City of Sacramento
Racial Equity Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-00936 4/29/2025 Item 2.
SCORE Initiative Update
File ID: 2025-00664
Location: Citywide
Recommendation: Review, comment, and provide direction following staff’s update on the work of Race Forward, the Racial Equity Alliance, and the Racial Equity Council as part of the multi-year Sacramento Centered on Racial Equity (SCORE) initiative and workplan.
Contact: Aimée Zenzele Barnes, Diversity & Equity Manager, (916) 808-1174, [email protected], Human Resources Department Presenter: Jesse Villalobos, Race Forward, [email protected] Attachments:
1-Description/Analysis
2-Community Partnership & Accountability Strategy for Racial Equity Report (January 2025) Description/Analysis
Issue Detail: The goal of the SCORE process has been and is to define racial equity, develop a racial equity resolution for Council consideration, and guide the development of racial equity capacity building and racial equity tools for the City to apply a racial equity lens to decision making. Council passed Resolution 2024-00354 on December 3, 2024, completing task 2 of the scope of work. Staff from Race Forward and members of the Racial Equity Alliance will provide an update on their efforts.
Policy Considerations: Council passed Resolution 2024-00354 on December 3, 2024, which provided direction to the City Manager’s Office on outcomes and next steps of the SCORE process.
Previously, Council directed staff to include consideration of racial equity in future policy and budget decisions. The workplan for SCORE extends over multiple years, and staff continue to develop and refine tools to implement this work. The first tool was a draft interim racial equity rapid response tool (IRRT) utilized to guide short-term decisions related to the deployment of federal American Rescue Plan Act resources provided to the City for the recovery from the coronavirus pandemic. An update on the implementation of the IRRT was provided at the April 26, 2022, Racial Equity Committee meeting. The second tool was an interim racial equity tool to be applied to parts of the city budget
File ID: 2025-00936 4/29/2025 Item 2.
first presented at the April 2, 2024, Racial Equity Committee meeting, was presented in more detail at the April 30, 2024, Racial Equity Committee meeting as Discussion Item 3: Update on Development and Pilot Application of a Budget Equity Resource Guide and Tool (BERG/T) [now named Budget Equity Tool (BET)] on the Office of Innovation and Economic Development, Fire Department, and Convention and Cultural Services Department Budget Reductions, and then presented to the full City Council. The BET was utilized during the budget process for Fiscal Year (FY) 2024/25 and is currently being utilized for the FY2025/26 budget process.
Economic Impacts: None.
Environmental Considerations: This action does not constitute a “project” as defined by the California Environmental Quality Act Guidelines.
Sustainability: Not applicable.
Commission/Committee Action: Not applicable.
Rationale for Recommendation: This report provides an update on ongoing efforts related to the SCORE initiative.
Financial Considerations: None.
Local Business Enterprise (LBE): Not applicable.
COMMUNITY PARTNERSHIP &
ACCOUNTABILITY STRATEGY
FOR RACIAL EQUITY
A Report for the City of Sacramento
January 2025
Presented by Race Forward and the Racial Equity Alliance as part of the SCORE initiative
I. INTRODUCTION
In 2021, the City of Sacramento adopted a body of work, the Sacramento Centered on Racial Equity (SCORE) initiative, intended to support a community-centered infrastructure for City racial equity efforts, to develop racial equity leadership inside the City, and to ultimately repair and strengthen relationships between the community and City government. From 2023-2024, Sacramento's Racial Equity Alliance (REA) and Racial Equity Council (REC), with support from Race Forward, created, tested and applied a strategy for engagement, partnership and accountability with communities of color. The key findings, promising practices and recommendations in this report, offer direction for the City toward a robust community partnership strategy.
The purpose of this report is to offer the City insights that will strengthen current engagement strategies, prioritizing a community partnership framework. This report draws from a wealth of experience and lessons learned among local community racial justice leaders, along with analysis, tools and promising practices offered by Race Forward, the Governmental Alliance on Race and Equity and the broader racial equity field. The hope is that this report will lead to a deeper partnership between the City and residents in transforming the City culture, procedures and policies so that they build toward racial equity. The goal is that application of this strategy will support City and community partners in future work, including utilizing racial equity assessment tools, developing a racial equity action plan for Sacramento, and other actions stemming from the recently passed racial equity resolution in December 2024.
Driving transformation toward racial equity includes honestly confronting government's historical role in producing the inequities experienced today, owning the opportunity to remedy harm, dedicating time and resources toward making material impact, communicating with transparency and ultimately building strong, enduring relationships with communities of color who have been most harmed. At its core, racial equity is strongest when there is a convergence and sharing of power among residents and government to collaboratively shape the decisions that will improve life outcomes and ensure all Sacramentans are able to thrive.
II. METHODOLOGY
To meet the goals of the SCORE deliverable aimed at creating a “strategy to improve community engagement, partnership and accountability,” community leaders focused on holding a series of community listening sessions to learn from the experiences of local residents. The goal was to produce a community partnership strategy for the City. With the support of Race Forward, community members from the REA and REC, engaged in the following:
2 1. Reviewed the City’s current community engagement approach, engaged in research on the topic, and drafted an initial community partnership strategy over the summer of 2023,
2. Developed a work group of REA and REC members to lead and complete this work in Oct. 2023,
3. Engaged in strategic planning over the course of a 3-day retreat in March 2024 to exhange insights to structure and execute this work,
4. Pooled local best practices and lessons learned from area racial justice groups and leaders,
5. Tested promising community partnership strategies through the design and implementation of the community listening session series,
6. Partnered with key elected officials and City offices and programs in the planning and delivery of the 4 community listening sessions,
7. Administered a resident surveys to help identify racial equity priorities,
8. Analyzed session data gathered through resident stories and perspectives, and
9. Created resident feedback loops, offered follow-up reporting on key themes and integration of resident priorities into the racial equity resolution draft submitted in Oct. 2024 to the Council’s racial equity committee.
Racial Equity Community Listening Session Series
The four community listening sessions were held July through August 2024 with the objective of hearing directly from residents on their concerns, vision and priorities for racial equity in Sacramento. Over 100 Sacramentans, representing a diversity of race, ethnicity, language and geography participated in the series across the 4 sessions. Emphasis was placed on promoting the participation of residents who aren’t typically engaged in City government and its efforts for racial equity, and thus the outreach strategy was designed accordingly by emphasizing direct, person-to-person contact and information sharing.
Leading up to the sessions, surveys were distributed to capture resident priorities, along with key demographic data to support the analysis and follow-up efforts. After the close of the listening session series in September 2024, the REA/REC “community partnership and accountability work group” worked with Race Forward to synthesize participant responses across the 4 sessions.
III. KEY FINDINGS:
Resident priorities gathered from the surveys and listening sessions revealed a number of insights and recurring themes.
When identifying areas that necessitate deeper investment, residents focused on the following:
3 ● People & communities
● Housing
● Youth
● Community’s ability to own their own stories
● Neighborhoods & community spaces
● Economic success
● Safety
Drawing specifically from the 4 listening sessions, key insights that rose to the top included:
1.. Sacramentans of all backgrounds love their city. In response to the listening session questions, “What brought you or your family to Sacramento?” and, “What do you like about your neighborhood?” Residents expressed a great deal of pride in the diversity of their city and many described the deep sense of community and inclusion they feel in their neighborhoods.
2. Racism is a present force in daily life in Sacramento and is experienced by Black and brown residents across multiple institutions, often simultaneously. During the listening sessions, several residents described their experiences of institutional racism (i.e. how racism manifests inside institutions through policies, procedures and organizational culture, negatively impacting access, treatment and outcomes for residents of color, disproportionately).
Residents offered stories and specific examples of their experiences of racism in navigating law enforcement, housing, human services, health care, schools, public spaces and in the arts and culture sector.
3. City structures and practices must be transformed to make real and lasting change and to achieve racial equity. In acknowledging the recent strides that the City has made through its public commitments to racial equity, residents contend there are still many gaps and challenges that need to be addressed. Residents offered many thoughtful solutions for the barriers to participation they experience with the City and expressed hope in the City’s recent moves to partner with the community.
Resident-Identified Gaps at the
City
Proposed interventions and possible solutions generated by Residents
1. Power to shape decisions
made by the City that directly
impact residents' own lives
-Form real partnerships with communities with lived
experiences of institutional racism
-Share power for residents to more effectively inform and decide, from policy formation to implementation
2. In defining the problem &
informing solutions for racial
equity
-Address the root causes of racial inequities
-Community partners should define the problem and shape
the solutions
4 -Use a racial equity analysis in all decisions across the city -Invest in racial equity now and over the long-term
3. Accountability to community
-Racial equity legislation must have teeth
-Racial equity implementation plans must be strong,
resourced, have metrics, built-in accountability structures and should develop staff capacity to deliver
-Commitment from City Manager’s office and direction for
implementation of racial equity analysis and plans
-Transparency of City plans, progress and impacts
-In this work, the City must be accountable to those
communities with lived experience of institutional racism
4. Change Institutional Culture
and Practices
-Make it real. Transition racial equity from a theory to a practice, and from policy to full implementation
-City staff should be educated on how to be centered and intentional in racial equity and prepared to live into the role of community careholder
-Practice and promote authentic and honest dialogue on
race across the City
-Keep the focus on racial equity
-Be more intentional about supporting and encouraging
communities of color to work together toward mutual
goals
(For a fuller look at this data, see Addendum 1, a data analysis overview, “What We Heard:
Sacramento Community Listening Sessions, Summer 2024”, which was presented to the City during the Oct. 29, 2024 City Council, racial equity committee meeting.)
IV. RECOMMENDATIONS
The following recommendations are based upon analysis of the top themes that emerged from the survey and community listening sessions. Detailed ideas and suggestions draw from promising practices in the field and from the decades of collective experience offered by local community leaders serving in the REA and REC. These recommendations aim at tangible ideas that the City can immediately begin to implement to demonstrate commitment.
Recommendation 1: Eliminate scheduling and other logistical impediments to resident participation in City proceedings and meetings.
Resident and community leader accounts reveal how City administrative calendars, timelines and other logistical impediments often inhibit residents' ability to participate in key meetings and events. This also creates challenges in receiving and sharing information regarding 5 agendas and future scheduling. Residents, especially those who are actively involved in the community, voiced significant challenges they face to participation in City-led meetings and proceedings. They report that City meetings are scheduled during traditional office hours, which often conflicts with resident work schedules. Residents explained that this fact causes them to believe their participation is not prioritized in City scheduling.
Additional family and community responsibilities such as family and community caretaking and involvement in community organizing campaigns makes participation in City proceedings and meetings more challenging. Residents described learning about important decisions taken up by the City that directly impact their lives, after the fact. This left them with little power to weigh-in and offer critical perspectives to inform and empower City leaders to apply racial equity analysis to their decisions.
Timelines established at the start of a project, especially in processes that depend upon resident involvement and strive for racial equity, need to meaningfully consider the activities necessary for community partnership at the conception phase of processes. Lack of guidance from the community in early stage policy and program formation and resource allocation can greatly impact City program depth, reach and effectiveness. For this reason, City proceedings and meetings should be redesigned from a community partnership framework so that timelines prioritize resident participation, are nimble, yet focused and outcome-driven.
What can the City do to respond to this recommendation? ● Expand residents' voice and influence at the City by exploring practices that further democratize and demystify official proceedings and meetings. Identify ways to offer residents deeper insight on how government functions administratively, which will help to promote more involvement and ownership.
● Recognize and value resident leaders’ contributions and expertise by establishing a dedicated fund that compensates resident leaders for deep and sustained participation in key meetings and community partnership efforts.
● Provide targeted support for elder and youth participation in City meetings and proceedings. Plans should consider specific accessibility needs for these populations and allow for modified engagement strategies. Also, to support residents who are caretakers, provide culturally-relevant, on-site childcare and/or eldercare at public meetings.
● Work to ensure City-held meetings and events are easily accessible by public transit.
Offer transportation stipends and supports for resident leaders’ participation. ● Provide food and drink to resident participants to demonstrate value in community participation and leadership. This is especially important if engagements are lengthy or happening over meal times.
6 Recommendation 2: Develop a comprehensive language equity strategy and practice in the City.
To achieve racial equity, it’s critical that the City have a strong, community-informed, comprehensive and well-resourced language equity strategy. Language equity is a key element of racial equity, because it helps assure that all residents can effectively communicate with their government and receive critical information in the language they are most comfortable with and fluent in. Language equity can be key in improving outcomes by creating greater understanding of and accessibility to critical City resources, programs and services. Finally, a strong language equity practice by government helps to create a stronger sense of belonging for residents by demonstrating that government values the culture, background, and experiences of its residents. This can ultimately lead to more credibility for the City and strengthened relationship and resiliency between public institutions and the communities they serve.
What can the City do to respond to this recommendation? ● Implement learnings from recent City studies and efforts to address language gaps in City proceedings, services and communications.
● Hire dedicated leadership to create a comprehensive language equity strategy for the City. This should include incorporating community partnership in the design process. ● In the interim, continue to utilize and grow capacity for interpretation services. Make use of real-time translation technology for digital and print communications and public documents.
● Utilize a diverse mix of communication channels to reach communities of color, language minority communities and newcomers (migrants, refugees, etc). This can include text, email, social media, culturally-specific radio, print and television outlets, and through partnerships with community-based cultural centers. It is important to understand that mainstream communication channels often are inherently limited in reach and can cause further marginalization of certain communities.
Recommendation 3: Foster stronger and more consistent communication practices with communities of color
Strong and consistent communication with communities who are most impacted by structural racism is critical to combat the civic trauma many communities have endured over generations, which has deteriorated their relationship with, and faith in government. Repairing harm is essential to unlocking the transformative relationships with community that will ultimately enable the City to more dynamically plan, implement and measure impact that closes racial gaps and helps all residents to thrive. A meaningful communication strategy must focus on transparent, respectful, consistent and equitable communication practices that 7 demonstrate government accountability. Absent a targeted strategy to inform and listen to communities of color, racial equity initiatives at the City will suffer, because progress ultimately moves at the speed of trust.
Residents reported that they find it difficult to find critical, time-sensitive information in any one centralized location. This may create confusion or misinformation that can lead to an erosion of trust or confidence in government leaders. Many residents, especially those whose first language is other than English, must rely on trusted community leaders to acquire critical information. This is a missed opportunity for the City to build direct relationships to proactively support the needs of residents and communities. Additionally, this can cause strains in community relationships and intracommunity political dynamics, as well as reinforce hierarchies and a dependence on gatekeepers that unnecessarily limit who gets what information. This can also place an undue burden on communities where the needs are high, but the resources to support connection to government and build understanding are limited.
What can the City do to respond to this recommendation? ● Establish robust reporting and outreach strategies and mechanisms, such as establishing city staff liaisons or assigned leaders who are responsible for information sharing and gathering feedback from underserved and disinvested communities. ● Highlight key decisions for residents in ways that are clear and accessible. This should include articulating their relationship to the racial equity goals of the City and identifying potential adverse impacts (i.e. who stands to benefit or be burdened by a decision?).
● Create engaging venues for ongoing, two-way communication where resident leaders can virtually or in-person connect directly with designated City staff and elected officials about current racial equity efforts. This can include holding periodic racial equity town hall meetings where residents, community-based organizations and City government report on progress, exchange ideas and make decisions together. ● Create a practice or protocol of evaluating feedback from engagements with community, synthesizing common themes, identifying tangible action items, and providing follow-up communications to let the community know how their feedback influenced decision-making.
● Offer ample lead time for meetings (e.g. 14-30 days) with a clear articulation of the purpose of the meeting and what issues will be considered. Also, consider inviting residents to share contact information at the meetings and engagements for future communications and follow up.
● Audit where departments and City agencies spend their media budgets to ensure they are using diverse channels that are reaching underserved audiences. Also, consider posting a request for information to better understand the target audiences and equity strategies of various media groups.
8 V. CONCLUSIONS
The journey toward racial equity demands a fundamental reimagining of government-community relationships [Race Forward; GARE, 2019]. A strong, sustained and well-resourced community partnership strategy is essential to achieve the City’s vision for racial equity. The City’s racial equity investments to date and recent intentional efforts to shift from transactional engagement to more genuine government-community partnership instills confidence that Sacramento can and will build the trust, mutual understanding and collaborative power necessary to develop and fully integrate a robust community partnership strategy to guide its work.
The City of Sacramento has demonstrated a commitment to community engagement and has shown a genuine interest to move toward adoption of a comprehensive community partnership strategy. Evidence of this can be found in the recent community-government partnership to pass a joint City-community racial equity resolution in City council. Another example is the partnership formed to execute the community listening sessions series in summer 2024. This involved a cluster of City offices and staff ranging from the Office of Equity and Diversity, the Mayor’s office, Council offices, and the City’s Community Engagement program, who all contributed significant people power and coordination of infrastructure and assets to ensure success of the effort.
In the conceptualization of the SCORE scope of work, guiding questions community leaders and the City sought to address included, “What forms of engagement should be used? Who should be engaged in this conversation? What does the data tell us? What data do we lack? How will success be measured regarding the City’s outreach, engagement and community partnership efforts?” Taken together, the content in this report, along with opportunities that have been presented to develop and integrate community partnership practices in real-time over the course of the SCORE work, offer a powerful response to this inquiry and lay a strong foundation for the City to build from.
Race Forward appreciates the opportunity to support the work of the City of Sacramento, in partnership with such committed and visionary local community leaders. Despite the aforementioned gaps and challenges experienced by residents as they navigate inequity in the City, we’ve witnessed a growth of racial equity leadership from the City as we’ve progressed through the SCORE initiative work. This is notable and should be recognized as such, both locally and nationally. The reflections and recommendations in this report are intended to offer a roadmap to serve your work —not a destination, but a committed continuous path toward a more just, inclusive, and responsive City government that serves all of the people of Sacramento.
9 What We Heard
Sacramento Racial Equity Community Listening Sessions, Summer 2024 Data Analysis Overview
Presented by the Racial Equity Alliance & Racial Equity Council with support from Race Forward
This is a summary of feedback that Sacramento residents provided during a series of four listening sessions held during July and August 2024. This summary was organized by transcribing all notes captured at the sessions (both full group and table discussions) by designated notetakers from the Racial Equity Alliance (REA) and the Racial Equity Council (REC), Race Forward and the City of Sacramento; highlighting key points; grouped by themes; and finally condensed into statements.
The REA and REC hosted four listening sessions in July and August 2024 with a focus on participants from community-based organizations and communities typically under-represented in citywide discussions. The REA and REC collaborated with the City’s Office of Diversity and Equity, the Community Engagement program, Council District 8, Councilmember Mai Vang and the Mayor’s office.
1. Does racism exist in Sacramento?
Q 0: Have you yourself or a community member you’ve worked with had experiences with racial inequities in Sacramento? [ONLY USED IN CBO SESSIONS]
YES, THERE IS RACISM IN ….
SCHOOLS
● How students are treated: ie discipline, attention, opportunities, resources, programs, academic rigor, etc.
● Curriculum & programs: racist exclusion in content and materials ● Teachers & Staff do not reflect the student population: leads to intolerance, refusal to teach certain curricula, lack of context/understanding, and role models.
CARING FOR OUR COMMUNITY
● Healthcare
● Mental Healthcare
● Eldercare
● For All Abilities
LAW ENFORCEMENT & JUSTICE SYSTEM
● Who is surveilled
● Who is impacted by crime
● Policing
● Criminal justice system
INSTITUTIONS
● Accountability
● Decision-making power
● Resource allocation
● How people are treated
● Who tells our story
■ Narrative
■ Identity
● Arts & Culture: where racism in all of the above interlocks and becomes palpable and visible
2. What attracted / attracts you to Sacramento?
Q 1: How did you come to live in Sacramento? Why Sacramento? ● Community / comfort
● Diversity
● Cultural Heritage
● Family roots / born & raised here
● Work: Immigrated / moved for work
● Safety: fled war / violence / racism
● Affordability
● Infrastructure
● For the kids
3. What attracts you to your neighborhood? What needs work? Q 2: What are some words you would use to describe the area or neighborhood you live in? ASSETS
● Diversity
● Pride in who we are
● Sense of security
● Sense of community
CHALLENGES (input used to inform responses to Q3)
● Overlooked / disrespected
● People are scared of us
● Unjust treatment
● Siloed and separated
● Disinvestment
● Unsafe
● Poor schools
● Untold history of colonization impacts lives today
4. What must be addressed / prioritized to eliminate racism in Sacramento? Question 3: What do you wish were different or better about it? INVEST IN:
OUR YOUTH
● Programs & Activities – Fund programs / build spaces
2 ○ Like the Stanford program
○ Youth violence prevention
○ Police activity League
● Readiness / Vocational Training / Employment - viable alternatives to college ○ Job readiness programs
○ Youth employment opportunities
○ Programs to start businesses
● Hope / Safety / Safe Places - places to go to for help and safety ○ Example: Boys & Girls Club that hired parents
● Youth Leadership / Voice / Truth
○ Prioritize / lift up youth as we work to eliminate inequities ○ Let young people take over and help honor the legacy
○ Publicly recognize and promote youth achievement and leadership ● Schools: eliminate racial disparities in student treatment, discipline; resources; curriculum & approach ○ Lead by Example: Work w School District and County to prioritize listening sessions similar to REA listening sessions. Include students, families, teachers - to educate and promote racial equity
○ Build Collaboration: School Districts, Counties and Cities collaborate on a regional level to eliminate racial inequities
○ Deploy City Power: to improve the many aspects of going to school that touch the lives of our youth - whether through transit, after school programs, etc.
OUR COMMUNITIES / OUR PEOPLE
● Invest the money in the community - with the people of the community. ● Especially our indigenous communities: youth programs, workforce programs, representation, etc ● Create and maintain common spaces - like these listening sessions ● Make sure “equity” is understood across the city. Communities have different needs to achieve the same outcomes.
OUR ECONOMIC SUCCESS
● Fair benefits and fair wages
● Remove barriers to hire people of color!
● Remove barriers to contract with people of color owned businesses ● You can have a successful business
● Individuals have financial and job readiness skills; and job opportunities ● Business owners have financial and entrepreneurial skills
OUR SAFETY
● Feel Safe / Safe Places - in their neighborhoods
● Freedom from Violence / Crime
● Equitable Law Enforcement and Justice System
○ Police training to de-escalate so people are not afraid to call 911 ○ Police training to deepen understanding and build relationships with communities of color ○ DA and County to share public safety information without politicizing crime 3 ○ Build collaboration to Improve conditions and operations in jails ● Equitably fund other priorities to create public safety. Police are not the only solution.
TELLING OUR OWN STORIES
● Our History
○ The colonization of the region
○ The genocide that has occurred
○ The sacred / burial sites that have been built over
○ The institutions of overt racism such as the KKK
○ The history of institutional racism
● Our Strengths / Our Cultures
● Our Identities
OUR HEALTH - strengthen racial equity leadership & County collaboration for greater impact
● Healthcare
○ Eliminate racial inequity in: access, knowledge, quality, treatment, outcomes ○ Make healthcare universal
● Eldercare
○ Eliminate barriers in navigating and accessing care and support ● Mental Healthcare
○ More and better tools to address and respond to mental health crises ● For all Abilities
● Resources
○ Eliminate barriers in navigating and accessing care and support
HOUSING AFFORDABILITY & HOMELESSNESS
● Housing Affordability
○ Create legislation to disallow large corporations to profit from the purchase properties ○ Create and implement strong and enforceable Community Benefits Agreements ○ Address the regional need for 75k additional homes
● Displacement
○ Prioritize community preservation
○ Address past and current impacts of red-lining
● Homelessness
○ Prioritize people that are sick on the streets. The most at risk.
OUR NEIGHBORHOODS / OUR PLACES
● Resources such as community centers that are affordable and accessible ● Basic Needs and Services such as quality food that are affordable and accessible ● Public Transportation & Accessibility resources
● Infrastructure such as well-maintained streets and sidewalks that are clean and cleared of garbage, well-functioning utilities
4 How City structures & practices must be transformed to make real & sustainable change / to achieve racial equity?
Question 3: What do you wish were different or better about it?
EQUITABLE STRUCTURE, PROCESSES, OUTCOMES, ACCOUNTABILITY, CULTURE
● Decision-making Power: form partnerships with communities with lived experiences of institutional racism, with real power to inform and decide - from policy to implementation ● Real and inclusive outreach & engagement with those with lived experiences about what the City is working on - at all phases
● Defining the Problem / Informing Solutions
○ Address root causes
○ Community partners define the problem and shape the solutions ○ Use a racial equity lens in all decision-making across the city ○ INVEST now & over the long-term.
● Outcomes / Metrics
○ Create and track metrics to see if people are being helped. ○ Make sure these programs create real change in the community ● Accountability
○ Racial Equity legislation must have teeth
○ Racial Equity Work Plan must be strong & resourced; and have metrics, accountability and trained staff.
○ Govt Accountability: there must be commitment from CMO and direction for City Manager to implement racial equity lenses/work
○ Transparency
○ This work must be accountable to those communities with lived experience of institutional racism
● Change Institutional Culture and Practices
○ Make it real. Transition racial equity from a theory to a practice, from legislation to full implementation
○ Staff are educated and truly centered and intentional in equity. People who care (ex. Aimee) ○ Authentic and honest dialogue across the City
○ There’s no racial equity without racial justice
○ Keep the focus on racial equity AND encourage the City to be more intentional about supporting and encouraging communities to work together.
EQUITABLE RESOURCES
● Create a clear definition of “resources” to include what, beyond funding, it takes to achieve racial equity.
● Equitable funding and resources
● Equitable allocation of funding and resources
EQUITABLE GRANT STRUCTURE, PROCESSES, OUTCOMES, ACCOUNTABILITY
● Remove barriers to grant funding. There are too many criteria to get access funding 5 ● Make it real. Budget for what must be done. Do not pit communities against each other for the funding.
● Distribute funds equitably from city to community of color-serving organizations. ● Transparency on funding, “I want to know the board and full transparency” “I want to feel like the community and feel heard”
● Clear and accessible information about City resources
6 Sacramento Racial Equity Community Listening Sessions, Summer 2024:
Demographics: Session Survey Responses (in-person sessions only) Hagginwood (8.14.24) & Sam Pannell Community Centers (8/21/24) Count% of totalCombined% of total
Citywide
demographics*
American Indian, Alaska Native, or Indigenous 5 5.4%
American Indian, Alaska Native, or Indigenous alone 5 5.4% 0.8% Black or African American 57 62.0%
Black or African American alone 57 62.0% 12.6%
East Asian (Examples: Chinese, Japanese, Korean, Okinawan, Taiwanese), Southeast Asian (Examples: Cambodian / Khmer, Cham, Hmong, Iu Mien / Mien, Lao, Thai, Vietnamese) 1 1.1%
Filipino 3 3.3%
Southeast Asian (Examples: Cambodian / Khmer, Cham, Hmong, Iu Mien / Mien, Lao, Thai, Vietnamese) 2 2.2%
Asian alone 6 6.5% 19.5%
Native Hawaiian or Other Pacific Islander alone 3 3.3%
Native Hawaiian or Other Pacific Islander alone 3 3.3% 1.8% Hispanic or Latino/Latina/Latine 8 8.7%
American Indian, Alaska Native, or Indigenous, Hispanic or Latino/Latina/Latine 1 1.1%
Black or African American, Hispanic or Latino/Latina/Latine2 2.2% Hispanic or Latino/Latina/Latine 11 12.0% 29.4%
Black or African American, American Indian, Alaska Native, or Indigenous3 3.3% Black or African American, American Indian, Alaska Native, or Indigenous, White 1 1.1%
Black or African American, Native Hawaiian or Other Pacific Islander1 1.1% Two or More Races 5 5.4% 13.1%
Middle Eastern or North African 1 1.1%
Middle Eastern or North African alone 1 1.1%
White 4 4.3%
White alone 4 4.3% 30.8%
TOTAL 92 100.0% 92 100.0%
* from City of Sacramento demographics website: https://www.census. gov/quickfacts/fact/table/sacramentocitycalifornia,
US/RHI825223#RHI825223