Item 04 2025-00937 Sacramento Centered on Racial Equity (SCORE) 2025 Strategy and Workplan Draft

City of Sacramento
Racial Equity Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-00937 4/29/2025 Item 4.

Sacramento Centered on Racial Equity (SCORE) 2025 Strategy and Workplan Draft File ID: 2025-00937
Location: Citywide
Recommendation: Pass a Motion directing staff to begin work on the SCORE draft workplan.

Contact: Aimée Zenzele Barnes, Diversity & Equity Manager, (916) 808-1174, [email protected], Human Resources Department Presenter: Aimée Zenzele Barnes, Diversity & Equity Manager, (916) 808-1174, [email protected], Human Resources Department Attachments:
1-Description/Analysis
2-SCORE 2025 Strategy and Work Plan Draft
3-SCORE Resolution 2024-00354
4-Community Partnership & Accountability Strategy for Racial Equity Report (January 2025) 5-SCORE Contract C2022-0606
6-Tool to Support Equitable Table Design Race Forward
7-Racial Equity Alliance and Council Work Plan April 2024 8-Mandatory DEIB/RE Training Resolution 2023-0113
Description/Analysis
Issue Detail: On December 3, 2024, Council adopted the SCORE Resolution (Resolution 2024- 0354) that affirms the City’s commitment to racial equity as a comprehensive, enduring, and institutionalized strategy (Attachment 3). At the March 18, 2025, Racial Equity Committee meeting, the Racial Equity Alliance and Race Forward presented the Community Partnership and Accountability Strategy for Racial Equity Report (January 2025) as part of the SCORE update that provided key findings and recommendations from the survey and community listening sessions conducted in summer of 2024 (Attachment 4).

Also at the March 18, 2025, Racial Equity Committee meeting, staff were directed to develop a work plan that incorporates the Community Partnership and Accountability Report recommendations where possible in providing next steps to implement the strategies and actions outlined in Sections 1-

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File ID: 2025-00937 4/29/2025 Item 4.
4 of the SCORE Resolution (Attachment 2).

Policy Considerations: This report is consistent with the Racial Equity Committee’s direction and Council’s adopted SCORE Resolution.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: On March 18, 2025, the Racial Equity Committee meeting, directed staff to develop a work plan providing next steps to implement the strategies and actions outlined in Sections 1-4 of the SCORE Resolution.

Rationale for Recommendation: The Draft SCORE 2025 Strategy and Work Plan is consistent with the scope of work of the SCORE Contract C2022-0606 and implementation called for in the SCORE Resolution (Attachment 5). The SCORE 2025 Strategy and Work plan is a guiding document that will serve to engage and partner with the Racial Equity Alliance and Council in operationalizing and work planning in a collaborative and sustainable manner for the next two to five years.

Financial Considerations: Not applicable.

Local Business Enterprise (LBE): No goods or services are being purchased under this report.

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Sacramento Centered on Racial Equity
(SCORE)
2025 Work Plan
(DRAFT)

Table of Contents
Introduc�on
Building Equity into City Systems
SCORE Strategy & Workplan Overview
Vision
Phase 1: 2025 Laying the Founda�on
Phase 2: Beyond 2027 Ins�tu�onalizing Change
Phase 3: Beyond 2029 Scaling and Sustainability
Introduc�on
From 2022 onward, the SCORE ini�a�ve has been a transforma�ve and evolving racial equity journey, shaping what would become a legacy-long commitment to jus�ce and systemic change.

Striving to be rooted in community leadership, itera�ve learning, and collec�ve accountability, careholders
1 in their unique roles and posi�onality include the Racial Equity Alliance (REA) and Council (REC), Race Forward, the City of Sacramento Oﬃce of Diversity & Equity, Human Resources Department, Racial Equity Commitee, and City Council, began the work to reimagine governance through deep engagement with communi�es of color. Rather than imposing a sta�c framework, the ini�a�ve is posi�oned to be responsive, adap�ng to lessons learned, shi�ing poli�cal landscapes, and center the voices of those most impacted by racial inequi�es.

The SCORE Ini�a�ve, launched in 2022, set this work in mo�on by helping to establish the REA and REC as formalized but ﬂexible careholder bodies dedicated to shaping Sacramento’s racial equity agenda. At the same �me, the City of Sacramento (City) established the Racial Equity Commitee as a standing commitee, and internal capacity building on diversity, racial equity, and inclusion was well underway within the City with the launch and beginning implementa�on of the Race & Gender Equity Ac�on Plan (RGEAP). Recognizing that ins�tu�onal change requires constant dialogue and recalibra�on, the ini�a�ve priori�zed listening and trust-building through collabora�on. Throughout 2024, several key ac�ons took place. The REA and REC in partnership with the key support of several City departments organized community listening sessions, crea�ng spaces for resident careholders to voice their needs, cri�que exis�ng structures, and co-create solu�ons. These sessions directly shaped Sacramento’s Racial Equity Resolu�on, which City Council adopted on December 3, 2024, as a founda�onal commitment to embedding racial jus�ce into government decision-making. On November 20, 2024, representa�ves from

1 https://interactioninstitute.org/from-stakeholders-to-care-holders/

the REA, the REC, and the City, atended the Place-Based Learning Lab on Collabora�ve Governance at Race Forward’s Facing Race Conference, where they learned how to use the Tool for Equitable Table Design.

In January 2025, the RREA authored a Community Partner & Accountability Strategy Report to provide recommenda�ons and strategies designed to guide the City for sustained ac�on. It sets forth mechanisms for ensuring transparency, ongoing engagement, and shared governance, while also recognizing that true accountability must be built and rebuilt over �me.

Understanding that we are equals in principle and prac�ce, yet our roles, posi�onality, and authority are unique in opera�onalizing equity.

Racial Equity is:

Closing the gaps in outcomes so that race does not predict one’s success ~ From Resolution 2024-0354 to Operationalize Racial Equity in the City of Sacramento Government

The adop�on of Resolu�on 2024-0354 to opera�onalize racial equity citywide was a pivotal step, but it is not the ﬁnal des�na�on. Resolu�ons alone do not create equity, only con�nuous investment, organizing, and itera�on can do that. The lessons of 2024 made one thing clear:

Sacramento’s racial equity eﬀorts need to evolve in response to changing condi�ons, shi�ing power dynamics, and new community insights. The commitment forged in this early phase becomes what we imagine to be a mul�-year-long process of learning, adap�ng, and deepening racial jus�ce eﬀorts.

This strategy and workplan is intended to reﬂect the itera�ve and ongoing journey we will approach not as a ﬁxed plan, but as a living, breathing eﬀort to transform the City’s rela�onship with all communi�es. It is to serve as a record of progress, challenges, and most importantly, a collec�ve willingness to embrace the discomfort of change in pursuit of a truly equitable Sacramento.

Building Equity into City Systems
In addi�on to the SCORE strategy and workplan, City departments’ equity ini�a�ves will be integrated into the Citywide Racial Equity Ac�on Plan called for in the Resolu�on 2024-0354.

Currently, beginning development, this Citywide Racial Equity Ac�on Plan will serve as the greater Sacramento area’s blueprint for managing and reducing inequality impacts in the region beyond 2030.

The chart below illustrates the various levels in society at which inequi�es occur. It also depicts which ac�on and related equity-centered ini�a�ves address that level of inequity. Note that all

plans and equity-centered ini�a�ves are intended to address ins�tu�onal level inequi�es within the City of Sacramento.

Levels at Which Inequi�es Occur Plan and/or Ini�a�ve to Address Structural (also called systemic): A
history and current reality of
ins�tu�onal and structural
exclusion across ins�tu�ons,
combining to create a system that
nega�vely impacts communi�es of
color.

SCORE, Black Wealth Blueprint, Sacramento Equity
Explorer Design (SEED) GIS Tool
Ins�tu�onal: Policies, prac�ces,
and procedures that other,
exclude, or act as a barrier.

All plans/equity ini�a�ves - RGEAP , SCORE, Citywide
Racial Equity Study, REPAIR Landscape Analysis, Black
Wealth Blueprint, SEED GIS Tool, Citywide Equity
Repository, Community Partner Accountability Report,
Language Access Plan
Interpersonal: Occurs between
individuals. Once we bring our
private beliefs into our interac�on
with others, racism, exclusion, and
othering is now in the
interpersonal realm.

RGEAP , SCORE, Developing Equity Leadership Through
Ac�on (DELTA), mandatory training for Elected Oﬃcials,
Council Staﬀ, and Appointed Oﬃcers
Individual: Pre-judgement, bias, or
discrimina�on based on race,
gender, and other iden�ty
dimensions.

RGEAP , SCORE, DELTA

Vision: This plan is to con�nue ongoing work and to advance the development of a Racial Equity Ac�on Plan with a goal to have a dra� Citywide Racial Equity Ac�on Plan presented to the Council by the end of 2026.

Phase 1: Laying the Founda�on
Timeline Goals
Jun 2025 – Sep 2025 Establish government-community partnership structure and accountability mechanisms by applying the Tool to Support Equitable Table Design (provided during the Peer Based/Co- Governance Lab at Facing Race Conference in St. Louis, November 2024). See Atachment 6 on the 4/29 Racial Equity Commitee SCORE Workplan Staﬀ Report.

Sep 2025 – Dec 2025 Workshop for Council, Staﬀ, and Careholders on the SCORE Ini�a�ve2.

Jun 2025 – Aug 2026 Conduct a Citywide Equity Study to establish a racial equity policy to inform resource alloca�on and the SCORE ini�a�ve.

Jun 2025 – Aug 2026 Develop an evalua�ve framework and principles applying the learnings from the GARE JELE Work Plan to Develop the Equity Evalua�on Framework3.

Aug 2025 – Dec 2026 Begin Update of Con�nuing Data Sets of the SEED GIS Tool to Align Indexes for the Citywide Racial Equity Ac�on Plan.

Jun 2025 – Dec 2026 Develop Dra� Citywide Racial Equity Ac�on Plan.

Ac�ons:
• Establish a Citywide Racial Equity Implementa�on Team (CREIT) with City department representa�ves and community careholders of the REA.

• Review and integrate, where applicable and possible, recommenda�ons from the Sacramento Community Partnership Strategy Report January 2025.

• Issue a Request for Proposals to conduct a Citywide Racial Equity Study (CRES), outlining Sacramento’s history and outcomes regarding race to inform future investments and policies. The study will inves�gate racial inequi�es regarding economy, educa�on, transporta�on, air quality and environment, housing, public safety, and neighborhood and civic life, and inform the work deliverables of the SCORE resolu�on through community listening sessions and forums.

2 This is the suggested workshop activity suggested by CM Jennings at the March 18, 2025, Racial Equity Committee Meeting.
3 Best and emerging practices will be from the GARE JELE Learning Cohort that the Office of Diversity & Equity is currently participating in from October 2024 – October 2025. This will ensure alignment with current City equity efforts namely the Race & Gender Equity Action Plan (RGEAP) currently focused on workforce equity.

• Make recommenda�ons on the structure, posi�onality, and capaci�es needed for the greatest impact in advancing the City's stated goals and commitment toward racial equity (part of Annual progress report).

Phase 2 Beyond 2027: Ins�tu�onalizing Change
Timeline Goals
Jan 2027 – Dec 2028 Embed racial equity considera�ons into city policies obstructed by structural or systemic racism, expand the current RGEAP to the Citywide Racial Equity Ac�on Plan.

Jan 2027- Dec 2027 Conduct citywide racial equity training and capacity-building ini�a�ves for City department staﬀ and careholders
Jan 2027 – Mar 2027 Annual Progress Report on Citywide Racial Equity Ac�on Plan.

Jan 2028 – Dec 2028 Develop and begin implementa�on of department-speciﬁc equity plans that support the Citywide Race Equity Ac�on Plan.

Sep 2027 – Dec 2027 Launch dashboard on data collec�on, benchmarking and repor�ng mechanism established from the Citywide Racial Equity Study.

Jan 2028 – Mar 2028 Annual Progress Report of Citywide Racial Equity Ac�on Plan.

Ac�ons:
• Require all city departments to develop and submit equity ac�on plans. • Develop implementa�on and training plan department by department to expand the use of equity impact tools.
• Develop communica�on and monitoring strategy for departments’ equity ini�a�ves. • Make recommenda�ons on the structure, posi�onality, and capaci�es needed for the greatest impact in advancing the City's stated goals and commitment toward racial equity (part of Annual progress report).

Phase 3 Beyond 2029: Scaling and Sustainability
Timeline Goals
Jan 29 – Dec 29 Codify racial equity prac�ces into city policies.

Jun 29 – Aug 2026 Ensure sustainability through con�nued investment, staﬀ capacity, and accountability mechanisms.

Jun 25 – Dec 26 Three-year impact assessment from Citywide Racial Equity Study and reﬁne strategies based on ﬁndings.

Ac�ons:
• Ins�tu�onalize racial equity analysis for all City funded projects, grants, and contracts. • Expand racial equity ini�a�ves to include workforce development and economic empowerment programs.
• Make recommenda�ons on the structure, posi�onality, and capaci�es needed for the greatest impact in advancing the City's stated goals and commitment toward racial equity (part of Annual progress report).

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

SACAMENTO

CONTRACT Office of the Cpty Clerk

ROUTING SHEET
Contract Cover/Routing Form: Must Accompany ALL Contracts; however, it is NOT part of the contract.

General Information (Required)
Original Contract # (supplements only): Supplement/Addendum #:

Assessor's Parcel Number(s):

Contract Effective Date: 6/17/2022 Contract Expiration Date (if applicable):
$ Amount (Not to Exceed): 249900 Adjusted $ Amount (+/-):

Other Party: Race Forward
Project Title: Professional Services Agreement: City Racial Equity Resolution and the (SCORE) initiative and work plan Project #: Bid/RFQ/RFP #:

City Council Approval: NO
Contract Processing Contacts
Department: City Attorney
Contract Coordinator: Jamie Gifford
if YES, Council File ID#:

Project Manager: Brett Witter
Email: [email protected]
Department Review and Routing
Accounting:

(Signature) (Date)
Supervisor:

(Signature) (Date)
Division Manager:

(Signature) (Date)
Other:
(Signature) (Date)
Special Instruction/Comments (i.e. recording requested, other agency signatures required, etc.) Recording Requested Other Party Signature Required
FOR CLERK & IT DEPARTMENTS ONLY DO NOT WRITr 7 -7-7;-o4.T" THIS LINE --\ )2022 - 0606
CC Rev. 12.19.2018
Contract #2022-0606
CONTRACT #:

CONTRACT NAME: Race Forward
CONTRACT PROJECT #:

DEPARTMENT: City Manager
DIVISION:

CITY OF SACRAMENTO
PROFESSIONAL SERVICES AGREEMENT*
THIS CONTRACT is made at Sacramento, California, by and between the CITY OF SACRAMENTO, a charter city and municipal corporation ("CITY"), and
Race Forward
900 Alice Street, Suite 400
Oakland, CA 94607
(510) 653-3415
("Contractor"), as of the Effective Date, as defined below.

The City and Contractor agree as follows:

1. Effective Date. This Contract shall be effective beginning the date it is fully executed by the duly authorized parties.

2. Contract Documents. All exhibits and documents attached or referred to in this Contract are incorporated as if set forth herein, Including Exhibit A (titled "Scope of Services") and Exhibit B (titled "Payment").

If there is a conflict between the terms and conditions of any document prepared or provided by the Contractor and made a part of this Contract and the otherterms or conditions of the Contract, the other terms and conditions of the Contract control.

3. Services. Subject to the terms and conditions set forth in this Contract, Contractor shall provide to CITY the services described in Exhibit A ("Services").

Contractor will not be compensated for services outside the scope of Exhibit A ("Additional Services") unless, before providing Additional Services: (a) Contractor notifies CITY and CITY agrees that the Additional Services are outside the scope of Exhibit A; (b) Contractor estimates the additional compensation required for these Additional Services; and (c) CITY, after notice, approves in writing a Supplemental Contract specifying the Additional Services and the amount of additional compensation to be paid Contractor.
* This form is to be used for all professional services, except services performed by architects, landscape- arch itects, professional engineers, or professional land surveyors, or services related to a construction project.

Form Approved by City Attorney 9-1-2020 Page 1
CITY will have no obligations whatsoever under this Contract or any Supplemental Contract, unless and until this Contract or any Supplemental Contract is approved by the City as required by the Sacramento City Code. As used in this Contract, the term "Services" includes both Services and Additional Services as applicable.

4. Payment. CITY shall pay Contractor at the times and in the manner set forth in Exhibit B.

Contractor shall submit all invoices to CITY in the manner specified in Exhibit B.

5. Facilities and Equipment. Except as set forth below, Contractor shall, at its sole cost and expense, furnish all facilities and equipment required for Contractor to perform this Contract. CITY shall furnish to Contractor only the facilities and equipment listed below, if any.

6. Insurance. Contractor shall, at its sole cost and expense, maintain the insurance coverage described in the attached Exhibit C.

7. General Conditions. Contractor shall comply with the terms and conditions set forth in the attached Exhibit D.

8. Additional Requirements for Surveying, Material Testing, and Inspection Services. If this Contract includes any land surveying, material testing, or inspection services provided for a City construction project, during the design, pre-construction, construction, or post- construction phases of the project, the Contractor and any subcontractor or subconsultant performing any such services shall comply with the provisions specified in Exhibit E.

9. Non-Discrimination in Employee Benefits. This Contract may be subject to Sacramento City Code chapter 3.54, Non- Discrimination in Employee Benefits by City Contractors. A summary of the requirements, entitled "Requirements of the Non-Discrimination in Employee Benefits Code (Equal Benefits Ordinance)," can be viewed at:
https://www.cityofsacramento.org/Finance/Procure ment/Contract-Ordinances.

Contractor acknowledges and represents that Contractor has read and understands the requirements and shall fully comply with all applicable requirements of Sacramento City Code chapter 3.54. If requested by City, Contractor shall promptly provide any documents and information required by City to verify Contractor's compliance.

Contractor's violation of Sacramento City Code chapter 3.54 constitutes a material breach of this Contract, for which the City may terminate the Contract and pursue all available legal and equitable remedies.

10. Considering Criminal Conviction Information in the Employment Application Process. This Contract may be subject to the requirements of Sacramento City Code chapter 3.62, Procedures for Considering Criminal Conviction Information in the Employment Application Process. A summary of the requirements, entitled "Ban-The-Box Requirements," can be viewed at:

Form Approved by City Attorney 9-1-2020 Page 2
https://www.cityofsacramento.org/Finance/Procure ment/Contract-Ordinances.

The Ban-The-Box Requirements are applicable to certain contracts with the City in an amount of $250,000 or more (either initial value or total value after amendment) or if the total value of all Contractor's contracts with the City is $250,000 or more over a 12-month period.

Contractor acknowledges and represents that Contractor has read and understands these requirements and shall fully comply with all applicable requirements of Sacramento City Code chapter 3.62. If requested by City, Contractor shall promptly provide any documents and information required by City to verify Contractor's compliance. Contractor shall require applicable subcontractors to fully comply with all applicable requirements of Sacramento City Code chapter 3.62 and include these requirements in all subcontracts covered by Sacramento City Code chapter 3.62.

Contractor's violation of Sacramento City Code chapter 3.62 constitutes a material breach of this Contract, for which the City may terminate the Contract and pursue all available legal and equitable remedies.

11. Local Business Enterprise Program. The Local Business Enterprise Program Participation Requirements ("LBE Participation Requirements") may be applicable to this Contract. A summary of the requirements, entitled "LBE Participation Requirements," can be viewed at:
https://www.cityofsacramento.org/Finance/Procurement/Contract-Ordinances.

Contractor acknowledges and represents that Contractor has read and understands these requirements and shall fully comply with all applicable requirements of Sacramento City Code chapter 3.60. If requested by City, Contractor shall promptly provide any documents and information required by City to verify Contractor's compliance. Contractor shall require applicable subcontractors to fully comply with all applicable requirements of Sacramento City Code chapter 3.60 and include these requirements in all subcontracts covered by Sacramento City Code chapter 3.60.

Contractor's violation of Sacramento City Code chapter 3.60 constitutes a material breach of this Contract, for which the City may terminate the Contract and pursue all available legal and equitable remedies.

12. Authority. The person signing this Contract for Contractor represents and warrants that he or she has read, understands, and agrees to all the Contract terms and is fully authorized to sign this Contract on behalf of the Contractor and to bind the Contractor to the performance of the Contract's obligations.
[Signatures Page Following Exhibits]
Form Approved by City Attorney 9-1-2020 Page 3

EXHIBIT A

SCOPE OF SERVICES

1. Representatives.

The CITY Representative for this Agreement is:

Leyne Milstein, Assistant City Manager
915 I Street, Fifth Floor
(916) 808-8491
[email protected]
The CONTRACTOR Representative forthis Agreement is:

Beth L. Williams
900 Alice Street, Suite 400
Oakland, CA 94607
(917) 426-7903
[email protected]
Unless otherwise provided in this Contract, all Contractor questions and correspondence pertaining to this Contract must be addressed to the City Representative. All City questions and correspondence must be addressed to the Contractor Representative.

2. Scope of Services. Contractor shall provide Services to City as set forth in Attachment 1 to this Exhibit A.

3. Time of Performance. The Services described in this Contract shall be provided for two years.

The City may extend this Contract for up to two additional one-year terms, for a maximum four-year term. Contractor shall provide the Services in accordance with any schedule in Attachment 1 to this Exhibit A.

4. Conflict of Interest Requirements. The individual(s) who will provide Services pursuant to this Contract are "Consultants" within the meaning of the Political Reform Act and the City's Conflict of Interest Code. ____ yes __X__ no [check one] Contractor shall cause the following to occur within 30 days after execution of this Contract:
(A) Identify the individuals who will provide Services or perform Work underthis Contract as "Consultants"; and
(B) Cause these individuals to file with the City Representative the "assuming office" statements of economic interests required by the City's Conflict of Interest Code.

Thereafter, throughout the term of the Contract, Contractor shall cause these individuals to file with the City Representative annual statements of economic interests and "leaving office" statements of economic interests, as required by the City's Conflict of Interest Code. The City may withhold all or a portion of any payment due underthis Contract or impose fines on the individuals until all required statements are filed.

Form Approved by City Attorney 9-1-2020 Exhibit A - Page 1 ATTACHMENT 1 TO EXHIBIT A
Assist City staff in establishing and implementing a plan for creating the City Racial Equity Resolution and the Sacramento Centered On Racial Equity (SCORE) initiative and workplan. This work includes coordinating and facilitating a series of meetings with City staff and community stakeholders to determine the pathway to achieving these City Council goals.

Sacramento Centered On Racial Equity (SCORE) workplan
Proposed Scope of Work: Winter 2022 — Spring 2024
Today as communities of color are disproportionately impacted by the pandemic of COVID-19, the ongoing legacy of white supremacy culture, and the national reckoning with structural and institutional racism, the transformation of the City of Sacramento's policies and practices to advance racial equity is imperative.

We are encouraged by the Sacramento City Council discussion and unanimous affirmation to move forward on a Racial Equity Initiative at the December 8, 2020, Council meeting. We are further encouraged by the Mayor's announcement of the creation of a Racial Equity Committee on August 24, 2021 to develop a racial equity workshop for the full city council and for this committee to be the public reporting body for the citywide Sacramento Centered On Racial Equity (SCORE) workplan outlined in this scope of work.

The explicit decision to address racial equity is absolutely critical, especially at this time when the vision for a multiracial, just democracy is greatly jeopardized. It is equally critical to ensure that the City interrogate and reconstruct its processes to design, advance and implement this Initiative.

A Racial Equity Initiative adopted and implemented through standard processes will not advance racial equity. We must interrupt patterns and processes, rooted in dominant cultural patterns that serve to perpetuate institutional racism and racial hierarchy. Failure to take a new course will likely diminish what little trust that might exist between the City and communities of color. Racial Equity must drive both processes and outcomes. The new course must include immediate measuresto reduce harm and move toward working for true partnership with communities of color. This is an absolute prerequisite to success in improving life outcomes for people of color in Sacramento.

For these reasons, we applaud Sacramento City leadership for acknowledging the need and urgency to address historic and systemic racism and to respond to the impacts of such long- standing inequities on our local community. We appreciate this opportunity to support Sacramento City Council and the City Manager's Office to address long-standing racial inequities and move toward becoming a racially just city.

Proposal:

The following proposal provides our recommendation to best accomplish equitable outcomes. We propose to support you and community racial equity leaders, together, to transform the City's internal and external structure, policies, procedures, to achieve racial equity. During this process we will offerstrategy development, tools and facilitated workshops for the City of Sacramento and its communities of color to shape governmental processes to truly serve all its people. The City must be prepared to pass an ordinance to fully sustain this work. This must include the resource and staffing to implement the first key projects; develop the knowledge and skills of all staff to do this work; and create the culture that expects racial equity as the norm.

Bring forward a resolution to Council, grounded and centered in a vision for racial justice offered by communities of color in Sacramento, that outlines the following (draft resolution as basis):
o Acknowledgement of historic and systemic harms and racism at local, regional and national levels;
o Affirmation of a sustained commitment to a citywide racial equity initiative; o Commitment to shift resolutions, ordinances, and budget to dismantle structural and institutional racism; and
o Commitment to build staff capacity to address systemic racism in all city functions including services, policy, programs, procedures, and budgeting; and structures to advance racial equity.
• Transforming Sacramento to achieve racial equity: setting the stage in 2021 and 2022. o Organize: A community-driven and community-owned approach to develop credibility, trust, and accountability with communities of color that result in purposeful and sustained community partnerships between the City and community for achieving racial equity in Sacramento.
• Engage in open and honest dialogue with communities of color on the subject of racial equity utilizing transformative justice and reconciliation practices
• Create community partnerships with shared power and authority throughout from setting vision, goals, strategies; through planning, implementation and evaluation
• Government forms internal structures to drive racial equity and hold accountability to community partners
o Normalize: Create shared understanding of institutional racism and government's role in creating disparate outcomes for people of color; shared language, tools, and structures to transform government to drive equitable outcomes; vision, goals strategies and sense of purpose; and learning environment in which breaking down barriers to try new strategies and partnerships is encouraged and willingness to adapt and retool when things do not perform as planned.
o Operationalize: Explore and implement methods to "share power, seed community partnerships..." create shared power community partnerships to improve government policies, practices, and programs and close racial disparities
• Using a racial equity assessment tool, apply a racial equity lens in a systematic way in decision-making processes with the goal of continuing to build an inclusive, equitable, thriving community for all Sacramento residents.
• Identify and prioritize pilot project(s) with the leadership of communities of color to support learning and to be the foundation for early implementation.
• Examine seemingly neutral policies and practices to determine whether they are contributing to racial inequity
Create an initial citywide SCORE workplan to coordinate City and community work to apply a racial equity tool to city processes with benchmarks, deliverables, and specific calls for accountability, transparency, and true collaboration with communities of color.

Please note that this proposal assumes all meetings are held remotely and that the dates and timelines are estimates that may shift depending on community leaders.

TASK 1: Truth-telling and Trust-building
Given the history and pervasiveness of institutional racism in this country, government has caused deep harm to its communities of color; it has broken trust repeatedly and caused harm. In order to set the stage for achieving racial equity, government must follow the lead of those communities who have been most impacted by institutional racism and are working collectively toward a bold vision for racial justice. This requires government to be responsive to this proposal from communities of color for building and sustaining trust at the outset of this project and includes developing and adopting new actions, engagement and collaboration that reflect a commitment to creating a culture of racial equity and sharing power.

TASK 2: Finalize City Racial Equity Resolution
Work with the City to develop a plan, advance discussions and help facilitate long-term engagement of stakeholders to finalize the City Racial Equity Resolution, codifying a commitment to racial equity. This work will include processes to inform, consult, collaborate, and entrust community in the development of the final resolution.

1. Create Engagement Plan - With racial equity community leaders, create a plan to engage Communities of Color ("Community") about the resolution. This will be coordinated with the City as it implements its traditional engagement processes. a Identify and meet with community racial justice organizers and leaders to establish roles and involvement, including getting direction from their constituencies; to identify who else needs to be included and how to bring them into the room; and to establish leadership with accountability to their communities. Which racial justice leaders and the number of leaders that are designated, should both be determined by a broad set of local racial justice groups, organizations and leaders. We estimate this group would consist of 5- 11 local racial justice leaders, spanning Black, Asian, indigenous, Latinx, Pacific Islander and other local communities of color. Race Forward will offerto provide initial support and coordination for this process. Community leaders shall be compensated for their time with a to be determined stipend amount that is in alignment with promising best practices' from other jurisdictions and shall be included in the total contract amount.
b. Meet with City project leads to create shared understanding of work and roles c Create draft engagement plan

2. Community Meetings
a With the City, coordinate the Community engagement plan, shared expectations, values and group agreements; and co-create engagement materials including survey and evaluation tools
b. Coordinate with Community racial equity leaders
c Three 90-minute Community meetings
i. Plan and coordinate with Council staff
ii. Facilitate meetings and take notes
iii. Prepare mtg notes
iv. Debrief with City - 60 min mtg for each Community mtg X 3

3. Create Resolution - Final Draft
a Create review draft
b. Collate feedback from Community via Google doc, or similar c Create Council draft
d. Present to Council, and/or staff prior to Council presentation (1 hour mtg) e. Assist in notifying Community leaders of the Council's public meeting about the resolution
NOTE: These hours are estimates only. They may shift based on articulated need and consensus of participants.

TASK 3: Develop Partnership & Accountability Strategy to Center Communities of Color for Racial Justice
Summer-Fall 2023
We will work with Communities of color leadership and the City to create a strategy of engagement, partnership and accountability with communities of color to work with the City to use the racial equity assessment tool, and to develop and implement the citywide SCORE workplan.

The strategy will address the following questions:

City of Chicago: http:/ /el ev atedchic ago .org/Ele vated%20Community %20Engagement%20Principl es- Digital. pdf. City of Seattle: haps] /www .seattle .gov/Documents/Departments/RSJI/ 18- 21 RSJI Strategic Plan 4.6.19 FINAL.pdf. City of Austin Texas:
http: / /www.austintexas.gov/ e dims/do cument. cfm?id=274706. • What forms of engagement should we use?
• Who should be engaged in this conversation?
• How can this conversation be equitable in its accessibility? • How will we measure successful outreach and engagement? • How will we build on this outreach and engagement for long-term relationships? • How do we build confidence in attendees that their time is well spent and put towards something productive/tangible?
• How do we ensure we are not contributing to community meeting fatigue? This work will consider the City of Sacramento's 'Community Engagement Framework' and will address the following City of Sacramento Engagement Priorities:
• Ensuring racially equitable engagement over digital platforms, knowing there are barriers to accessing digital spaces
• Ensuring racially equitable engagement through language accessibility • Ensuring racially equitable engagement and representation across the city's ethnic, cultural, socio-economic, and other demographic diversity measures • Ensuring feedback from engagement opportunities is consistently tracked and presented
• A specific timeline for engaging community and providing a consolidated report of engagement efforts, feedback, and recommendations

1. Create community partnership draft strategy with community leaders

2. Get Community feedback

3. Create partnership strategy final draft
TASK 4: Co-create Citywide Racial Equity Workplan with City and Community Fall 2023 — Spring 2024
This task will cultivate shared language and tools among a City Core Team and Community Leadership to co-create a citywide SCORE workplan. The SCORE workplan will develop the beginning elements of how the city can apply a racial equity tool to city decision- making processes with benchmarks, deliverables, and specific calls for accountability, transparency, and true collaboration with communities of color.

1. Council Retreat - Full Council workshop to identify training and support needed to successfully transition from resolution to implementation. (4 hrs)

2. Establish Community Leadership Council — establish membership and purpose of City Council Racial Equity Committee/Workgroup and Community Leadership Council. (Assumes expertise of 5-11 community leaders compensated by stipend)

3. Build the foundation for racial equity (assumes 70 attendees:
40 community members, 30 City staff. Community members shall be compensated for their time with a to be determined stipend amount that is in alignment with promising best practices 2 from other jurisdictions and shall be included in the total contract amount.
a. Normalizing conversations about race includes developing shared definitions and framework; and an understanding that the disparate outcomes we see are created. (8 hr workshop)
b. Racial Equity Assessment Tool: using a rigorous tool, informed by data and focused on a shared racial equity vision to inform policy, program and budget decisions is essential. (a 6 hr workshop plus homework, followed by a 4 hr workshop)
c. Racial Equity Leadership is essential at both the institutional and community levels. (4 hr workshop: 2 hrs both City and community; 2 hrs with City and Community in separate rooms. perhaps this runs between the two RET workshops?)
d. Racial Equity Action Plan to coordinate work within the City and the community for greatest impact. (4 hr workshop plus homework, followed by a 4 hr workshop)
e. Institutional Structure and Accountability to Communities of Color (6 hr workshop)

4. Co-developed Citywide workplan report with priority work areas identified by community and recommendations for Council

GLOSSARY
Best Practice— Has undergone a rigorous process of peer review and evaluation that indicates effectiveness Source: "Emerging, Promising, and Best Practices Definitions" from the Kentuclw Cabinet for Health and Family Services
Dominant Culture - Dominant culture in a society refers to the established language, religion, values, rituals, and social customs on which the society was built. It has the most power, is widespread, and influential within a social entity, such as an organization, in which multiple cultures are present. An organization's dominant culture is heavily influenced by the leadership and management standards and preferences of those at the top of the hierarchy. In this paper, dominant culture refers specificallyto the American context in which organizational culture is predominantlydefined by white men and white women in positional power.

Source: Equity in the Center
Ethnicity-A social constructthatdividespeople into smaller social groups based on characteristicssuch as shared sense of group membership, values, behavioral patterns, language, political and economic interests, history, and ancestral geographical base. Examples of different ethnic groups are Cape Verdean, Haitian, African American (black), Chinese, Korean, Vietnamese (Asian), Cherokee, Mohawk, Navaho (Native American), Cuban, Mexican, Puerto Rican (Latino), Polish, Irish, and Swedish (white).

Source: Maurianne Adams, Lee Anne Bell, and Pat Griffin, eds., Teachingfor Diversity and Social Justice: A Sourcebook(NewYork: Routledge, 2007).

Emerging Practices— Incorporates qualities of other positive/effective interventions. Is based on patterns that have been proven to lead to effective outcomes. Incorporates a process of continual quality improvement. Has evaluation plan in place.

Source: "Emerging, Promising, and Best Practices Definitions" from the Kentucky Cabinet for Health and Family Services
Institutional Racism - Institutional racism refers specifically to the ways in which institutional policies and practices create different outcomes for different racial groups. The institutional policies may never mention any racial group, buttheir effect is to create advantages for whites and oppression and disadvantage for people from groups classified as people of color.

Examples:

Government policies that explicitly restricted the ability of people to get loans to buy or improve their homes in neighborhoods with high concentrations of African Americans (also known as "red-lining"). City sanitation department policies that concentrate trash transfer stations and other environmental hazards disproportionately in communities of color.

Source: Flipping the Script: White Privilege and Community Building by Maggie Potapchuk, Sally Leiderman, Donna Bivens, and Barbara Major (2005).

Related Resources: Racism (scroll down alphabetically to the box for "Institutional Racism") People of Color (Communities of Color) - Often the preferred collective term for referring to non-White racial groups. Racial justice advocates have been using the term "people of color" (not to be confused with the pejorative "colored people") since the late 1970s as an inclusive and unifying frame across different racial groups that are not White, to address racial inequities. While "people of color" can be a politically useful term and describes people with theirown attributes (as opposed to whatthey are not, e.g., "non-White"), it is also important whenever possible to identify people through their own racial/ethnicgroup, as each has its own distinct experience and meaning and may be more appropriate.

Source: Race Forward, "Race Reporting Guide" (2015).

Promising Practices— In addition to the qualities of an emerging practice, has strong qualitative data showing positive outcomes.

Source: "Emerging, Promising, and Best Practices Definitions"from the Kentucky Cabinet for Health and Family Services
Race and Ethnic identity - An individual's awareness and experience of being a member of a racial and ethnic group; the racial and ethnic categories that an individual chooses to describe him or herself based on such factors as biological heritage, physical appearance, cultural affiliation, earlysocialization, and personal experience.

Source: Teaching for Diversity and Social Justice:A Sourcebook, edited by Maurianne Adams, Lee Anne Bell, and Pat Griffin, Routledge, 1997.

Related Resources: Race, Ethnicity, and Indigeneity
Racism —
= race prejudice+ social and institutional power
= a system of advantage based on race
= a system of oppression based on race
= a white supremacy system
Racism is different from racial prejudice, hatred, or discrimination. Racism involves one group having the power to carry out systematic discrimination through the institutional policiesand practices of the societyand by shaping the cultural beliefs and values that support those racist policies and practices.

Source: "What Is Racism?" — Dismantling Racism Works (dRworks) web workbook.

Related Resources: Racism
Racial Equity- Racial equity is the condition that would be achieved if one's racial identity no longer predicted, in a statistical sense, how one fares. When we use the term, we are thinking about racial equity as one partof racial justice, and thus we also include workto address root causes of inequities, not just their manifestation. This includes elimination of policies, practices, attitudes, and cultural messages that reinforce differential outcomes by race or that fail to eliminate them.
"A mindset and method for solving problems that have endured for generations, seem intractable, harm people and communities of color most acutely, and ultimately affect people of all races. This will require seeing differently, thinking differently, and doing the work differently. Racial equityis about results that make a difference and last."
Source: 1) Center for Assessment and Policy Development. 2) OpenSource Leadership Strategies.

Racial Equity Assessment Tool/Assessment - A Racial Equity Impact Assessment (REIA) is a systematic examination of how different racial and ethnicgroups will likelybe affected by a proposed action or decision. REIAs are used to minimize unanticipated adverse consequences in a variety of contexts, including the analysis of proposed policies, institutional practices, programs, plans and budgetary decisions. The REIA can be a vital tool for preventing institutional racism and for identifying new optionsto remedy long-standing inequities.

Source: Race Forward "What is A Racial Equity Assessment?" Racial Equity Lens - The process of paying disciplined attention to race and ethnicity while analyzing problems, looking for solutions, and defining success. A race equity lens critiques a "color blind" approach, arguing that color blindness perpetuates systems of disadvantage in that it prevents structural racism from being acknowledged.

Application of a race equity lens helps to illuminate disparate outcomes, patternsof disadvantage, and root cause.

Source: Equity in the Center
Racial inequity- is when two or more racialgroups are not standing on approximately equal footing, such as the percentages of each ethnicgroup in terms of dropout rates, single family homeownership, access to healthcare, etc.

Source: lbram X. Kendi How To Be An Antiracist, Random House, 2019.

Racial Justice -The systematic fair treatment of people of all races, resulting in equitable opportunities and outcomes for all. Racial justice or racial equity— goes beyond "anti-racism." It is not just the absence of discrimination and inequities, but also the presence of deliberate systems and supports to achieve and sustain racial equity through proactive and preventative measures.

Source: National Education Association. (2017). Racial Justice in Education. Retrieved August 05, 2020, from https://ne aediustice.orewp-content/uploads/2018/11/Racia Hustice-in-Education.pdf.

Racially Just City-The systematic fair treatment of people of all races, resulting in equitable opportunities and outcomes for all. Racial justice—or racial equity—goes beyond "anti-racism." It is not just the absence of discrimination and inequities, but also the presence of deliberate systems and supports to achieve and sustain racial equity through proactive and preventative measures.

Operationalizing racial justice means reimagining and co-creating a just and liberated world and includes:
understanding the history of racism and the system of white supremacy and addressing past harms, working in right relationship and accountability in an ecosystem (an issue, sector, or community ecosystem) for collective change, implementing interventions that use an intersectional analysisand that impact multiple systems, centering Blackness and building community, cultural, economic, and political power of Black, Indigenous, and other People of Color (BIPOC), and applying the practice of love alongwith disruption and resistance to the status quo.

Source: Race Forward, "Race Reporting Guide" (2015). Maggie Potapchuk, "OperationalizingRacial Justice in Non- P rofit Organizations" (MP Associates, 2020). This definition is based on and expanded from the one described in Rinku Sen and Lori Villarosa, "Grantmaking with a Racial Justice Lens:A Practical Guide" (Philanthropic Initiative for Racial Equity, 2019).

Reconciliation Justice Practices - Restorative Justice is a theoryof justice that emphasizes repairing the harm caused by crime and conflict. It places decisions in the hands of those who have been most affected by a wrongdoing, and gives equal concern to the victim, the offender, and the surroundingcommunity. Restorative responses are meant to repair harm, heal broken relationships, and address the underlying reasons for the offense. RestorativeJustice emphasizes individual and collective accountability. Crime and conflict generate opportunities to build community and increase grassroots power when restorative practices are employed.

Source: The Move ment for Black Lives (M4BL), "Glossary." Structural Racism -The normalization and legitimization of an array of dynamics— historical, cultural, institutional, and interpersonal— that routinely advantage Whites while producing cumulative and chronic adverse outcomes for people of color. Structural racism encompasses the entire system of White domination, diffused and infused in all aspects of society including its history, culture, politics, economics, and entire social fabric. Structural racism is more difficultto locate in a particular institution because it involves the reinforcing effects of multiple institutions and cultural norms, past and present, continually reproducing old and producing new forms of racism. Structural racism is the most profound and pervasive form of racism— all otherforms of racism emerge from structural racism.

For example, we can see structural racism in the many institutional, cultural, and structural factors that contribute to lower life expectancyfor African American and Native American men, compared to white men. These include higher exposure to environmental toxins, dangerous jobs and unhealthy housing stock, higher exposure to and more lethal consequences for reacting to violence, stress, and racism, lower rates of health care coverage, access, and quality of care, and systematic refusal by the nation to fix these things.

Source: Chronic Disparity:Strong and Pervasive Evidence of Racial Inequalities by Keith Lawrence, Aspen Institute on Community Change, and TerryKeleher, Applied Research Center, for the Race and Public Policy Conference (2004). Flipping the Script: White Privilege and Community Building by Maggie Potapchuk, Sally Leiderman, Donna Bivens, and Barbara Major (2005).

Underserved Communities - refers to populations sharing a particular characteristic, as well as geographic communities, that have been systematically denied a full opportunity to participate in aspects of economic, social, and civic life.

Source: Methodsand Leading Practices for Advancing Equity and Supportfor Underserved Communities through Government Office of Management and Budget May 4, 2021
White Supremacy- 1) The idea (ideology) that white people and the ideas, thoughts, beliefs, and actions of white people aresuperior to People of Colorand their ideas, thoughts, beliefs, and actions. While most people associate white supremacy with extremist groups like the Ku Klux Klan and the neo-Nazis, white supremacy is ever present in our institutional and cultural assumptions that assign value, morality, goodness, and humanityto the white group while casting people and communities of coloras worthless(worth less), immoral, bad, and inhuman and "undeserving." Drawing from critical race theory, the term "white supremacy" also refers to a political or socio- economic system where white people enjoystructural advantage and rights that other racial and ethnic groups do not, both at a collective and an individual level.
2) Is a historically based, institutionally perpetuated systemof exploitation and oppression of continents, nations and peoples of color by White peoples and nations of the European continent; forthe purpose of maintaining and defending a system of wealth, power and privilege.

Source: "What Is Racism?" — Dismantling Racism Works (dRworks) web workbook.

Related Resources: System of White Supremacy and White Privilege and Addressing Hate and White Supremacy.

Department of Epidemiology. (2017). Equity, Diversity, and Inclusion Committee. University of Washington School of Public Health. Retrieved August 5, 2020, from
https://epi.washington.edu/sites/defauIt/files/DEI%20Glossary%20Word.pdf.

White supremacy Culture - refersto the dominant, unquestioned standards of behavior and ways of functioning embodied by the vast majority of institutions in the United States. These standards may be seen as mainstream, dominant cultural practices; they have evolved from the United States' history of white supremacy. Because it is so normalized it can be hardto see, which only adds to its powerful hold. In many ways, it is indistinguishablefrom what we might call U.S. culture or norms— a focuson individuals overgroups, for example, or an emphasis on the written word as a form of professional communication. But it operatesin even more subtle ways, by defining what "normal" is— and likewise, what "professional," "effective," or even "good" is. In turn, white culture also defines what is not good, "at risk," or "unsustainable." White culture values some ways of thinking, behaving, deciding, and knowing— ways that are more familiar and come more naturally to those from a white, western tradition — while devaluingor rendering invisible other ways. And it does this without ever having to explicitly say so. An artificial, historically constructed culture which expresses, justifies, and binds together the United States white supremacy system. It is the glue that binds together white-controlled institutions into systems and white- controlled systems into the global white supremacy system.

Source: 1. Gita Gulati-Partee and Maggie Potapchuk, "Paying Attention to White Culture and Privilege:A Missing Link to Advancing Racial Equity" (The Foundation Reviewvol. 6: issue 1, 2014). 2. Sharon Martinasand the Challenging White Supremacy Workshop, 4th revision (1995).

ADDENDUM
The following tasks are not included in this workplan, but will be considered for future efforts and will be evaluated based on completion of tasks 1-4.

TASK 5: Identify infrastructure needed for City and community to understand impacts and analysis for successful and meaningful implementation Identification of data and resources, and infrastructure needed for City staff to understand impacts and analysis for successful and meaningful implementation that includes:
• Data & Resources
o Identify priority areas for evaluation/assessment (community engagement, budget, contracting, climate, etc.) and data available or required. • Evaluation & Metrics
o Create an evaluation plan to measure the efficacy of an initiative in each of the priority areas for evaluation.
o A results-based accountability framework is encouraged to identify and create performance measures that assess progress and implements initiative. • Sustainable Engagement
o Sustain meaningful engagement of City and community stakeholders through this initiative and leverage existing community engagement efforts and practices.
o Provide metrics and evaluations demonstrating improvement of participating staff, Council, and community stakeholder engagement in surveys or other evaluation methods, including evidence of completed projects.

Budget for one 4-hr session to address the most pressing need identified by the joint community and City team.

TASK 6: Develop capacity building infrastructure for implementation The previous tasks identified timeframes and milestones for the racial equity initiative. In order to support implementation, there will need to be additional training for Council, staff, and community to participate fully in developing and implementing the racial equity resolution, racial equity policies, and racial equity impact assessment tool.

Such capacity building could include outlining possible training:
• Training and decision-making education should contain content that creates a shared understanding of diversity, equity, and inclusion (DEI)/racial equity; • Application of racial equity principles in the decision-making process of the Council and systems of the City;
• Increasing the ability to recognize, respond and remove barriers to DEI/racial inequity that exist within systems, policies, and decision making; • Increasing the ability to serve, work, and engage with people of different races and backgrounds.

Additional recommended trainings could include:
> Cross-cultural training, courageous conversations, and truth and reconciliation process; • Uncovering unconscious bias;
• Communicating about race and racism;
• Bringing an individual and systemic lens to race, racial equity, and structural racism; > Exploring the intersection of race and other identities; > Local racial history learning;
> Anti-Black racism; and
> Racial solidarity and racial capitalism

EXHIBIT B

PAYMENT

1. CONTRACTOR's Compensation. The total of all fees paid to the Contractor for the provision of Services as set forth in Exhibit A, including any authorized reimbursable expenses, shall not exceed the total sum of $249,900.00. The payments specified in this Exhibit B shall be the only payments made to Contractor unless the City approves a Supplemental Contract.

2. Billable Rates. Contractor shall be paid for the performance of Services on an hourly rate, daily rate, flat fee, lump sum, or other basis, as set forth in Attachment 1 to this Exhibit B and any applicable special provisions included in the request for bids or proposals.

3. CONTRACTOR's Reimbursable Expenses. "Reimbursable Expenses" are limited to actual expenditures of Contractor for expenses that are necessary for the proper satisfaction of the Contract and are only payable if specifically authorized in advance in writing by the City. No charges or markup will be allowed unless specified in the Contract, including charges for travel and transportation.

4. Payments to CONTRACTOR. Contractor is responsible for supplying all documentation necessary to verify invoices to the City's satisfaction.

A. Payments to Contractor shall be made within a reasonable time after receipt of Contractor's invoice, in proportion to services performed or as otherwise specified in Attachment 1 to Exhibit B. Contractor may request payment on a monthly basis.

Contractor shall be responsible for the cost of supplying all documentation necessary to verify the monthly billings to the satisfaction of CITY.

B. Invoices must be submitted to either of the addresses specified below. (1) Email. Submit email invoices and any attachments to:
[email protected]
(2) Postal Mail. If emailing is not an option, mail to:

A/P Processing Center
City of Sacramento
915 I Street, Floor 4
Sacramento, CA 95814-2608
C. All invoices submitted by Contractor must contain the following information:
(1) Job/Project Name
(2) CITY's current Purchase Order Number
(3) Contractor's Invoice Number
(4) Date of Invoice Issuance
(5) Work Order Number (if applicable)
(6) CITY representative identified on the Purchase Order (7) Contractor's remit address
Form Approved by City Attorney 9-1-2020 Exhibit B - Page 1 (8) Description of services billed under Invoice
(9) Amount of Invoice (itemize all authorized Reimbursable Expenses) (10) Total Billed to Date under Contract (if applicable) D. Items must be separated into Services and Reimbursable Expenses. Invoices that do not conform to the format outlined above will be returned to Contractor for correction. CITY is not responsible for delays in payment to Contractor resulting from Contractor's failure to comply with the invoice format described above.

5. Additional Services. Additional Services shall be provided only when a Supplemental Contract authorizing the Additional Services is approved in writing by the City in accordance with the City's contract amendment procedures. The City reserves the right to perform any Additional Services with its own staff or to retain other contractors to perform the Additional Services.

6. Accounting Records of CONTRACTOR. During performance of this Contract and for a period of three years after completion of performance, Contractor shall maintain all accounting and financial records related to this Contract, in accordance with generally accepted accounting practices, including records of Contractor's costs for performance under this Contract and records of Contractor's Reimbursable Expenses. Contractor shall keep and make records available for inspection and audit by representatives of the CITY upon reasonable written notice.

7. Tax Payments. Contractor shall pay, when and as due, any and all taxes incurred as a result of Contractor's compensation hereunder, including estimated taxes, and shall provide CITY with proof of the payment upon request. Contractor hereby agrees to indemnify CITY for any claims, losses, costs, fees, liabilities, damages or injuries suffered by CITY arising out of Contractor's breach of this section.

Form Approved by City Attorney 9-1-2020 Exhibit B - Page 2 ATTACHMENT 1 TO EXHIBIT B
Race Forward Fee Schedule

TASK COST
Task 1: Truth-Telling & Trust Building $30,000
Task 2: Finalize City Racial Equity Resolution $35,700 if 5 community leaders $42,000 if 11 community leaders
Task 2.1: Create engagement plan $10,050 if 5 community leaders $12,750 if 11 community leaders
Task 2.2: Community meetings $16,100 if 5 community leaders $18,500 if 11 community leaders
Task 2.3: Create resolution final draft $9,550 if 5 community leaders $10,750 if 11 community leaders
Task 3: Develop Partnership & Accountability
Strategy to Center Communities of Color FOR
Racial Justice
$19,900 if 5 community leaders
$21,950 if 11 community leaders
Task 3.1: Create community partnership
draft strategy with community leaders
$14,200 if 5 community leaders
$15,400 if 11 community leaders
Task 3.2: Get community feedback $2,250 if 5 community leaders $3,100 if 11 community leaders
Task 3.3: Create partnership strategy final
draft
$3,450
Task 4: Co-create Citywide Racial Equity
Workplan with City and Community
$152,200 if 5 community leaders for 4.2
$153,400 if 11 community leaders for 4.2
Task 4.1: Council retreat $8,000
Task 4.2: Establish Community
Leadership Council
$4,200 if 5 community leaders
$5,400 if 11 community leaders
Task 4.3: Build the foundation for racial
equity
$132,000 assumes 40 community
members
Task 4.4: Co-create citywide workplan $8,000
Sub-total - including stipends described in Attachment 1 to Exhibit A: $237,800 - $247,350 Total - Including regular coordination meetings with City: not to exceed $249,900

EXHIBIT C

INSURANCE

1. Insurance Requirements. During the entire term of this Contract, Contractor shall maintain the insurance coverage described in the Insurance Terms below. Full compensation for all premiums that Contractor is required to pay for the insurance coverage described herein shall be included in the compensation specified under this Contract. No additional compensation will be provided for Contractor's insurance premiums. Any available insurance proceeds in excess of the specified minimum limits and coverages shall be available to the City.

Contractor's liability to the City is not in any way limited to or affected by the amount of insurance coverage required or carried by the Contractor in connection with this Contract.

2. General Liability Minimum Scope and Limits of Insurance Coverage. Commercial General Liability Insurance is required providing coverage at least as broad as ISO CGL Form 00 01 on an occurrence basis for bodily injury, including death, of one or more persons, property damage, and personal injury, arising out of activities performed by or on behalf of the Contractor and subcontractors, products and completed operations of Contractor and subcontractors, and premises owned, leased, or used by Contractor and subcontractors, with limits of not less than one million dollars ($1,000,000) per occurrence. The policy shall provide contractual liability and products and completed operations coverage for the term of the policy.

The City, its officials, employees and volunteers shall be covered by policy terms or endorsement as additional insureds as respects general liability arising out of: activities performed by or on behalf of Contractor and subcontractors; products and completed operations of Contractor and subcontractors; and premises owned, leased, or used by Contractor and subcontractors.

3. Automobile Liability Minimum Scope and Limits of Insurance Coverage. (Check the applicable provision.)
_X Automobile Liability Insurance is required providing coverage at least as broad as ISO Form CA 00 01 for bodily injury, including death, of one or more persons, property damage and personal injury, with limits of not less than one million dollars ($1,000,000) per occurrence. The policy shall provide coverage for owned, non-owned and/or hired autos as appropriate to the operations of the Contractor.

The City, its officials, employees and volunteers shall be covered by policy terms or endorsement as additional insureds as respects auto liability.

No automobile liability insurance is required, and by signing this Contract, Contractor certifies as follows:
"Contractor certifies that a motor vehicle will not be used in the performance of any work or services underthis agreement. lf, however, Contractor does transport items under this Contract, or this Contract is amended to require any employees of Contractor to use a Form Approved by City Attorney 9-1-2020 Exhibit C - Page 1 vehicle to perform services under the Contract, Contractor understands that it must maintain and provide evidence of Automobile Liability Insurance providing coverage at least as broad as ISO Form CA 00 01 for bodily injury, including death, of one or more persons, property damage and personal injury, with limits of not less than one million dollars ($1,000,000) per occurrence. The policy shall provide coverage for owned, non- owned and/or hired autos as appropriate to the operations of the Contractor."

4. Excess Insurance. The minimum limits of insurance required above may be satisfied by a combination of primary and umbrella or excess insurance coverage, provided that any umbrella or excess insurance contains, or is endorsed to contain, a provision that it will apply on a primary basis for the benefit of the City, and any insurance or self-insurance maintained by City, its officials, employees, or volunteers will be in excess of Contractor's umbrella or excess coverage and will not contribute to it.

5. Workers' Compensation Minimum Scope and Limits of Insurance Coverage. (Check the applicable provision.)
_X Workers' Compensation Insurance is required with statutory limits and Employers' Liability Insurance with limits of not less than one million dollars ($1,000,000). The Workers' Compensation policy shall include a waiver of subrogation in favor of the City.

No work or services will be performed on or at CITY facilities or CITY Property, therefore a Workers' Compensation waiver of subrogation in favor of the CITY is not required.

No Workers' Compensation insurance is required, and by signing this Contract, Contractor certifies as follows:
"Contractor certifies that its business has no employees, and that it does not employ anyone, and is therefore exempt from the legal requirements to provide Workers' Compensation insurance. lf, however, Contractor hires any employee during the term of this Contract, Contractor understands that Workers' Compensation with statutory limits and Employer's Liability Insurance with a limit of not less than one million dollars ($1,000,000) is required. The Workers' Compensation policy will include a waiver of subrogation in favor of the City."

6. Professional Liability Minimum Scope and Limits of Insurance Coverage. Professional Liability Insurance providing coverage on a claims-made basis for errors and omissions, or malpractice with limits of not less than one million dollars ($1,000,000):

Is X Is not [check one] required for this Agreement.

If required, such coverage must be continued for at least year(s) following the completion of all Services under this Contract. The retroactive date must be prior to the date this Contract is approved or any Services are performed.

Form Approved by City Attorney 9-1-2020 Exhibit C - Page 2

7. Other Insurance Provisions. The policies must contain, or be endorsed to contain, the following provisions:

A. Contractor's insurance coverage, including excess insurance, shall be primary insurance as respects the City, its officials, employees and volunteers. Any insurance or self-insurance maintained by the City, its officials, employees or volunteers will be in excess of Contractor's insurance and will not contribute with it.

B. Any failure to comply with reporting provisions of the policies will not affect coverage provided to the City, its officials, employees or volunteers.

C. Coverage shall state that Contractor's insurance applies separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

D. Contractor shall provide the City with 30 days written notice of cancellation or material change in the policy language or terms.

8. Acceptability of Insurance. Insurance must be placed with insurers with a Bests' rating of not less than A:VI. Self-insured retentions, policy terms or other variations that do not comply with the requirements of this Exhibit C must be declared to and approved by the City in writing before execution of this Contract.

9. Verification of Coverage.

A. Contractor shall furnish City with certificates and required endorsements evidencing the insurance required. Certificates of insurance must be signed by an authorized representative of the insurance carrier. Copies of policies shall be delivered to the City Representative on demand.

B. Contractor shall send all insurance certificates and endorsements, including policy renewals, during the term of this Contract directly to:

City of Sacramento
c/o Exigis LLC
PO Box 947
Murrieta, CA 92564
C. Certificate Holder must be listed as:

City of Sacramento
c/o Exigis LLC
PO Box 947
Murrieta, CA 92564
D. The City may withdraw its offer of Contract or cancel this Contract if the certificates of insurance and endorsements required have not been provided before execution of this Contract. The City may withhold payments to Contractor and/or cancel the Contract if the insurance is canceled or Contractor otherwise ceases to be insured as required herein.

Form Approved by City Attorney 9-1-2020 Exhibit C - Page 3

10. Subcontractor Insurance Coverage. Contractor shall require and verify that all subcontractors maintain insurance coverage that meets the minimum scope and limits of insurance coverage specified in this Exhibit C.

Form Approved by City Attorney 9-1-2020 Exhibit C - Page 4

EXHIBIT D

GENERAL CONDITIONS

1. Independent Contractor.

A. It is understood and agreed that Contractor (including Contractor's employees) is an independent contractor and that no relationship of employer-employee exists between the parties hereto for any purpose whatsoever. Neither Contractor nor Contractor's assigned personnel will be entitled to any benefits payable to CITY employees. CITY is not required to make any deductions or withholdings from the compensation payable to Contractor under the provisions of this Contract, and Contractor will be issued a Form 1099 for its services hereunder. As an independent contractor, Contractor hereby agrees to indemnify and hold CITY harmless from any and all claims that may be made against CITY based upon any contention by any of Contractor's employees or by any third party, including any state or federal agency, that an employer-employee relationship or a substitute therefor exists for any purpose whatsoever by reason of this Contract or by reason of the nature and/or performance under this Contract.

B. It is further understood and agreed by the parties that Contractor, in the performance of its obligations, is subject to the City's control and direction as to the designation of tasks to be performed and the results to be accomplished under this Contract, but not as to the means, methods, or sequence used by Contractor for accomplishing the results. To the extent that Contractor obtains permission to, and does, use CITY facilities, space, equipment or support services in the performance of this Contract, this use will be at the Contractor's sole discretion based on the Contractor's determination that the use will promote Contractor's efficiency and effectiveness. Except as may be specifically provided elsewhere in this Contract, the CITY does not require that Contractor use CITY facilities, equipment or support services or work in CITY locations in the performance of this Contract. As used in this Contract, "sole discretion" or "sole judgment" means that the party authorized to exercise its discretion or judgment may do so based on an unfettered assessment of its own interests, without considering how its decision affects the other party, and unconstrained by the implied covenant of good faith and fair dealing.

C. lf, in the performance of this Contract, any third persons are employed by Contractor, such persons will be entirely and exclusively under the direction, supervision, and control of Contractor. Except as otherwise provided in this Contract, all terms of employment, including hours, wages, working conditions, discipline, hiring, and discharging, or any other terms of employment or requirements of law, shall be determined by Contractor.

It is further understood and agreed that Contractor will issue W-2 or 1099 Forms for income and employment tax purposes for all Contractor's assigned personnel and subcontractors.

D. The provisions of this section will survive any expiration or termination of this Contract.

Nothing in this Contract creates an exclusive relationship between CITY and Contractor.

Contractor may represent, perform services for, or be employed by any additional persons or companies so long as Contractor does not violate the provisions of Section 5, below.

Form Approved by City Attorney 9-1-2020 Exhibit D - Page 1

2. Licenses; Permits, Etc. Contractor represents and warrants that Contractor has, and shall maintain at all times during the term of this Contract at its sole cost and expense, all licenses, permits, qualifications, and approvals of any nature that are legally required for Contractor to practice its profession or fulfill the terms of this Contract, including a City Business Operations Tax Certificate and any required certification issued by the California Secretary of State.

3. Time. Time is off the essence in the performance of this Contract. Contractor shall devote the necessary time and effort to its performance underthis Contract. Neither party will be considered in default of this Contract, to the extent that party's performance is prevented or delayed by any cause, present or future, that is beyond the reasonable control of that party.

4. CONTRACTOR Not Agent. Except as CITY may specify in writing, Contractor and Contractor's personnel have no authority, express or implied, to act on behalf of CITY in any capacity whatsoever as an agent. Contractor and Contractor's personnel shall have no authority, express or implied, to bind CITY to any obligations whatsoever.

5. Conflicts of Interest. Contractor covenants that neither it, nor any officer or principal of its firm, has or will acquire any interest, directly or indirectly, that would conflict in any manner with the CITY's interests or that would in any way hinder Contractor's performance under this Contract.

Contractor further covenants that in the performance of this Contract, no person having any such interest will be employed by it as an officer, employee, agent or subcontractor, without the City's written consent.

Contractor agrees to avoid conflicts of interest or the appearance of any conflicts of interest with the City's interests during the performance of this Contract. If Contractor is or employs a former officer or employee of the CITY, Contractor and any former City officer or employee shall comply with the provisions of Sacramento City Code Section 2.16.090 pertaining to appearances before the City Council or any CITY department, board, commission, or committee.

6. Hazardous Substances. "Hazardous Substances" means any substance, material, waste, or other pollutant or contaminant that is or becomes designated, classified, or regulated as hazardous or toxic under any law, regulation, rule, order, decree, or other governmental requirement now in effect or later enacted. If Contractor is shipping Hazardous Substances, Contractor must supply a Safety Data Sheet ("SDS") with the first shipment of Hazardous Substances to each City location receiving the Hazardous Substances. If the content of an SDS is revised, Contractor must provide a revised SDS to each City location receiving Hazardous Substances.

7. Confidentiality of CITY Information. During performance of this Contract, Contractor may gain access to and use CITY information regarding inventions, machinery, products, prices, apparatus, costs, discounts, future plans, business affairs, governmental affairs, processes, trade secrets, technical matters, systems, facilities, customer lists, product design, copyright, data, and other vital information (hereafter collectively referred to as "City Information") that are valuable, special and unique assets of the CITY.

Contractor agrees to protect all City Information and treat it as strictly confidential, and further agrees that Contractor shall not at any time, either directly or indirectly, divulge, disclose or Form Approved by City Attorney 9-1-2020 Exhibit D - Page 2 communicate in any manner any City Information to any third party without the City's prior written consent.

In addition, Contractor must comply with all CITY policies governing the use of the CITY network and technology systems, as set forth in applicable provisions of the City of Sacramento Administrative Policy Instructions # 30. A violation by Contractor of this section is a material violation of this Contract and shall justify legal and equitable relief.

8. CONTRACTOR Information.

A. CITY shall have full ownership and control, including ownership of any copyrights, of all information prepared, produced, or provided exclusively for the benefit of CITY by Contractor under this Contract. In this Contract, the term "information" means and includes: any and all work product, submittals, reports, plans, specifications, and other deliverables consisting of documents, writings, handwritings, typewriting, printing, photostatting, photographing, computer models, and any other computerized data and every other means of recording any form of information, communications, or representation, including letters, works, pictures, drawings, sounds, or symbols, or any combination thereof. Contractor shall not be responsible for any unauthorized modification or use of such information for other than its intended purpose by CITY. CITY hereby grants Contractor a license to use all such intellectual property prepared, produced, or provided by the Contractor free of additional charge and on a non-exclusive, worldwide, non-transferable, non-sublicensable, fully paid-up, royalty-free and perpetual basis to the extent reasonably necessary to enable Contractor to make reasonable use of Contractor's deliverables in the ordinary course of its business. Contractor shall retain ownership of any pre-existing materials used pursuant to the Agreement, and hereby grants a license to use all such data free of additional charge and on a non-exclusive, worldwide, non-transferable, non-sub-licensable, fully paid-up, royalty-free and perpetual basis to the extent reasonably necessary to enable CITY to make reasonable use of Contractor's deliverables and services provided pursuant to the Agreement.

B. Contractor shall fully defend, indemnify and hold harmless CITY, its officers and employees, and each of them, from and against any and all claims, actions, lawsuits or other proceedings alleging that all or any part of the information prepared, produced, or provided by Contractor under this Contract infringes upon any third party's trademark, trade name, copyright, patent or other intellectual property rights. CITY shall make reasonable efforts to notify Contractor not later than ten days after CITY is served with any such claim, action, lawsuit or other proceeding. However, City's failure to provide notice within the ten-day period does not relieve Contractor of its obligations hereunder, which survive any termination or expiration of this Contract.

C. All proprietary and other information received from Contractor by CITY, whether received in connection with Contractor's proposal to CITY or in connection with Contractor's performance, will be disclosed upon receipt of a request for disclosure, in accordance with the California Public Records Act; provided, however, that, if any information is set apart and clearly marked "trade secret" when it is provided to CITY, CITY shall give notice to Contractor of any request for the disclosure of such information. The Contractor will then have five days from the date it receives notice to petition the court for a protective Form Approved by City Attorney 9-1-2020 Exhibit D - Page 3 order to prevent the disclosure of the information. The Contractor shall have sole responsibility for defense of the actual "trade secret" designation of such information.

D. The parties understand and agree that any failure by Contractor to respond to the notice provided by CITY and seek a protective order, in accordance with the provisions of subsection C, above, constitutes a complete waiver by Contractor of any rights regarding the information designated "trade secret" by Contractor, and the information will be disclosed by CITY in accordance with the Public Records Act.

9. Notification of Material Changes in Business. Contractor agrees that if it experiences any material changes in its business, including a reorganization, refinancing, restructuring, leveraged buyout, bankruptcy, name change, or loss of key personnel, it will immediately notify the City of the changes. Contractor also agrees to immediately notify the City of any condition that may jeopardize the scheduled delivery or fulfillment of Contractor's obligations to the City under this Contract.

10. Standard of Performance. Contractor shall perform in the manner and according to the standards currently observed by a competent practitioner of Contractor's profession in California and in compliance with all requirements of this Contract. All products that Contractor delivers to CITY under this Contract must be prepared in a professional manner and conform to the standards of quality normally observed by a person currently practicing in Contractor's profession.

Contractor shall assign only competent personnel to perform on its behalf under this Contract.

Contractor must notify the CITY in writing of any changes in Contractor's staff assigned to perform under this Contract, before any performance by the new staff member. If the CITY, in its sole discretion, determines that any person assigned by the Contractor to perform under this Contract is not performing in accordance with the standards required herein, City shall provide notice to Contractor. Contractor shall immediately remove the assigned person upon receipt of the notice.

11. Performance or DifferentTerms and Conditions. The City's subsequent performance will not be construed as either acceptance of additional or different terms and conditions or a counteroffer by the Contractor, nor will the City's subsequent performance be viewed as acceptance of any provision of the Uniform Commercial Code, as adopted by any State, that is contrary to the terms and conditions contained herein. Contractor's performance shall conform to the applicable requirements of the Sacramento City Charter, Sacramento City Code, and all applicable State and Federal laws, and all the requirements of this Contract. The California Commercial Code will apply except as otherwise provided in the Contract.

12. Emergency/Declared Disaster Requirements. If an emergency is declared by the City Manager, or if any portion of the City is declared a disaster area by the county, state orfederal government, this Contract may be subjected to increased usage. The Contractor shall serve the City during a declared emergency or , disaster, subject to the same terms and conditions that apply during non- emergency / non-disaster conditions. The pricing set forth in this Contract will apply, without mark-up, regardless of the circumstances. If the Contractor is unable to fulfill the terms of the Contract because of a disruption in its chain of supply or service, then the Contractor shall provide proof of the disruption. Acceptable forms of proof will include a letter or notice from the Contractor's source stating the reason for the disruption Form Approved by City Attorney 9-1-2020 Exhibit D - Page 4

13. Term; Suspension; Termination.

A. This Contract is effective on the Effective Date and continues in effect until both parties have fully performed their respective obligations under this Contract, unless sooner terminated as provided herein.

B. CITY shall have the right at any time to suspend Contractor's performance hereunder, in whole or in part, by giving a written notice of suspension to Contractor. Upon receipt of such notice, Contractor shall immediately suspend its activities under this Contract, as specified in the notice.

C. The CITY shall have the right to terminate this Contract at any time by giving a written notice of termination to Contractor. Upon receipt of such notice, Contractor shall immediately cease performance under this Contract as specified in the notice. If the CITY terminates this Contract:
(1) Contractor shall, not later than five days after receipt of the notice, deliver all information prepared under this Contract to the City.
(2) The CITY shall pay Contractor the reasonable value of Goods or Services provided by Contractor before termination; provided, however, CITY shall not in any manner be liable for lost profits that might have been made by Contractor had the Contract not been terminated or had Contractor completed performance required by this Contract. Contractor shall furnish to the CITY any financial information requested by the City to determine the reasonable value of the Goods or Services provided by Contractor. The foregoing is cumulative and does not affect any right or remedy that CITY may have in law or equity.

14. Default by Contractor. In case of default by the Contractor, the City reserves the right to procure the Goods or Services from other sources and deduct from any monies due, or that may thereafter become due to the Contractor, the difference between the price named in this Contract and the actual cost to the City to procure from an alternate source. Prices paid by the City will be considered the prevailing market price at the time such purchase is made.

15. Indemnity.

A. Indemnity: Contractor shall defend, hold harmless, and indemnify City, its officers, and employees, and each and every one of them, from and against all actions, damages, costs, liabilities, claims, demands, losses, judgments, penalties, and expenses of every type and description, whether arising on or off the site of the work or services performed under this Contract, including any fees and costs reasonably incurred by City's staff attorneys or outside attorneys and any fees and expenses incurred in enforcing this provision (hereafter collectively referred to as "Liabilities"), including Liabilities for personal injury or death, damage to personal, real, or intellectual property, damage to the environment, contractual or other economic damages, or regulatory penalties, arising out of or in any way connected with performance of or failure to Form Approved by City Attorney 9-1-2020 Exhibit D - Page 5 perform this Contract by Contractor, any subcontractor (including lower-tier subcontractors) or agent of Contractor, their respective officers and employees, and anyone else for whose acts of omissions any of them may be liable, whether or not the Liabilities (i) are caused in part by a party indemnified hereunder, or (ii) are litigated, settled, or reduced to judgment; provided that the foregoing indemnity does not apply to liability for damages for death or bodily injury to persons, injury to property, or other loss, damage, or expense, to the extent arising from the active negligence or willful misconduct of, or defects in design furnished by, City, its agents, servants, or independent contractors who are directly responsible to City, except when such agents, servants, or independent contractors are under the supervision and control of Contractor or any subcontractor (including lower-tier subcontractors) or agent of Contractor.

B. Insurance Policies; Intellectual Property Claims: The existence or acceptance by City of any of the insurance policies or coverages described in this Contract will not affect or limit any of City's rights under this Section, nor will the limits of any insurance limit the liability of Contractor hereunder. This Section will not apply to any intellectual property claims, actions, lawsuits or other proceedings subject to the provisions of the Contractor Information Section, above.

C. Survival. The provisions of this section will survive any expiration or termination of this Contract.

16. Funding Availability.

A. This Contract is subjectto the budget and fiscal provisions of the Charter and the Sacramento City Code.

B. The City's payment obligation under this Contract will not exceed the amount of funds appropriated and approved for this Contract by the Sacramento City Council.

C. This Section shall govern over any other contrary provision of the Contract.

17. Equal Employment Opportunity. During the performance of this Contract, Contractor, for itself, its assignees and successors in interest, agrees as follows:

A. Compliance With Regulations: Contractor shall comply with all state, local, and federal anti-discrimination laws and regulations, including the Executive Order 11246 entitled "Equal Opportunity in Federal Employment", as amended by Executive Order 11375, 12086, and 13672, and as supplemented in Department of Labor regulations (41 CFR Chapter 60), referred to collectively as the "Regulations." B. Nondiscrimination: Contractor, with regards to the work performed by it after award and before completion of the work under this Contract, shall not discriminate on the ground of race, color, religion, sex, national origin, age, marital status, physical handicap or sexual orientation in selection and retention of subcontractors, including procurement of materials and leases of equipment. Contractor shall not participate either directly or indirectly in discrimination prohibited by the Regulations.

Form Approved by City Attorney 9-1-2020 Exhibit D - Page 6 C. Solicitations for Subcontractors, Including Procurement of Materials and Equipment: In all solicitations either by competitive bidding or negotiations made by Contractor for work to be performed under any subcontract, including all procurement of materials or equipment, each potential subcontractor or supplier shall be notified by Contractor of Contractor's obligation under this Contract and the Regulations relative to nondiscrimination on the ground of race, color, religion, sex, national origin, age, marital status, physical handicap or sexual orientation.

D. Information and Reports: Contractor shall provide all information and reports required by the Regulations, or by any orders or instructions issued pursuant thereto, and shall permit access to its books, records, accounts, other sources of information and its facilities as may be determined by the CITY to be pertinent to ascertain compliance with the Regulations, orders and instructions. Where any information required of Contractor is in the exclusive possession of another who fails or refuses to furnish this information, CONTRACTOR shall so certify to the CITY, and shall set forth what efforts it has made to obtain the information.

E. Sanctions for Noncompliance: In the event of noncompliance by Contractor with the nondiscrimination provisions of this Contract, the CITY shall impose any sanctions it determines are appropriate including:
(1) Withholding of payments to Contractor under this Contract until Contractor complies;
(2) Cancellation, termination, or suspension of this Contract, in whole or in part.

F. Incorporation of Provisions: Contractor shall include the provisions of subsections A through E, above, in every subcontract, including procurement of materials and leases of equipment, unless exempted by the Regulations, or by any order or instructions issued pursuant thereto. The City may direct Contractor to take specific actions to enforce these provisions, including sanctions for noncompliance; provided, however, that if Contractor becomes involved in, or is threatened with, litigation with a subcontractor or supplier as a result of such direction, Contractor may request that the CITY join such litigation to protect the City's interests.

18. Entire Agreement. This Contract, including all Exhibits and documents referenced herein, contains the entire agreement between the parties and supersedes whatever oral or written understanding they may have had before the execution of this Contract. No alteration to the terms of this Contract shall be valid unless approved in writing by Contractor, and by CITY, in accordance with applicable provisions of the Sacramento City Code.

19. Modification of Contract. The Contractor shall take no direction from any City employee that changes the executed terms and conditions of the Contract, including Exhibit A, or any change that impacts the cost, price, or schedule, before receiving a written, signed modification to the Contract.

20. Severability. If a court with jurisdiction rules that any portion of this Contract or its application to any person or circumstance is invalid or unenforceable, the remainder of this Contract will not Form Approved by City Attorney 9-1-2020 Exhibit D - Page 7 be affected thereby and will remain valid and enforceable as written, to the greatest extent permitted by law.

21. Waiver. Neitherthe CITY's acceptance of, or payment for, any Goods or Services, nor any waiver by either party of any default, breach or condition precedent, will be construed as a waiver of any provision of this Contract, nor as a waiver of any other default, breach or condition precedent or any other right hereunder. No waiver will be effective unless it is in writing and signed by the waiving party.

22. Governing Law. This Contract shall be governed, construed and enforced in accordance with the laws of the State of California, except that the rule of interpretation in California Civil Code section 1654 will not apply. Venue of any litigation arising out of this Contract will lie exclusively in the state trial court or Federal District Court located in Sacramento County in the State of California, and the parties consent to jurisdiction over their persons and over the subject matter of any such litigation in such courts, and consent to service of process issued by such courts.

23. Assignment Prohibited. The expertise and experience of Contractor are material considerations for this Contract. CITY has a strong interest in the qualifications and capability of the persons and entities that will fulfill the obligations imposed on Contractor under this Agreement. In recognition of this interest, Contractor shall not assign any right or obligation pursuant to this Contract without the written consent of the CITY. Any attempted or purported assignment without CITY's written consent shall be void and of no effect.

24. Binding Effect. This Contract is binding on the heirs, executors, administrators, successors and assigns of the parties, subject to the provisions of Section 23, above.

25. Compliance with Laws. The Contractor shall be responsible for strict compliance with all applicable laws, regulations, court orders and other legal requirements applicable to the work to be accomplished under the Contract, including the California Occupational Safety and Health Act and all applicable safety orders issued by the Division of Occupational Safety and Health, Department of Industrial Relations, State of California, and all applicable requirements of Underwriters Laboratories and the Federal Communication Commission.

26. Debarment Certification
A.

Pursuant to 2 CFR, Part 200, and applicable Executive Orders, the City is restricted in its ability to contract with certain parties that are debarred, suspended, or otherwise excluded or ineligible for participating in Federal assistance programs or activities. By signing this Agreement, CONTRACTOR warrants and certifies under penalty of perjury under the laws of the State of California that Contractor, including any owner, partner, director, officer, or principal of the CONTRACTOR, or any person in a position with management responsibility or responsibility for the administration of federal funds:
(1) Is not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any federal or state department/agency;
(2) Has not within a three-year period preceding this certification been convicted of or had a civil judgment rendered against it for: commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public transaction or Form Approved by City Attorney 9-1-2020 Exhibit D - Page 8 contract (federal, state, or local); violation of federal or state antitrust statutes; or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, receiving stolen property, or other criminal felony; (3) Is not presently indicted for or otherwise criminally or civilly charged by a governmental entity (federal, state, or local) with commission of any of the offenses enumerated in paragraph (b) above; or
(4) Has not, within a three-year period preceding this certification, had one or more public contracts (federal, state, or local) or transactions terminated for cause or default. (5) Has not been notified, within a three-year period precedingthis certification, been notified of any delinquent Federal taxes in an amount that exceeds $3,500 for which the liability remains unsatisfied. Federal taxes are considered delinquent if the tax liability has been finally determined and the taxpayer is delinquent in making payment, as defined in Section 52.209-5 of the Federal Acquisition Regulations.

B. CONTRACTOR further warrants and certifies that it shall not knowingly enter into any transaction with any subcontractor, material supplier, or vendor who is debarred, suspended, declared ineligible, or voluntarily excluded from covered transactions by any federal or state department/agency. Any exceptions to the warranties and certifications in this Section must be disclosed to the City.

C. Exceptions will not necessarily result in denial of recommendation for award, but will be considered in determining Contractor's responsibility. Disclosures must indicate to whom exceptions apply, the initiating agency, and dates of action.

D. City will review the Federal Government's System for Award Management Exclusions maintained by the General Services Administration for eligibility, prior to the execution of this Agreement. The CONTRACTOR shall provide immediate written notice to the City if, at any time prior to execution, the CONTRACTOR learns this certification is erroneous or has become erroneous by reason of changed circumstances. If it is later determined that the Contractor's warranties and certification in this Section were erroneous, the City may terminate this Agreement for default.

Form Approved by City Attorney 9-1-2020 Exhibit D - Page 9 Executed as of the day and year first above stated.

CITY OF SACRAMENTO
A Municipal Corporation
Aatk. By: LeyeMJstn lu
Print name: Leyne Milstein
Title: Assistant City Manager
For: Howard Chan, City Manager
ATTEST:
want, %-Alth ,pnic 20, 20z 220 PD—)
City Clerk
APPROVED AS TO FORM:

Bre-h" M. Wil-for
Brett M. Witter (Jur P
Brett M. Witter, Assistant City Attorney
Attachments
Exhibit A Scope of Work
Exhibit B Payment
Exhibit C Insurance
Exhibit D General Conditions
PSA Signature Page— Approved by CAO 11-1-2019
CONTRACTOR:

RACE FORWARD

NAME OF FIRM
Federal I.D. No.

State I.D. No.
1102061
City of Sacramento Business Op. Tax Cert. No.

TYPE OF BUSINESS ENTITY (check one):

Individual/Sole Proprietor
Partnership
Corporation (may require 2 signatures)
Limited Liability Company
Other (please specify: )
I-11 0- 11-7
Signature of Authorized Person
Randall Oakley, Vice President of Finance
Print Name and Title
Additional Signature (if required)
Print Name and Title
PSA Signature Page— Approved by CAO 11-1-2019

A TOOL TO SUPPORT EQUITABLE TABLE DESIGN
This tool supports the design and evaluation of government-community partnerships seeking to build and share power to ensure that decisions, programs, and policies deliver impactful results for communities most impacted by structural inequality. This is not an exhaustive checklist, but instead should serve as a guide to help partners build a charter/set of agreements to support governance of their shared table.

CO-GOVERNING FOR MULTI-RACIAL DEMOCRACY[WORKING DRAFT for PBS Learning Lab Use Only] November 20, 2024 STEP 1 Align on the problem/opportunity
STEP 2 Design participation and inclusion at the table
STEP 3 Determine how decisions are made/the table functions STEP 4 Deﬁne success
STEP 5 Build collective accountability
Our Co-governance Table Envisions
a deliberate infrastructure and set of agreements created by government and community stakeholders who commit to build and share power in collective decision-making, program design/implementation, and policy creation to deliver racially just results.

Step 1
All stakeholders need to be clear about the problem/opportunity that this table will be focused on and ensure there is readiness and commitment to engage in co-governance.

Consider that co-governance may not be the best strategy for all problems. It works best on “wicked problems” where there isn’t a certain/apparent solution, there is shared belief that government and community working together is valuable and essential, and leaders are willing to engage in a dierent process to drive outcomes.

Align on the problem/opportunity
A. What is the problem you’re trying to solve and/or the opportunity you’re trying to create through this collaboration?
Why are you working on this problem/opportunity now? What is the status quo? How did we get here? Analyze this against a systemic racism root cause analysis.

What does change look like? Who needs to be better o by solving this problem? What arenas are you focused on moving change in? Administrative/programmatic; Legislative/policy, Electoral/ appointed leadership, Judicial/conﬂict-resolution, Media/narrative, Economic Development/ wealth and resource building, etc.

B. Can a co-governance strategy help address your problem? Is there a need for an ongoing, adaptive solution or does this require a technical solution? Technical solutions often value a wrong vs. right way to do something and are not the best for co-governance.

Is it essential that multiple parties to come together to solve the problem at hand? Are you able and willing to involve multiple stakeholders in designing the solution? What is the value of engaging in a co-governance the strategy for your group? For the problem you are focusing on? For the people you are wanting to impact? C. Are you ready to use co-governance to advance racial justice? What is in place to ensure a strong enabling environment? What is missing? Do members share an understanding and commitment to co-governance? Racial justice? Is there collective commitment to power building and power sharing moving forward? Step 2
As you consider who will participate and be included in this work, all stakeholders should be clear about how this table will center communities of color that have been most negatively impacted by the issues at hand. Also, make sure that you are clear about what you will do deliberately to build collective power and shift traditional power dynamics.

Design participation and inclusion at the table
A. Who has been most impacted by this problem/is most in need of the opportunity given current structural inequalities?
What data will we collect and look at? Make sure to disaggregate by race/ethnicity, gender, age, geography etc. data.

What disparities and inequities do you see in the numbers? What patterns of harm and inequities do you see in community narratives/feedback? Who has access to key information you are missing?
B. What do you need to solve the problem?
What kind of power do you need to solve the problem? Who has it/is needed to build it? What power do members of the table bring?
Consider experience, expertise, authority, inﬂuence, relationships, networks, talents/skills, perspectives/insights, resources, etc.

Who is missing from the table that would be essential to building the power needed? Understanding the goal is to drive racial justice, who is from/represents communities who are most impacted? Is there enough representation at the table ? Are they fully positioned to help drive change at the table?
Given the power and people at your table, what can the collective do best/most powerfully together? What’s the unique value-add of this collaboration?

Step 3
You need to be intentional and deliberate in how you build power with stakeholders at the table and share power that is traditionally concentrated in some areas and institutions. This will take explicit agreements, practices, and norms that may be uncomfortable to embrace initially. This is a critical muscle that you will need to build as a table.

Determine how decisions are made/table functions
A. How do you build collective, equitable power at your table? What expertise and assets does each party bring to the table? Consider both traditional and non traditional forms. Ex. money, infrastructure, relationships, community trust, etc.

How will you share power and center folks closest to the problem? How will you educate one another on how your institutions work? How will you build relationships across members?
What capacity building needs to be done at the table? (Consider knowledge, skills, etc.) What information and data is being shared at the table? How are you structuring working groups/committees to ensure diverse perspectives? B. How will you make decisions that more equitably balance power dynamics?
What authority does this table have? Who/where is this authority coming from? How will you make collective decisions? (Consensus, delegation, voting, etc.) How will you consider and incorporate dierent viewpoints? Address dissent/conﬂict? How will you keep the orgs/communities you represent bought-in to shared decisions? How can you share/shift power to include folks who come with less positional power? What routine protocols, agreements, and structures will keep you accountable over time? Do you have a shared vision of what racially equitable leadership looks like? C. How will you use this table to support healing?
How will you support healing and repair for both the stakeholders at the table and the communities you are trying to impact?
How will you build/sustain trust, understanding, legitimacy, and commitment? How will you adapt to changing circumstances?
Step 4: Deﬁning Success
You need to set clear expectations of how you will deﬁne success of your table. For co- governance it is important to consider the eectiveness of how the table can drive impact, how stakeholders are valued and engaged, and the collective buy-in of decision-making.

Deﬁning Success
A. How will you know if you’re advancing towards a meaningful and impactful solution?
What are the results you’re aiming for? Is the table aligned around the results that will be most important to see from the activities/eorts happening as result of decision-making? Consider:

How much did we do?
# people served/ organizations engaged/
# activities/services/ resources delivered
How well did we do it?
% common progress measures (i.e. % services in language spoken) % activity speciﬁc measures (% attendance rate, reach, learning growth, etc.) Is our most impacted/target population better o?
positive change in skills / knowledge acquired
positive change in resources/information/power accessed positive changes in attitude / opinion
positive changes in behavior
positive changes in circumstance (in stable housing, job rate, etc.) B. How will you know your table is more equitably sharing power? How engaged are members in this work, especially those who are typically not engaged? Consider using surveys to collect feedback on sentiments and attitudes, tracking meeting participation, analyzing who is stepping into leadership opportunities, etc.

How eectively are you navigating conﬂict? Are you able to eectively negotiate, iterate, and compromise?
Conﬂict is inevitable. The goal should not necessarily be to avoid it, but rather to lean into your values and shared agreements when it happens. A measure of the strength of your table is whether you are able to navigate conﬂict and maintain productive, respectful relationships among members. Successfully navigating conﬂict can also help grow trust within the table.

Step 5
A co-governance table, like many collaborations, is not something you can set up initially and trust it will move forward without internal and external challenge, conﬂict, and misalignment. It is critical for sustainability to consider what mechanisms of support and resolution will be in place to hold the table accountable for living into its values and driving toward impact.

Building Collective Accountability
A. Is everyone bought in? How do you know?
How do you ensure all members stay supportive, even when the going is tough? How do you ensure that all members feel purposeful and that they are making meaningful contributions to the work?
How do you celebrate wins together? How do build momentum and sense of progress? B. When things don’t go as planned, how will you address challenges and solve problems together?
How will you work to resolve conﬂict that arises at the table? How do you discuss and build resilience around challenges? How do you support members who might be struggling and feeling disconnected? How do you rally after setbacks?
C. How will you ensure transparency?
How you ensure internal and external stakeholders understand key dynamics of the collaboration? (Ex. decision-making, articulating problems, funding and resources, who has interests/stakes in the work of the table, etc.)
How are you publicly sharing progress and reporting out? FINAL STEP!Consolidate and solidify your sharedagreements into a final governing document. Be prepared that it may need to evolvethroughout the life of your collaboration.

DESIGN TEAM AND THOUGHT PARTNERS

CONTENT SOURCES

ACKNOWLEDGEMENTS
Race Forward’s Place-Based Strategies team
Candace Moore
Jesse Villalobos
Nia Davis
Lauren Burdette - Lead Consultant, LBurd LLC
Brain Trust:

Ben Palmquist and Kesi Foster, Partners for Dignity and Rights Niketa Brar and Canyon Wildwood, PolicyLink/BASC
Chris Rudd, ChiByDesign
Cathy Albisa, Race Forward/GARE
Ryan Curren, Race Forward/Housing, Land, and Economic Development Terrence Keleher, Race Forward/Training Strategies
Everette Thompson-Francois, Race Forward/Movement Capacity Building Olusola Tribble, Race Forward/GARE
Nikko Viquiera, Race Forward
Urban Sustainability Director’s Network & Kapwa Consulting Collaborative Governance Regimes by Kirk Emerson and Tina Nabatchi (2015) Results Based Accountability + Anti-Racist Principles, Equity and Results Demos Economic Democracy Project and Case Studies
New America Co-Governance Project
The Management Center
City of Portland Bureau of Planning and Sustainability
Questions? Email us at [email protected]
MemoTo: SacramentoCityCouncilRacialEquityCommittee,KellyFRivas,AimeeBarnes,LeyneMilstein,AsialynnLeeFrom: RaceForward,RacialEquityAlliance,RacialEquityCouncilDate: March8,2024 OnbehalfofRaceForward,theRacialEquityAlliance(REA)andtheRacialEquityCouncil(REC),wesubmitthismemotoprovideasummaryoftheSCOREInitiativeandits2024WorkPlan,andtorespondtoyourrequestformoreinformation,madeattheJanuary30,2024meetingoftheRacialEquityCommittee.AsthisisthefirstmemototheRacialEquityCommittee,italsoprovidescontextforthework.Althoughmoredetailisprovidedbelow,thefollowingisalistoftheattacheddocuments:● AttachmentA-theSCOREInitiativeScopeofWork: providescontextandstructurefortheworkaswellasmoredetaileddescriptionsofeachofthefourdeliverables.ThisdocumentisthescopeofworkattachedtothecontractbetweentheCityofSacramentoandRaceForward.● TheSCOREInitiative2024WorkPlan-AttachmentsB,B1andCtogetherprovidegreaterdetailsfortheworkplannedfor2024.Pleasenotethat,peryourrecommendation,whatwaspreviouslycalledthe120DayWorkPlanisnowmoreaccuratelynamedtheSCORE2024WorkPlan,whichoffersamorecompleteaccountofthebuildingblocksnecessarytoachieveourcollectivegoals.○ AttachmentB-SCOREInitiative2024WorkPlan: describeshighlevelgoals,objectivesandtasksfortheworkplannedfor2024.○ AttachmentB1-SCOREInitiative2024WorkPlanImplementationandStructure:describesthethreeWorkTeamssetuptoaccomplishthiswork,andtheirrespectivetasks.EachWorkTeamwillbecomposedofmembersfromboththeREAandtheREC.○ AttachmentC-SCOREInitiative2024WorkPlanTimeline: inadditiontodescribingwhenvarioustaskswillbecompleteditalsoidentifies,intherighthandcolumn,thosetasksforwhichtheREAandRECareseekingCity(Councilandstaff)partnership.● AttachmentD-REARECAccomplishments: describestheworktheREAandREChavejointlycompleted.Wehopeyouwillseethattheworkin2024iscriticalanddynamic,andinformstheworkin2025.Pleaseunderstandthatwhatisincludedherearedocumentswhichtogetherformtheplantoaccomplishthework,theyarelivingdocumentsandmayshifttoaccommodateexternalrealitiesandunforeseenopportunitiesforimprovements.

Context
WeapplaudtheSacramentoCityCouncildiscussionandunanimousaffirmationtomoveforwardonaRacialEquityInitiativeatitsDecember8,2020meetingandfortheestablishmentoftheRacialEquityCommitteeonAugust24,2021.Theseexplicitdecisionstoaddressracialequityareabsolutelycritical,especiallyatthistimewhenthevisionforamultiracial,justdemocracyisgreatlyjeopardizedacrossourcountry.

RacialEquitymustdrivebothprocessesandoutcomes.ARacialEquityInitiativeadoptedandimplementedthroughstandardindustrypracticewillnotadvanceracialequity.Wemustinterruptpatternsandpractices,rootedindominantculturalpatternsthatservetoperpetuateinstitutionalracismandreproduceracialinequity.Thenewcoursemustmovetowardworkingfortruepartnershipwithcommunitiesofcolor,unitedinasharedvisionforracialjustice.Weacknowledgeandappreciatethatyouhavestructuredthisprocess,anditstimeline,topartnerwithcommunityracialjusticegroupsandleaders,throughtheRacialEquityAlliance(REA)andtheRacialEquityCouncil(REC).Bydoingso,Sacramentoissettingthestandardforhowtomakerealandlastingchangethatwillbenefitcommunitiesofcolorfordecadestocome.Strategy: RaceForwardimaginesajust,multiracial,democraticsociety,freefromoppressionandexploitation,inwhichpeopleofcolorthrivewithpowerandpurpose.Thevisionofourplace-basedstrategyisrealizedwhengrassrootsorganizationsofcolorandtheiralliesbuildandexercisecollective,multi-sectoralpowertodesignandleadequitablesystemschangethroughshareddecision-makingthattransformsinstitutions,policies,culture,andoutcomesinconnectedecosystemsandnetworksacrossthecountry,rootedinjustice,democracyandsharedhumanity.

TheSacramentoCenteredonRacialEquity(SCORE)Initiativeandthe2024WorkPlan TheSCOREInitiativeincludesfourdeliverables:

1. Truth-tellingandTrust-buildingCircles2. FinaldraftoftheRacialEquityResolution3. Partnership&AccountabilityStrategytoCenterCommunitiesofColorforRacialJustice4. CitywideRacialEquityWorkPlan,co-createdbyCityandCommunityTheSCOREInitiativeScopeofWork(AttachmentA),providesmoreinformationaboutthecontextandimportanceofthisworkaswellasgreaterdetailsforeachofthefourdeliverables.ThisdocumentisthescopeofworkattachedtothecontractwithRaceForward TheSCOREInitiative2024WorkPlanSummary
TheSCOREInitiative2024WorkPlanlaysouttheworktocompletetheRacialEquityResolution(Deliverable2)andtheCommunityPartnershipandAccountabilityStrategytoCenterCommunitiesofColorforRacialJustice(Deliverable3);andtostartthecitywideRacialEquityWorkPlan(Deliverable4).ThefirstmajortaskisthepubliclaunchoftheREA&RECtothegeneralpublic,toannouncethework;engagethecommunityindevelopingprioritiesfortheRacialEquityResolution;design,modelandtestaneffectivepracticeforCommunityPartnershipandAccountability;amplifyvoiceandpoweramongcommunitiesofcolorinSacramento;mobilizecurrentCityCouncilandCityoperationsintheserviceoftheSCORE;andgainmomentumtotacklesubsequentcomponentsoftheSCORE.SCOREInitiative2024WorkPlanobjectivesare:1. Laythefoundationforcommunityparticipationthroughanofficialpubliclaunch(communications,mediastrategy,etc)bytheREAandREC.2. Centerandamplify thevoicesofcommunitiesofcolor,whomaybedisconnectedfromCitygovernmentprocesses byhostingacommunitylisteningsession(s)inpartnershipwithCityRacialEquityCommitteemembers.

3. Leveragethelisteningsession(s)togaininputandidentifytrendsfromdirectlyimpactedandracialjustice-committedcommunitymembersandgroupsfromacrossthecitytoinformthePartnership&AccountabilityStrategyandtheRacialEquityResolution.4. Designandexecutethelisteningsession(s)tomobilizecommunitypowertoshapeandalsotobuildsupportforpassageoftheRacialEquityResolution.5. Executionofthecommunitylisteningsession(s)willallowREAandRECtoharvestkeyprinciples,andlessonslearnedtoserveasthestructurefortheCity’sPartnershipandAccountabilityStrategy,whileutilizingthedatatoinformtheRacialEquityResolution.ThefollowingdocumentsprovidemoredetailedinformationabouttheSCOREInitiative2024WorkPlan:● TheSCOREInitiative2024WorkPlan(AttachmentB)includeshighlevelgoals,objectivesandtasks.● TheSCOREInitiative2024WorkPlanImplementationandStructure(AttachmentB1)definesthestructure,thethreeWorkTeams(Narrative,Policy,andCommunityPartnershipandAccountability),setuptoaccomplishthe2024work,andtheirrespectiveresponsibilities.TheWorkTeamswillbepopulatedattheMarchREAandRECstrategicplanningretreat.ThisslidedeckhasevolvedtoreflectRacialEquityCommitteeinputandtoreflectworksincetheJanuary30,2024Committeemeeting.

SCOREInitiative2024WorkPlanTimelineSummary
ThisfollowingtableindicatestheproposedtimelineforeachoftheSCOREDeliverables.

SCOREDeliverables Proposedtimeline
1) Truth-telling&Trust-buildingCircles
Completed-Fall2023
2) RacialEquityResolution ● Design&holdlisteningsessions Apr-Jun2024● Analyzeandtestdata Jun-Aug● DraftresolutiontoRECommittee Sept● FinalresolutiontoRECommittee Oct● SupportCityforfulladoption Nov 3) Partnership&AccountabilityStrategytoCenterCommunitiesofColorforRacialJustice ● Analyzeandtestdata Jun-Aug2024● DraftstrategytoCity Oct● FinalstrategytoCity Nov● SupportCityforfulladoption Nov 4) CitywideRacialEquityWorkPlanCo-createdwithCityandCommunity TimelineanddetailspendingCitycapacityandresolution● Sharedvision,definitions,framework Nov2024 TheSCOREInitiative2024WorkPlanTimeline(AttachmentC)providesmuchmoredetailaboutspecifictasktimelinesincludingthetimingforCommunityListeningSession(s),RacialEquityCommitteepresentationsandfeedback.Inaddition,pleasenote,thechecksintherighthandcolumnidentifyspecificopportunitiesforCitypartnership.

CityCouncilandCItyStaffPartnershipPossibilities
WeappreciatetheRacialEquityCommittee’srequestsforspecificopportunitiestopartnerinthiswork.WeplantosharemoredetailedinformationaboutwaysfortheCity(CityCouncilandprogramstaff)topartnerintheApril30thpresentationtotheRacialEquityCommittee.Inthemeantime,theSCOREInitiative2024WorkPlanTimeline(AttachmentC)indicates(withacheckintherighthandcolumn)numerousopportunitiesforCitypartnershipandtheirproposedtimeline.Inaddition,thefollowingisahigh-levelsummaryoftheformsofpartnershipweseek:1. ContentInput:a. Sharedlanguage&definitions: Havingsharedworkingdefinitionsandunderstandingfortermssuchasracialequity,racism,racialequityvision,etc.b. Listeningsession(s): Reviewandprovideinputduringlisteningsessiondesignandsupportdatacollectionandanalysis,andpartnershipwiththeCity’scommunityengagementprogram.c. Racialequityresolution: Reviewandprovideinputondraftlanguage,andleadershipadvancingthisresolutionthroughCityCouncilapproval.d. Communitypartnershipandaccountabilitystrategy: Reviewandprovideinputindraftreport,andcommitmentandpartnershipinimplementation.2. Peoplepower:a. Whotobringintotheconversation: Identifyunder-representedgroupsandvoices,especiallyfromcommunitiesofcolor,tobeelevatedinthisprocess.b. Languageaccessequitysupportforthecommunitylisteningsessions,tohearfromandmobilizecommunitiesofcolor,whootherwisewillnothavethechancetoparticipatefully.IdentifyandalignCityresources,suchastheCity’scommunityambassadorsamongothers,forthiswork.3. Tangibleresources:a. Space: ProvideuseofwelcomingandeasilyaccessibleCityfacilitiessuchascommunitycentersorlibrariesthatcouldbeusedforthelisteningsession(s).b. Equipment/Services: ProvideuseoftheCity’sinterpretationequipment/services,andA/Vequipmentandsupport.c. Welcome: Cityresourcesforrefreshmentsandchildcareforthelisteningsession(s)tosupportparticipationbyfamiliesandworkingparents.d. On-linepresence: CitypartnershipwiththeREAandREConthis.4. DirectParticipation:a. ShapingtheideallevelofCityCouncilengagementandparticipationinthelisteningsessions.5. Collaboration:a. Identifyingandimplementingopportunitiestoalignthecommunitylisteningsession(s)withotherCitywork.

Background
TheCircleofPartnership● RacialEquityAlliance:Racialjusticegroupsandleaders;long-termcollaborationacrossraceandculturetobuildracialequitypower,vision,strategyandaccountabilitystructuresforcommunitiesofcolorinSacramento.● RacialEquityCouncil:RacialjusticeleadersandgroupsidentifiedbytheREAspecificallytoworkinclosepartnershipwiththeCitythroughtheSCOREInitiative.TheRECisanentitycreatedby,accountabletoandworkingindeepalliancewiththeREAinservicetocommunitiesofcolorinSacramento.● CityofSacramento:CouncilandstaffimplementingtheSCOREInitiative,guidedbytheREAandREC,totransformthecultureofgovernment,alongwithpolicies,practicesandprocedurestocreateracialequity.● RaceForward:Nationalracialjusticeleaderprovidingfacilitation,strategyandspecializedsupporttotheREA,RECandtheCitythroughtheSCOREinitiative.● Sacramentans:PeoplewithastakeinSacramentowillbetappedforcriticalinputthroughtheSCOREprocess.

WhattheWorkRequiresRaceForwardissupportingtheREA,RECandtheCitytoimplementandcompletetheSCOREInitiative.AstheCityhascreateditsRacialEquityCommitteeandthestaffandCouncilarebuildingvision,capacityandinfrastructuretocreateandsustainracialequity,ratherthanracialinequity;theREAandREChavebeenbuildingtheirinfrastructureanddeepeningtheircapacitytoworkinsolidarityandexercisetheirpowertoinfluenceandlead.BuildingaFoundationforRacialEquityWearebuildingsomethingthatisextremelyhardtodo,buildingthefoundationforaracialequityinitiativefortheCityofSacramentothatwetrulyhopewilltransformthewaytheCityoperates,functions,andmakesdecisionstohavebetteroutcomesforpeoplethatliveinSacramento.ThecommunitymembersoftheREAandREC,constitutedofarangeofracialequity-focusedorganizationsacrossSacramento,havecometogethertobuildaresilient,multiracial,racialjusticecoalitionofgroupsandleaderstotacklethiswork.TheREAandRECmembersareleadingthisworkwhilealsonavigatinglifewithinthestructuresofsystemicracism,oppressionanddisinvestmentthathavecreatedtheracialinequitiesinSacramentowenowareworkingtoeliminate.TheRECandREAhavetakenthetimefromtheirwork,familyandtheirlivestobuildagovernancestructure,tobuildtrustingrelationships,allgroundedinsharedvaluesandunderstandingsothateverybodycanbefullypresenttofocusontheworkofundoingracismandtacklingracialequityinthecommunity.ThesecondachievementoftheREAandtheRECisthattheyareworkingtocurateaculturethatisgroundedinracialjusticevaluesandpractices.Forexample,theRECconductedresearchexaminingmultipledemocraticdecision-makingmodels.Theylookedatthetraditionofmajorityruleandhowitcouldbeweaponizedtohordepowerandcontrolsotheylandedonaconsensusbuildingmodelcalled“FisttoFive”,whichtakesintoaccountvaryingdegreesofsupportforaparticulardecisionratherthanthetypical“yes,no”ofmajorityrule,andsupportsgatheringinputtoaddresschallengingaspectswiththegoalofcreatingabetter,moreequitabledecision.

Oursharedworkonthetruth-tellingandtrust-buildingcirclesisanotherexampleofthisefforttocurateanewspaceofreclaimingandadoptingnewpracticessothatwedon’tperpetuateacultureofracialinequity.OneofthethingsthattheCirclepracticeisteachingusisthattherearedifferentwaystothinkaboutconflict,howwenameit,resolveit,andhowwearebetterpreparedtoengageindifficultconversationsinsideourspacesbyutilizingaCircleprocess.TheGrenadian-AmericanpoetAudreLordewrites, “Forthemaster’stoolswill neverdismantlethemaster’shouse. Theymayallowustotemporarilybeathimathisowngame, buttheywill neverenableustobringaboutgenuinechange.”OneofthemostrewardingthingsaboutthisprocessisthecourageandcreativitytheREAandRECnowhavetointroduceandtrynewtoolstodothework.Ourgoalistodisruptthestatusquoprocessesinordertoachievebetteroutcomesforourcommunity.Thistime,wewantrealandlastingchange.BuildingCapacityandAccountability(AttachmentD)TheREA,formerlytheRacialEquityLeadershipNetwork,hasbeenmeetingmonthlysinceFallof2020tobuildsolidarityandcapacitytoaccomplishtheirwork,includingdirectlyshapingtheSCOREInitiativeintheircollectivevision.Inspringof2022,throughanintentionalandexhaustiveprocess,theREAcreatedthetwelve-memberRECtoincreasetheircapacityandfocustopartnerwiththeCityforthedurationoftheSCOREInitiative.TheREAhasbeensupportingtheRECindevelopingasharedunderstandingof,andstrategyfor,racialequity,aswellasthevaluesandaccountabilitythatmustunderpinit.ThefollowinglistofstandingSCOREInitiativemeetingsindicatesthecommitmentoftheREAandRECmemberstothiswork:SCOREworkmeetings 2-hourmeeting,2times/month 4hrs/monthREA&REC,supportedbyRF plusin-betweenwork Solidaritymeetings 2-hourmeeting,1time/month 2hrs/monthREA(in-person) CityRETriomeetings 1.5-hourmeeting,1time/month 1.5hrs/monthREA,REC,RFrepresentatives pluspreptime RECommitteemeetings 1.5-hourmeeting,5times/year(est) 0.6hrs/monthREA,REC,RFrepresentatives pluspreptime WorkingRetreats 3fulldays,2times/year(est) 4hrs/monthREA&REC,supportedbyRF WorkTeammeetings 2-hours,2times/month(est) 4hrs/monthREA&REC,supportedbyRF SCOREeventssuchaspressevents,communitylisteningsession(s),meetingswithcommunitygroups,etcnotyetdesigned.

ItisworthnotingthatwhiletheRECmembersreceiveaminimalmonthlypaymentfortheirwork,theREAmembergroupsandleadersaredoingthiswork–inadditiontotheworkoftheirprofessions,familiesandcommunities-voluntarilywithoutcompensation.

Month Date Milestones
Opportunities
for City
Partnership
January
1/9/2024
Confirm process to expand REA/REC and add new members to successfully complete the work
1/27/2024Kickoff Retreat Planning
1/30/2024Present Plan to City Council Racial Equity Committee February02/22/2024Retreat Planning and Assigning Roles
March
3/5/2024 Nominate and select new REA/REC members to build capacity 3/5/2024 Finalize March 15-17 Retreat Agenda
3/15-17/2024REA/REC Working Retreat
April
4/2/2024 Provide first draft of narrative and core messaging Month Date Milestones
Opportunities
for City
Partnership
April
4/2/2024 Identify community location(s) and dates in 2024 to host listening session(s) 4/10/2024
Provide agenda items and materials to the CIty for April 30 City Council Racial Equity Committee meeting
4/15/2024Adopt final draft narrative and core messaging 4/15/2024Adopt and secure listening session location(s) 04/30/2024
Provide update to City Racial Equity Committee and further discussion of how the City can support
May
5/7/2024 Set date to officially go public
5/7/2024 Present draft of promotion and outreach strategy for listening sessions 5/20/2024Engage City on resources needed (i.e. language access, language justice) Month Date Milestones
Opportunities
for City
PartnershipMay
5/20/2024Create and provide draft of promotional materials to go public 5/20/2024
Identify key community leaders and organizations to have introductory meetings with
June
6/4/2024 Launch website
6/4/2024
Provide draft design of the conversation for engaging community and data points that need to be collected for community input
6/17/2024Host press conference and/or announcement to go public 6/17/2024Provide draft agenda and run of show for community session 6/17/2024
Establish data collection protocol and assign note takers to capture community input
July
7/2/2024 Designate volunteer roles and responsibilities possible orientation Month Date Milestones
Opportunities
for City
Partnership
July 7/2/2024 Complete introductory meetings w key community leaders TBD Host Community Listening Session(s)
August
08/06/2024Analysis and Writing
8/13/2024Provide update to City Racial Equity Committee September
9/3/2024 Provide update to, and receive feedback from City Racial Equity Committee 9/16/2024
Draft the "Community Partnership and Accountability" model for the City of Sacramento.
9/16/2024Draft recommendations for City's Racial Equity Resolution October
10/29/2004
Deliver final draft of City's Racial Equity Resolution to City Racial Equity Committee with aim for Full Council vote the following week Month Date Milestones
Opportunities
for City
PartnershipOctober
10/29/2004Deliver final draft of Community Partnership and Accountability Model November
TBD
Work with City Council and City Staff to move Racial Equity Resolution forward for adoption by full Council
TBD
Work with City Council and City Staff to move Community Partnership and Accountability Model forward for adoption by full Council TBD Start racial equity work plan: create shared vision, definitions, framework DRAFT
SCOREInitiative2024WorkPlan
Goal: OfficiallylaunchtheRacial EquityAlliance(REA) &Racial EquityCouncil (REC) tothegeneral publicinorder toengagethecommunityindevelopingprioritiesfor theracial equityresolution; design, model andtest aneffectivepracticefor thecommunitypartnershipandaccountabilitystrategy; buildpower andmovement withincommunitiesof color inSacramento–mobilizingcurrent CityCouncil andCityoperations; andgainmomentumtotackleadditionalcomponentsof theSCORE.

Objectives:1. Laythefoundationfor participatingincommunitylisteningsessionsbyofficiallygoingpublicwiththeREAandREC Tasksa. WorkwithRFtocreate:i. Narrativeii. Collectionof Storiesiii. MessagingResourcestoconsider: RFNarrativeStrategiesTeamandButterflyLabToolkit tohelpcreatenarrativeandmessaging b. Usingthecorenarrative, stories, andmessaging, draft pressreleasesand/or onepager about theREA&RECmission, vision, purpose, andopportunitytoparticipateinupcominglisteningsessions. Alsoshouldincludehowcommunitymemberscanget involvedandstayconnected. c. Schedulepressconferenceandannouncement of theREA&RECtoinformthepublicabout anopportunitytojoinlisteningsessionsandvisionfor theworkahead

2. Host acommunitylisteningsession(s) tobringinthevoicesof thosewhohavenothistoricallybeentapped, inpartnershipwithengagement of CityCouncil MembersrepresentedontheSacCityCouncil Racial Committeeaspart of thecommunitypartnershipcomponent of theSCORE. Thecommunitylisteningsessionswill serveasaplatformtolaunchtheREAandRECtothepublicat-largeandprovideatangiblecommunityevent inwhichcommunitymemberscanmeet andhear themissionandvisionof theREA&REC Per theSCOREInitiative, listeningsessionsshouldaddressthefollowingquestions:● Whatformsofengagementshouldweuse?● Whoshouldbeengagedinthisconversation?● Howcanthisconversationbeequitableinitsaccessibility? DRAFT
● Howwillwemeasuresuccessfuloutreach,engagement,partnershipandaccountability?● Howwillwebuildonthisoutreachandengagementforlong-termpartnershipandaccountability?● Howdowebuildconfidenceinattendeesthattheirtimeiswellspentandputtowardssomethingproductive/tangible?● Howdoweensurewearenotcontributingtocommunitymeetingfatigue? Tasksa. Identifycommunitylocation(s) anddatesin2024tohost listeningsession(s)b. Developpromotionandoutreachstrategyfor communitymemberstoattendlisteningsessionsbeingclear about creatingspacefor directlyimpactedmembersof our communitytoparticipatec. Engagecitystaff tosecureresourcessuchaslanguageequitysupport andMayor andCouncil participationif determinedtheyareneededd. Planout agendafor listeningsessionsandrunof showe. Designatevolunteer rolesandresponsibilitiesfor listeningsessions

3. Begintobuildpower byleveragingtheprocessof hostingcommunitylisteningsessionsinorder torecruit communitymemberstobecomeinvolvedwiththecampaigntopasstheracial equityresolutionandultimatelytakeactionbyattendingCityCouncil meetings,sendingcorrespondence, makingphonescallsetctoadvocatefor adoptionbytheCityCouncilTasksa. Launchawebsite(i.e. nationbuilder or that canintroducetheREA&RECtothepublicandoffer theopportunitytosignupfor informationandhost informationabout scheduledcommunitylisteningsessionsi.e. Howtoget involved. b. Identifykeycommunityleadersandorganizationstohaveintroductorymeetingswithtosharevisionandgoal of aracial equityresolution. Enlist thesecommunitypartnerstodriveparticipationinlisteningsessionsbut toalsobegintobuildcommunitypower andleverage(atemplateof partner organizationsandkeypeopleweneedtoget blessingsfromandconnect withthecity’scommunityengagement office).

4. Leveragelisteningsessionsasanopportunitytogaininput fromdirectlyimpactedcommunitymemberswhichwill shapethedraft of theracial equityresolution.Tasks DRAFT
a. Designtheconversationfor engagingcommunityanddatapointsthat needtobecollectedfromcommunityinput.b. Establishdatacollectionprotocol andassignnotetakerstocapturecommunityinput (Therecouldbepotential for CityStaff tocollaborateinthisrole).c. Qualitativedataanalysisof communityinput anddetermineif surveyshouldbeadministeredtoparticipantsfor quantitativecomponent (TherecouldbepotentialCityStaff tocollaborateinthisrole).

5. Usetheexecutionof thecommunitylisteningsessions, keyprinciplesandlessonslearnedtoserveasstructurefor apartnershipandaccountabilitymodel andtemplatefortheCitytoimplement per theSCOREinitiativeandutilizethedatacollectedtodraft theinitial Racial EquityResolution.a. Draft thecommunitypartnershipandaccountabilitymodel for theCityofSacramento. It shouldserveasafoundational piecetoguidethecityeffectivelyengagingdirectlyimpactedcommunities.b. Basedonanalysisandfeedbackfromlisteningsessionsdraft theinitial RacialEquityResolution.

SacramentoRacialEquityAllianceandRacialEquityCouncilHistory&AccomplishmentsMarch2024 RacialEquityAlliance-Origin● Summer2019:RaceForwardmadesitevisitsforintroductionswithkeyorganizations,groupsandleadersinSacramento● Winter2019/2020:designandimplementationofaday-long,cross-sectorracialequityworkshopwithabout150attendeesrepresentingracialjusticecommunityleaders,governmentandphilanthropy,over2sessions(Feb.&March2020)● Spring2020:WithsupportfromBuildingHealthyCommunities,RaceForwardconvenedaclusterofkeylocalorganizationstobuildonopportunitiesfromtheworkshops,reflectonthehistoricalmomentandoffersupportfordeepeningcollectiveleadershipforracialjustice● Summer2020:LocalgroupsinvitedRaceForwardtoplayastrategicsupportandintermediaryroleinrelationshiptotheCityofSacramentogovernment● Fall2020-2021:Localracialequityleadersheldregular2-hourmonthlymeetingswithRaceForwardtobuildrelationships,trustandsolidarity. ThegroupmembershipremainedconstantovertheyearsandbecametheRacialEquityAlliance.

RacialEquityAlliance-Work&AccomplishmentsTheRacialEquityAllianceisagroupofracialjusticeleaderswhocollectivelyvolunteertheirtimetomeetmonthlywithimpressivelyhighattendanceandparticipation.UntilSpringof2023,theyhaveconsistentlyhad2-hourmonthlymeetings.BetweenFallof2022andSpring2023,theAllianceorganizedandfacilitatedtwomulti-dayretreatstofurtheritswork.InApril2023,theAlliancedecidedtoaddanadditional2-hourmonthlymeetingtocompleteitswork. ● Fall2021(Sept-Dec)○ ShapedtheSacramentoCenteredonRacialEquity(SCORE)scopeofworktoinclude:Truth-tellingandTrust-buildingtocreatethenecessarycultureforhonestdiscussionandaccountableactions;FinalizeCityRacialEquityResolutionthroughshapinganinclusivecommunityengagementplantogaininputfromthosemostimpactedbyourhistoryofinstitutionalracism;DevelopPartnership&AccountabilityStrategytoCenterCommunitiesofColorforRacialJusticetomovebeyondoutreachandengagementbuttobuildsustainablepartnershipandaccountability;andtoCo-createaCitywideRacialEquityWorkPlanthatincludesachievingshareddefinitionsandanalysesofracialjustice,thedevelopmentofaracialequityassessmenttooltobeusedforpolicy,programandbudgetdecisionsandacitywideracialequityworkplan.TheAlliancewasinstrumentalinRaceForward’sdecisiontoenterintothecontractwiththeCity–itmadeclearthatitwascriticalfortheCitytoengageinthiswork,andmoreimportantly,thatracialequitymustbecentraltotheprocessaswellasthework. ○ EstablishedtheneedforcommunityleadershipinSCORE,anddefinedtheRacialEquityCounciltoworkcloselywiththeCityCouncilandbeaccountabletotheAlliance.● Winter2022(Jan-Mar)○ CreatedtheRacialEquityAllianceMembershipProtocols(formerlyknownastheRacialEquityLeadershipNetwork)todefineitspurpose,membershipcriteria,andmembercommitments.○ CreatedRacialEquityCouncil:ResponsibilitiesandMemberLeadershipCapacitiestodefinekeycapacities,knowledgeandskillsnecessaryforthesuccessoftheRacialEquityCouncil,whorepresenttheRacialEquityAlliance,tosuccessfullyguidetheCityofSacramentoinitsSCOREInitiative.○ PresentedtotheRacialEquityCommittee-Jan25,2022● Spring2022(Apr-June)○ Createdthe12memberRacialEquityCouncilofexperiencedmembersaccountabletotheAllianceandtheircommunitiesafterreviewingmaterialsfrom104candidates,interviewsandreferencechecks.Thisprocessincluded:■ SuccessfullycreatedandimplementedathoughtfulCouncilFormationProcessandCouncilFormationTimeline■ Successfullygotthewordout–throughcommunitynetworksaswellasthroughtheCity’schannels(includingthepresentationandinvitationattheApril26,2022RacialEquityCommitteemeeting)–usingtheRECResponsibilitiesandMembershipLeadershipCapacitiesasa“jobdescription”toinformpotentialRECmembersduringtheapplicantsolicitationprocess.Therewere104applicants!■ CreatedtheRECmemberapplicationthatincludesresponsescoring■ Implementedaninternalevaluationscorecardtoguideandtrackcollectivedecisionsonwhichofthe104applicantstomoveforwardtointerviews,referencechecksandnominationtotheRacialEquityCouncil.■ Conducted26interviewsandalsoreferencechecksonallfinalists■ Appointed12highlyqualifiedracialjusticeleaderstoformtheREC○ REAlliance: continuedtobuildinternalstructure,trust,andandpower;createdandfacilitatedanin-personretreat;presentingatandestablishingrelationshipwithCityCouncilRacialEquityCommittee○ NationalLeadership:AlliancepresentedattheApril2022GAREnationalconveninginPortland,OR:“DemocracyMadePossible:DeepeningCommunityPowerforRacialJusticeandTransformationinSacramento”○ PresentedtotheRacialEquityCommittee-April26,2022● Summer2022(Jul-Sept)○ RacialEquityCouncilOrientationAugandSept2022-AllianceparticipatedinRECorientationworkshopstoprovidefoundationalbackground,direction,structure,andclarityforwhythisworkiscritical.Startedtobuildrelationshipsandtrustbetweenthetwobodies.○ REAlliance: retreatinSeptembertosolidifyprocessestogovern,deepensharedgroupagreements,missionandvalues○ PresentedtotheRacialEquityCommittee-July26,2022 ● Fall2022(Oct-Dec)○ REAlliance:initiatedmeetingstodeveloprelationshipwithmembersontheRacialEquityCommitteeandcitystaff○ RacialEquityCouncil: AlliancememberscontinuedtoparticipateinRECmeetingstocontinuetosupporttheRECandbuildbridgesbetweenthetwobodies○ NationalLeadership:theAlliancepresentedtheleadingedgeworkhappeninginSacramentoRaceForward’sFacingRaceconvening-thelargestnationalconveningofracialjusticeleadersacrosssectors(inPhoenixNov.17-192022)■ TheAlliancepresentedatthe"VisionaryPracticesforCommunityofColorPowerandOwnership"breakoutsession,and■ TheAllianceparticipatedinthepre-conferenceconveningthatbroughttogetherdelegationsfrom4coalitions:fromCalifornia(KernCo,Sacramento,MontereyCo)andNorthCarolina(PittCo.)whoareengagedinmultiracial,community-driven,peopleofcolor-ledvisionaryracialjusticeeffortstotransformoursocietyandreshapeourworld.● Winter2023(Jan-Mar)○ REAllianceRetreatFebruary2023-Alliancecreatedagenda,materialsandfacilitatedthisretreatsetupits2023workplanwhichincludessettinguppointsofcontactforAlliancepartnerssuchastheCityandAllianceworkcommittees;theoperationalandaccountabilitystructurebetweentheAllianceandtheREC,thematerialsandinfrastructurenecessarytoannounceAllianceandRECmembers;inadditiontotheworkitemsoftheSCOREInitiative.○ JointREAlliance/RECmeetingstodefineanddirecttheTruth-telling&Trust-buildingwork○ PresentedtotheRacialEquityCommittee-January24,2023● Spring2023(Apr-Jun)○ BuildingstructuresanddeepeningrelationshipswiththeCity. TheAlliancehasidentifieditspointsofcontactwiththeCity;issettingupregularmeetingwithKellyRivaandMaiVang;hasagreedtoco-createtheRacialEquityCommitteemeetingagendas○ Alliancehasaddedanothermonthlymeetinginordertomoveforwardonitsworkplan○ PresentedtotheRacialEquityCommittee-April11,2023● Summer2023(Jul-Sep)○ Alliance(REA)andRECeachdecidetoaligntheirstructuresandholdjointmeetingstofocusoncompletingtheSCOREscopeofwork.Theydecidetoholdtwo2-hourmeetingspermonthwithRFsupportforboth.Inaddition,REAhostsamonthlyin-personmeetingtobuildstructureandpoweramongthegroup.○ REAdraftsandapprovesscopeofworkforthe$100,000contractfromCityCouncil○ REAandRECagreetoadoptthedesignandimplementationSCORE120dayworkplantodefineandguidecollectiveprioritiesandworkintomid-2024 ○ REAprioritizespresentationanddiscussiontopicsforboththeRacialEquityCommitteeOctober24thmeetingaswellastheOctober4thSACRacialEquityTriomeeting.○ REA&RECmembersconducteda“deepdive”reviewoftheCity’sSCOREInitiative,ScopeofWorktodeepensharedunderstandingofroles,responsibilities,expectedoutcomesandwhatactionstepswillneedtobetakentoachieveeachofthedeliverables● Fall2023(Oct-Dec)○ PresentedtotheRacialEquityCommittee-October24,2023.Alliancesettheagendaitemsandstructure.Memberspresentedcurrentprioritiesthatareguidingcurrenteffortsinthe2groups.RaceForwardstaffprovidedsupportandofferedfurtherinsightondevelopingstrategyfortheRECandREA.○ REAandRECproposeandadoptajointmeetingstructureinordertomorestronglyalignefforts,stretchresourcesandgrowcapacitytobetterassurecompletionoftheirwork.○ REA&RECleadintheplanning,designandimplementationoftheTruth-telling&Trust-buildingCircles,armingthecircleofleaders(City,REA,REC,RaceForward)withapowerfulpracticetoutilizethroughouttheSCOREinitiative.○ Drafting,presentation,adoptionandrefinementoftheSCORE120dayworkplanandtimeline○ DesignofthenecessaryinfrastructurefortheREAandRECtofulfillcommitmentsspecifictotheirresponsibilitiesintheworkplan○ PlanningandlogisticsfortheREA&RECStrategicPlanningRetreat,tostrengthenalignment,fine-tuneworkplanMOCHA(projectmanagementrolesandresponsibilitiestool)andbegintoexecuteplansinworkgroupteams(narrative,communitypartnership,policy,etc)○ DevelopmentofproposalsforseatingadditionalmemberorganizationstoboththeREAandRECtoincreasecapacityandcommunityreach● Winter2024(Jan-Mar)○ OngoingplanningandpreparationfortheupcomingREA&RECStrategicPlanningRetreat○ Refineandapproveprocessfornewmembership.Presentnominations,expressionsofinterestandendorsementsatupcomingREA&RECjointmeeting○ ContinuetorefineSCOREworkplan,timelineandMOCHAguide○ OrganizationofmaterialsandplanningfortheREA&RECpresentationtoRECommitteemtgJan30○ PlanningagendaandstrategyforupcomingRE“Trio”mtgwithdesignatedCitydesigneesandRaceForward○ RespondtoRECommittee’sJanuary30meetingrequestsforgreaterdetailontheSCOREworkplan:timeline,rolesandresponsibilities(forREA&REC,RaceForwardandCity)andhowworkplanactivitieswilldrivecompletionoftherespectiveSCOREdeliverables○ FInalizescopeofworkproposalandagreementfortheCity’scommitmenttocontributeresourcestosupporttheworkfortheREAandtheREA&RECStrategicPlanningRetreatMarch15-17:
■ Objectives-Createshareddefinitions,understandingthatracialdisparitiesarecreated,racialequityvision● Accomplishedkeyworkfromthe2024planandbuildmomentum○ DraftREARECNarrative○ Draftlegislation○ DraftofCommunitylisteningsessions● GainedtrustamongREARECRF S.C.O.R.E.
2024 Work Plan
Overview: REA REC 2024 work
revised 3.4.2024
Leading for Racial Equity in Sacramento: Roles
• Racial Equity Alliance: Racial justice groups and leaders; long-term collaboration across race and culture to build racial equity power, vision, strategy and accountability structures for communities of color in Sacramento.
• Racial Equity Council: Racial justice leaders and groups identified by the REA specifically to work in close partnership with the City through the SCORE Initiative. The REC is an entity created by, accountable to and working in deep alliance with the REA in service to communities of color in Sacramento.
• City of Sacramento: Council and staff implementing the SCORE Initiative, guided by the REA and REC, to transform the culture of government, along with policies, practices and procedures to create racial equity.
• Race Forward: National racial justice leader providing facilitation, strategy and specialized support to the REA, REC and the City through the SCORE initiative. • Sacramentans: People who have a stake in Sacramento will be tapped for critical input through the SCORE process.
2024 Work Plan - Core Objectives
Going Public
Unified Narrative & Message
Building Community
Power & Support
Leadership Meetings and Call
to Action
Hosting Listening
Session(s)
Hearing from community
Collecting
Community Input
Informing the RE Resolution
Creating a Model for
Community
Partnership and
Accountability
Drafting Racial
Equity Legislation

Centering Power
Creates Alignment and a
Unified Voice
•Adopting a clear narrative
and core messaging
•Going public symbolizes
unity
•Connecting with
community to rally behind
a shared vision
Establishing a mechanism
for engaging community
Allies
•Leadership Meetings
•Allied Organizations
•Call to Action
Creates some opportunities
to Leverage City & Council
Partnership
•Build relationships and
good will by partnering on
certain components
•Could create partnership
with Council Members by
having them present and
make commitment
Lifts up Voices of those
directly impacted
•Connecting directly to
community through
listening session(s)
•provides data and input
from community voices to
inform the resolution
•demonstrates that there is
people power behind this
movement

REA & REC
Considerations
What structure do we need as the REC and REA to tackle
the work ahead?
Should we use this as an opportunity to leverage City & Council partnership? If so what are the touch points or opportunities to engage them?
Creating the narrative requires some building blocks. What’s our shared definition of equity and deeper narrative or worldview of racial equity? Who’s our audience(s)
What’s the design of our community listening session(s) and strategically the best place to host it?
How and who will analyze data and how will we present it back to the public and City?
REA & REC Joint Work Teams
Narrative Team
This team is responsible for communicating the
purpose and status of the SCORE Initiative, and
the public launch the REA and the REC, so the
community as well as City officials understand
why this work is critical. It will also craft the
communications that accompany the policy
directives to City Council.

Community Partnership and Accountability Team
This team is responsible for developing and
implementing the engagement strategy for the
REA/REC to establish authentic partnership with
communities of color, at multiple grassroots levels
for greater voice. This strategy is rooted in fostering community-centered spaces to hear and be lead by
community members who are directly impacted by
racial inequities.

Policy Team
This team is responsible for developing and
delivering the citywide racial equity legislation to
the City’s Racial Equity Committee and to partner
with the Committee to gain full City Council
approval. This Team also serves as the liaison to
the Sacramento City Council and City Manager’s
Office.

What structure is necessary for the REC & REA
to tackle the work ahead?
Implementation Structure
• REA & REC will utilize a shared Work Team structure to implement the 2024 work plan.
• Teams will be accountable for completing the core objectives and tasks associated with them in the work plan.
• Teams should complete drafts/and or proposed strategic direction for tasks, seeking final adoption and/or buy-in from the larger body of the REC and REA.

Ex. The Narrative Team will create a draft of the messaging and core narrative to go public but that work should be endorsed and finalized by the full body of the REA & REC • In times of urgency and expediency, the full body of the REA & REC could consider taking a vote to give committees pre-approval to decide and move forward on a particular task or objective.

Ex. The REA & REC approve a vote trusting the Community Partnership and Accountability Team to identify and reserve the sites for Community Listening Session(s)

Narrative
Work Team
Tasks
Work with RF Narrative Strategies
Team to create:

Narrative
Collection of Stories
Messaging
Using core narrative, stories, and messaging, draft press releases and one pager about the REA & REC mission, vision, purpose, and opportunity to participate in upcoming listening sessions. Also include how community members can get involved and stay connected.

Schedule press conference and/or other activities for the announcement of the REA & REC to inform the public about opportunities to join listening sessions and the work ahead.

Launch a website that can introduce the REA & REC to the public and offer the opportunity to sign up for information and host information about scheduled community listening sessions i.e. How to get involved.

Policy
Work Team
Tasks
Using research of existing legislation, local
efforts and the work of the Narrative &
Community Partnership Teams:

Draft racial equity legislation
Support adoption by the full Council
Research exiting racial equity legislation from other jurisdictions to gain understanding of the possibilities and strengths of what can be accomplished in Sacramento.

Examine local racial equity efforts to understand where legislative support can create better impact.

Work with the Community Partnership and Accountability Team to shape the questions and discussions at the listening sessions(s).

Based on national and local research, and analysis and feedback from listening sessions draft the initial Racial Equity Resolution or Ordinance

Community
Partnership
&
Accountability
Work Team
Tasks
Identify community location(s) and
dates in 2024 to host listening
session(s)
Develop promotion and outreach
strategy for community members to
attend listening sessions being clear
about creating space for directly
impacted members of our
community to participate
Engage City staff to secure
resources such as language equity
support and Mayor and Council
participation if determined they are
needed
Plan out agenda for listening
sessions and run of show
Designate volunteer roles and
responsibilities for listening sessions
Design the conversation for
engaging community and data
points that need to be collected
from community input
Establish data collection protocol
and assign note takers to capture
community input
Qualitative data analysis of
community input and determine if
survey should be administered to
participants for quantitative
component
Draft the community partnership
and accountability model for the
City of Sacramento. It should serve
as a foundational piece to guide the
city effectively engaging directly
impacted communities
Strategics to Drive Work Team Success

1. Each work team shall determine their structure, such as selecting co-leads or other structure, to share in the following responsibilities:• Preparing the agenda and leading team meetings• Working with Race Forward to schedule meetings. (RF is available to help find meeting dates and set a cadence for the team)• Taking notes or assigning team members to be note-takers• Prepare reports back to the joint REA & REC meeting and getting approval to finalize completion of tasks• Ensuring the values of REA & REC extend to team meetings such as centering on collective input and consensus building2. Each team shall meet a minimum of twice a month between the regularly scheduled joint meetings of the REC & REA (which are first Tuesday of the month and third Monday of the month). 3. Each team shall create a timeline for completion of its assigned tasks as an initial priority. The timeline should be based on capacity, timing, and other factors team members consider to realistically accomplish their tasks.

Questions? Jesse Villalobos: [email protected] Liu: [email protected] Oaks: [email protected] S.C.O.R.E.
2024 Work Plan

Racial Equity CommitteeApril 29, 2025

Racial Equity Committee
April 29, 2025