and external race and gender equity work the City has committed to implementing. Through the implementation of the Race and Gender Equity Action Plan (RGEAP), each Department in the City of Sacramento has been tasked with supporting collective efforts to ensure the workforce reflects the City to better serve the City. We recognize that elected officials, council staff, and appointed officials also require support and training to be effective in our roles and engage with community in a way that honors their humanity and best supports their needs and interests. Given recent meetings at the City Council level, it is evident that we all have room to grow in this area if we are to fully align ourselves with the City’s race and gender equity work.
In addition to this internal work, we are committed to moving racial equity work forward throughout the City.
We have just begun the Sacramento Centered on Race Equity (SCORE) Initiative, led in partnership with the community Racial Equity Alliance and Committee, the Office of Diversity & Equity, and the Council’s Racial Equity Committee. The emerging work of the SCORE Initiative will inform regular training on an ongoing basis.
It is important we lead by example, both for our community and our employees, to demonstrate that we are serious about anti-racist/racial equity/DEIB training. We recognize that we need a shared understanding of these concepts in order to move forward as a City. This training will create the foundation to have these important conversations within the City Council, key staff, and with the community, in a way that uplifts their complexity and nuance and honors different lived experiences.
As such, we propose that beginning in 2023, this mandatory four-hour training, including an in-person engagement piece, will be required for all City elected officials, Council staff, and appointed officials (Charter officers and OPSA Director) at least every two years, to mirror the training requirements for sexual harassment training required by the State. They will also be required to complete the self-guided Advancing Racial Equity course through the Government Alliance on Race and Equity (GARE) online learning center, which is comprised of four 2-hour modules. Leveraging the GARE learning center provides basic equity understanding and the role of government historically and moving forward. Training will be iterative and evaluated on an ongoing basis.
Sincerely,
Darrell Steinberg Mai Vang Mayor, City of Sacramento Mayor Pro Tem, District 8, City of Sacramento
Background Proposed Training Content
Alignment with Current Procedures and Rules: This training will be aligned with the following existing rules on misconduct/grounds for removal for Council members, and current initiatives.
1. Chapter 3, Council Rules of Procedure
Content of Council Training: This training will be designed to meet the role and function of the elected Council members and their staff, with a particular emphasis on anti-racism. This training will help develop a vocabulary, a shared understanding of core concepts described below, and skills necessary to manage change and transformation on an individual, Council, and community level.
Core topics that training intends to address may include:
• Why the Council is concerned about bias in any form in public meetings, staff workplaces, and all levels of interaction with residents and community members particularly race-based bias and racism • Anti-racism/DEIB terminology
• White supremacy culture
• White privilege
• Maintaining a respectful work environment including microaggressions • Improving relationships and interactions across race, gender, and sexual orientation • Valuing and not tokenizing diversity
• Cultural competence and cultural fluency
• Addressing bias, including implicit, explicit, and cognitive bias • Anti-racism
• Intersectionality
• Racial identity
• History of racism
• The historical and current impact of racism in the Sacramento community • Use of humanizing, inclusive, and just language when describing places, communities, and behavior that centers economic, social, and physical well-being
• The connection between race equity, decision making, and programs and services • What is a race equity lens, some models, and what can be accomplished Outcomes of proposed training can include:
• Shared or common understanding of and familiarity with racism and racial justice terms/concepts/theories to facilitate and confidently converse in shared discussions on race, racism, and exclusion.
• Helps Councilmembers develop an equity mindset to discuss and nurture racial equity with their staff, residents, and community.
• Allows Council to further embrace a racial justice/race equity priority. • Helps Council and staff to address the feelings and concerns that iteratively and dynamically come up in meetings and interactions with community and residents. • Helps inform our priority setting process.
• Provides clear understanding and expectations in working functions and relationships with all charter offices.
• Generates ideas and possible actions for a racial justice/race equity work priority in 2023 and beyond, including assessment and recommendations for further training and skill development of Council and staff.
• Project-wide curriculum to include development of shared language, terms, analytical frameworks, basic social and historical contexts, and key factors that relate to policy, economic, legal, and social advocacy.
• Develop capacity at a personal level to manage the learning, and to develop and utilize inclusive and equitable communication, conflict resolution, decision making and group norms. • Providing training videos for replay.
• Know the difference between equity and equality.