2025-01306 Update on Race and Gender Equity Action Plan (RGEAP) and Department Progress Reports

City of Sacramento
Racial Equity Committee Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2025-01306 7/1/2025
Update on Race and Gender Equity Action Plan (RGEAP) and Department Progress Reports File ID: 2025-01306
Location: Citywide
Recommendation: Receive, comment, and provide direction.

Contact: Aimée Zenzele Barnes, Diversity & Equity Manager, (916) 808-1174, [email protected], Human Resources Department; Larissa Wohl, Strategic Workforce Equity Analyst, (916) 808-5839, [email protected], Human Resources Department Presenter: Aimée Zenzele Barnes, Diversity & Equity Manager, (916) 808-1174, [email protected], Human Resources Department; Larissa Wohl, Strategic Workforce Equity Analyst, (916) 808-5839, [email protected], Human Resources Department Attachments:
1-Description/Analysis
2-RGEAP Update Presentation
3-Race and Gender Equity Action Plan (2020-2025)
Description/Analysis
Issue Detail: The City began working toward developing the RGEAP (2020-2025) in 2018 to focus on workforce equity. Representatives from across the City who participated in the Government Alliance on Race & Equity (GARE) cohort spent six months going through training together, concluding in the development of a racial equity statement and racial history of Sacramento. From this cohort, the City identified major themes around workforce equity in 2019 and completed a draft of the RGEAP. The RGEAP was finalized and launched in 2020 and intended to be a 5-year plan. The first department Equity Teams formed in 2021 to support this work and have continued to develop and grow over the past four years.

Additional background information on the initial presentations and formation of this work can be found at the Law and Legislation Committee staff report, Strategic Actions on Workforce Equity on

Page 1 of 2 ends

File ID: 2025-01306 7/1/2025
September 15, 2020: https://sacramento.granicus.com/player/clip/4713? view_id=25&meta_id=598239&redirect=trueand in a November 2020 update:
https://sacramento.granicus.com/player/clip/4769?view_id=25&meta_id=606365&redirect=true This report provides an update on the City’s RGEAP including information on the planned first public update of department progress reports for fiscal year 2023/24 and the plan for future workforce equity efforts aligned with the Sacramento Centered on Racial Equity (SCORE) initiative.

Policy Considerations: This report is consistent with conversations around aligning the RGEAP with SCORE as we move forward with the development of the SCORE workplan draft.

Economic Impacts: Not applicable.

Environmental Considerations: Not applicable.

Sustainability: Not applicable.

Commission/Committee Action: Not applicable.

Rationale for Recommendation: This report provides an update on ongoing efforts related to the RGEAP.

Financial Considerations: Not applicable.

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

Page 2 of 2 ends

Update on Race and Gender Equity Action Plan
(RGEAP) and Department Progress Reports
Aimée Zenzele Barnes (She/They)
Diversity & Equity Manager
Larissa Wohl (She/Her)
Strategic Workforce Equity Analyst

Race & Gender Equity Action
Plan (RGEAP)
What Does
Workforce Equity
Mean?
3 “Workforce equity is when the workforce is
inclusive of people of color and other
marginalized or underrepresented groups at a
rate representative of the [greater Sacramento]
area at all levels of City employment; where
institutional and structural barriers impacting
employee attraction, selection, participation and
retention have been eliminated, enabling
opportunity for employment success and career
growth.”
- adapted from the Workforce Equity Strategic
Plan, City of Seattle, 2016
Brief History of RGEAP
4 2018
GARE
Learning
Cohort
2019
RGEAP
Drafted
2020
RGEAP
Finalized
2020
RGEAP
Launched
2021
Dept
Equity
Teams
Formed
2023 & 2024
Equity Teams
Convening
2024 &
2025
Ongoing
Work
and
Capacity
Building
City of Sacramento’s
Workforce Equity
Goal
“To reflect the City
to better to serve
the City”
5 Our Race & Gender Equity Action Plan,
focused on workforce equity, is the living
road map resulting from the racial equity
analysis tool process.

Use a shared
analysis and
vocabulary
Build capacity
Implement
tools
Partner with
others
Use data and
metrics
Operate with
urgency
The goal is systemic change through our
collective decision making, data systems,
policies, practices, and procedures

The Role of Department Equity Teams
● 14 Department Equity Teams across the City, including in two other Charter Offices.
● Every department is unique in size, role, culture, and needs. ● Designed to involve folks who have a strong motivation/interest to learn racial and gender equity concepts and approaches.
● Leading department’s work around meeting RGEAP goals and outcomes. ● Equity teams are encouraged to look at areas of growth and identify specific ways to work on systems change at the department level. 7 43-Equity Point
Assessment Road
Map Tool
Designed to measure the
following five areas
● Organizational Commitment
● Leadership and Management
● Recruitment, Retention,
Development, and
Advancement
● Diversity & Inclusion Learning
and Education
● Assessment, Measurement,
& Continuous Quality
Improvement
8 1 INACTIVE Passive
2 REACTIVE Symbolic
3 PROACTIVE Identity Change
4 PROGRESSIVE Structure Change
5 BEST PRACTICE Full Inclusion
Results of this tool help Equity Teams identify areas of growth around workforce equity.

Working to turn this assessment into an easily accessible online survey for all employees to take in 2026.

Will help Equity Teams track progress towards outcomes
of RGEAP and inform future work, particularly as we
transition to integrating this into the Sacramento Centered on Racial Equity (SCORE) Initiative.

Developing Equity
Action Through
Leadership
(DELTA)
Capacity building for
City employees
9 Last year, we transitioned the Equity Inclusion Leadership Series (EILS) to Developing Equity Leadership through
Action (DELTA) to better align with our approach to
capacity building for employees.

We spent the year on a listening tour to connect with
employees across the City, learn needs around training and inform DELTA.

Intentional about meeting with and learning about
employees who do not primarily work in an office.

Offered first series focusing on Cultivating Curiosity and Openness in early 2025.

Future goals:
• Manager track
• Developing learning journeys on Acumen for employees
in different roles
Department Updates
Progress Reports FY2023/24
What’s Included
11 ● Introduction from the Department/Office Director or Chief. ● Message from the Equity Team.
● Department or Office’s working Racial Equity Statement. ● Spreadsheet identifying which of the 14 outcomes and
actions each Equity Team focused on, their performance
measures, and steps taken through June 2024.

FY2023/24 Progress Reports - Outcomes
12 Most common RGEAP outcomes
#2 Sacramento youth of color and young women have a basic knowledge of careers in government service and receive opportunities for preparing for those careers. #10 Fosters employee career development while developing and supporting racial and gender equity.
#13 City of Sacramento demonstrates a commitment to investing in professional development, capacity building, and training to advance racial and gender equity among the workforce.
#14 City of Sacramento hires and supports retention efforts to support a racially and gender diverse workforce.

What’s Next?
Technical Assistance Roadmap with ODE and Clear Impact Summer 2025 ● 30-minute listening session with each Equity Team to identify and imagine what racial and gender equity looks like for their Department or Office. ● ODE to identify performance measures from listening sessions with the support of Clear Impact.
● 1-hour follow up meeting with each Equity Team to discuss and refine performance measures.
● September Equity Teams convening to begin inputting performance measures and efforts into Scorecard (Clear Impact software). 13 RGEAP Strategic Alignment with SCORE
SCORE workplan discussions will include how we approach updating the RGEAP and bring workforce equity efforts into Citywide racial equity work and action plans.

How do we restructure RGEAP outcomes to be Citywide or have systemic implementation?
Strategic alignment with and build upon City equity centered initiatives, long -range planning, and workflows
14 15

1 An interdepartmental initiative led by the ODE/CMO which aims to advance racial and gender centering on 4 pillars of system change 1) culture shift, 2) building trust 3) equipping and developing employees, and 4) connecting to purpose.

City of Sacramento WORKFORCE RACE & GENDER EQUITY ACTION PLAN 2020-2025 WORKFORCE PLANNING - Classification Study/Job Specifications1 Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community2”

1. (Outcome Statement) CoS is committed to modifying job specifications/announcements through a class study to identify and remove unintentional and artificial barriers to marginalized communities.

GDIB Assessment Category #1, 2, 3, 5, 6,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data/choice points to progress)
Progress
Report (document or
meeting)
100% of job specifications/
announcements have been
updated through a class study
for inclusive language to
attract and retain workforce
demographics that reflect
the City of Sacramento
demographics across job
classifications (compared to
adults of working age in
Sacramento)
1) Perform a comprehensive Citywide classification study on all job positions a. Objectives pertaining to classifications
i. Minimum Qualification (MQ) requirements and other requirements. ii. may be unnecessary (including degrees, certifications, professional licenses, driver’s licenses, etc.).
iii. may favor dominant identities by emphasizing need for formal education previous gov’t experience – systemic barriers. iv. Review MQ are relevant to essential functions such key tasks and competencies required.
v. Remove unintentional or artificial barriers in minimum qualifications. vi. capitalize on previous experience (paid or unpaid). vii. consider on-the-job trainings supplementing skill set. b. Objectives pertaining to job specifications
i. Eliminate industry jargon.
ii. Articulate a focus on demonstrated skills: not necessarily credentials and experience to minimize discouraging applicants with relevant transferable skills from applying.
iii. Integrates diversity, equity, and inclusion as core competency | expectation in fulfilling position.
iv. Ensure best practice of inclusive and gendered language. v. Create a statement of commitment to creating an inclusive/equitable workforce to include in all position descriptions.
c. Identifies pay differential between individual classes and compares ratio analysis by gender and race as relates to internal pay analysis d. Analysis of existing internal hierarch and internal career ladders where appropriate.
<Departme
nt Co-leads
and Core
Team
provide
informatio
n from
annual
report
<Department Co-leads
and Core Team
provide information
from annual report>

RFP is issued

Consultant is hired

Consultant provides timeline to
complete study.

Prioritize the classifications to be
reviewed.

Update at least 33% of job
classifications through the class study
per year over a three-year period.

% of job
classifications that
have updated -
Consultant and
existing staff
resources

% of job
classifications that
have updated -
Consultant and
existing staff
resources
RESOURCES: 1) Insight Paper Public Sector Jobs: Opportunities for Advancing Racial Equity Race Forward/GARE https://racialequityalliance.org/wp-content/uploads/2015/02/Public-Sector-Jobs-Final1.pdf. 2) Summary of Public Sector Workforce Assessment for Sacramento Region August 2019 http://pathways2publicservice.org/wp-content/uploads/2019/09/IPPS_Summary-of-Public-Sector-Workforce-Assesment-for-Sacramento-Region_August- 2019.pdf?utm_source=Innovative+Pathways+to+Public+Service&utm_campaign=dd3dfcac2b-EMAIL_CAMPAIGN_2019_09_13_11_48&utm_medium=email&utm_term=0_a9b085b37f-dd3dfcac2b-148016341.

1 Developed by GARE Cohort members HR Director and ACM August 2019 2 Adapted on 8/6/2019 by GARE Cohort. This is an overarching statement that applies to all outcomes. 2 OUTREACH – YOUTH / EDUCATION3
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

2. Sacramento youth of color and young women have a basic knowledge of careers in government service and receive opportunities for preparing for those careers GDIB Assessment Category #1, 2, 3, 9
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress report
(document or
meeting)
__# of Sacramento youth
participating in early career
education programs by race and
gender.
__# of Sacramento youth
participating in Career Technical
Education programs partnered with
City of Sacramento departments by
race and gender
__# of CoS/School District
partnerships in High school Career
Technical Education.
__% of diverse Sacramento
youth who move on to CoS sponsored
pipeline programs demographics
across job classifications (compared to
adults of working age in Sacramento).

__% of participants in programs are
youth of color and young women

__% increase of students knowledge
about the types of careers available in
City Government

__% increase of students
understanding of pathways to
pursue careers in City Government

1) City of Sacramento employees have skills, competencies, and resources to advance racially inclusive outreach and engagement programs to introduce and inform local youth of color about careers in government service through early career education opportunities. Actions include:
a. Develop best practices tool kit for departments to engage with diverse youth about career readiness and development.
b. Strengthen community partnerships with educational.
c. Institution, stakeholders, and community-based organizations to: 4 i. Identify points of contact within all City Departments to determine communication and engagement.
d. Create an equity resource list for internal and external audiences. e. Identify high schools with career technical educations programs that fit STEM, public safety, and technical careers with the City of Sacramento. f. Train employees procedures to effectively document report race and gender of all youth served through use of the Citywide Youth Data Portal. 2) Align Inclusive Economic & Community Development (Inclusive Economy) Initiative with youth Work-Based Learning (WBL).
a. Determine best practices, reduce duplication, and identify supports needed across departments.
b. Standardize infrastructure and resources.
c. Seek feasibility of implementing or leveraging recommendations5 from guiding document Analysis of Structural Alignment Across City Administered Youth Work-Based Learning Programs with Recommendations6.

Citywide Working Group/Planning Team is
organized, named and meeting regularly to
implement GARE Youth Early Education
Initiatives

All departments are engaged and designate a
point of contact for working group/ planning
team

100% of school districts provide a point of
contact for program development

Demographics of 100% of traditional grade
schools, middle schools and high schools in City
of Sacramento identified

All CTE programs are identified
in all high schools in CoS.

Appropriate supports are
identified to effectively
administer youth WBL programs
delivered across departments

All citywide youth programs are
in alignment and departments
are delivering high-quality WBL pathways &
career education

3 Developed by GARE Cohort members Asst Fire Chief and IT Manager, August 2019 4 Examples include but not limited to Sacramento Employment & Training Agency (SETA), Sacramento Unified, Innovative Pathways to Public Service (IPPS), Centers of Excellence (COE), Institute for Local Government (ILG), Sacramento Women & Girls Advancement Coalition (SWAC) 5 i) Convene Youth Work-Based Learning Alignment Work Group (YWBL Alignment Team) to develop policies and procedures to formalize strategic activities across division, ii) Establish a regional, multi-disciplinary Workforce Taskforce that takes a holistic approach to workforce development using the WBL learning continuum iii) Development of a Youth WBL Strategic Plan, and iv) Full development of a comprehensive Citywide Youth Data Portal to register, monitor, measure, and evaluate impact of youth programs and investments. 6 Document was prepared by the Youth Development Policy Manager as a guide to achieving interdepartmental alignment, supports, and infrastructure for youth WBL activities. 3 Resources: Innovative Pathways to Public Service (IPPS) Resource and Tools: http://pathways2publicservice.org/resources-tools/. Institute for Local Government Readiness Assessment: Is Your Agency Ready to Start or Scale- Up a Program? http://pathways2publicservice.org/resources-tools/.

OUTREACH – PIPELINE7
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

3. A citywide pipeline framework that removes barriers to access to career pathways for people of color and women to move from high school to college to entry level positions with City of Sacramento.

GDIB Assessment Category #1, 2, 3, 9
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document
or
meeting)
# of department that create
pipeline programs

__% of local high school
graduates that participate in
city pipeline programs by
race and gender

__% of pipeline program
completers who are
successfully employed in CoS
career positions by race and
gender

__% of pipeline program
completers who are successfully
employed in other agency career
positions by race and gender
1) Develop department guidelines for seamless user pipeline for work-based learning (WBL) to advance workforce equity using 1) career pathway program structures8, and 2) Citywide Youth Development Plan & Framework.9 a. Centralize and Catalogue all WBL opportunities currently offered. (Ex. internships, apprenticeship, service learning, work-site field trips, mentorships, etc.).
b. Identify needs assessment.
c. Identify ready assessment.
d. Identify types of work-based learning strategies
e. Create standardized processes for departments to utilize when developing pipeline programs.
2) Identify and engage community partners that support pipeline training programs. 3) Determine best practices for WBL pipeline programs to create a standard framework that will reduce duplication and increase alignment across all City Departments.
4) Create processes to evaluate for program quality, outcomes information, and effectiveness (Pre/post program delivery) through use of the Citywide Youth Data Portal.
<Department
Co-leads and
Core Team
provide
information
from annual
report>

All work-based learning opportunities
in one central document

Document guide for implementing
varied WBL opportunities that are
aligned with Citywide Youth
Development Campaign Plan and best
practices.

Document standard evaluation process
and instrument to evaluate all WBL
opportunities across city departments.

7 Developed by GARE Cohort members Asst Fire Chief and IT Manager, August 2019 8 Departments will be able to develop highly successful pathway programs that utilize WBL to provide real-life work experiences through academic and technical skills to help youth and adults of color develop employability skills. WBL experiences range from career awareness to career exploration and training and benefit in-school youth, opportunity youth, adult jobseekers, or incumbent workers. WBL activities can include middle school students learning about various careers in the classroom, high school students exploring careers through activities like job shadowing, as well as career preparation and training through internships and paid apprenticeships. 9 Citywide Youth Development Campaign Plan can be located here: http://sacramento.granicus.com/MetaViewer.php?view_id=22&clip_id=4114&meta_id=510648 4 RESOURCES: 1) Work-Based Learning Tool Kit Engaging Employers https://cte.ed.gov/toolkit/engaging.html. 2) Sample readiness self-assessment tool http://www.doe.mass.edu/acls/wioa-readinesstool.docx. Build Your Talent Pipeline Work-Based Learning Guide (Oklahoma) https://oklahomaworks.gov/wp-content/uploads/2018/03/WBL-Employer-Guide-Final-3-5-19.pdf. 3) Institute for Local Government Readiness Assessment: Is Your Agency Ready to Start or Scale-Up a Program? http://pathways2publicservice.org/resources-tools/. 4) Strategic Workforce Development Plan for the Sacramento Area 2017-2020 https://www.seta.net/app/uploads/2012/07/Draft-Sacramento-Local-Workforce-PLan-final.pdf.

OUTREACH – RECRUITMENT10
Result Statement for all Outcomes: The City of Sacramento workforce reflects the race and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

4. The applicant pool for all positions reflects the racial and gender diversity of the City of Sacramento GDIB Assessment Category #1, 2, 3, 4
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% department who have
included racial and gender
equity requirements in all
RFP’s for recruitment of
positions.

% applicant demographics
reflect CoS demographics
across all department
recruitment efforts

Number of job fairs, seminar,
or special event where
general postings and
announcements

Percent of departments and
divisions who engage with the
community
1) Improve printed and online recruiting materials in communities of color and women by profession, industry, and fields.
a. Create a recruiting brochure that describes citywide employment benefits, including opportunities to join organized bargaining units. The brochure should reflect the diverse workforce commitment to racial and gender equity.
b. Departments create inserts that provide more detail about their respective dept or specific recruitment.
c. Diversity-focused advertising resources including social media, professional listservs, higher education including alumni groups, field specific, etc.
d. Language inclusive supplements of non-English speakers11. e. Leverage brand update webpages that relate to employment opportunities and development branding City of Sacramento as a great place to work.
f. Increase visibility and highlight the work of front-line leaders, managers, and directors the City should create a method to highlight the good work of City employees and the importance of City work.
2) Increase the effectiveness of the City’s publication and distribution of job announcements.
a. The distribution of internal job announcements consistent and all announcements should be posted on departments’ bulletin boards. b. Update employment applications to provide space for applicants full-time and part-time to disclose where they learned (not just those hired) of the job opening.
3) Improve the efficiency and effectiveness of the City’s job-marketing efforts by creating interdepartmental recruiting opportunities.
a. Create a recruitment booth that can be shared by departments for various events.

Racial and gender equity guidelines
and scope of work language is
included in all RFP’s for all
recruitments Citywide recruitment
brochure has been developed and
disseminated to all 15 departments

# of brochures produced.

# of languages included in
supplement.

% of applicants of color and women
who applied for jobs at events or
public library pilot kiosk

Draft outreach and
recruitment plan

10 Developed by GARE Cohort members Asst Fire Chief and IT Manager, September 2019 11 For some positions, the application process will entail more written and verbal interaction than will ever be required during the performance of the job. It might be reasonable to present job information to applicants in a language most comfortable to them, even though they will still be required to demonstrate the ability to communicate in English.
5 b. Pilot computer kiosk for applying for jobs at public library branch. c. Incorporate diversity outreach concepts that visually reflect the diversity. that the City of Sac strives to maintain in all handouts and display materials.
d. Developing a training program for recruiters in all City departments. e. Schedule cooperative recruitment opportunities for multiple departments. f. Develop generic City of Sac advertisement template for popular Internet job searches sites that would direct applicants to the City’s website for current job postings.

RESOURCES: Jobvite’s 2018 Report Recruiter Nation Survey The Tipping Point The Next Chapter in Recruiting https://www.jobvite.com/wp-content/uploads/2018/11/2018-Recruiter-Nation-Study.pdf. 2)

6 HIRING PROCESS –APPLICANTS12
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

5. Department leadership and all employees understand and are committed to achieving racial and gender equity and understand how the concepts connect to identify racially and gender diverse applicants.

GDIB Assessment Category #1, 2, 3, 4,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
1) # of online application
received by classification and
race and gender designation

3) # of application by racial
and gender
category
1) Racial Equity Analysis on the Online Hiring Center (OHC) to determine who is applying? What are the barriers? Do we efficiently capture demographic data from applicant. Analysis should consider:
a. Shared statement to let applicants know why CoS is
collecting demographic information.
b. Allow people to self-identify.
c. Establish technological capability to implement blind screening process for all departments.
d. Online application system should be reviewed and
compared to best national practices.
e. Look into feasibility of developing mobile app for applying to jobs.
f. Mitigate barriers to completing the application online, which include:
i. Computer knowledge and accessibility,
transportation.
ii. Being unaware that assistance is available or
feeling as though requesting assistance may
negatively impact their opportunity to gain
employment.
iii. Departments report:

1. Number of applications

2. Analysis of application demographic data
to determine access for City employment.

3. Document retention and security of
maintaining paper applications with
personal private information.
g. Duplicate in examination process.
h. Staffing levels to support processing of applications to departments.

1) Assessment of OHC
– listening session implemented;
--blind hiring implemented;
– paper application process are
clear,
centralized by department, and
analyzed by race, gender, etc.

# of library location
1) In progress on
blind hiring - 1) RFP
for Service Tech
Provider will include
scope of work for
capability for
personal attributes to
be invisible during
review of applicants
after MQ evaluation
- resources need to
be identified

New proposal-Not
yet begun resources
need to be identified
Existing staff
resources; funding
may be needed for
specific initiatives

New proposal-Not
yet begun resources
need to be identified

12 Developed by GARE Cohort members HR Manager and Diversity & Equity Manager, September 2019 7 2) Investigate feasibility of integrating a Talent Acquisition Development (Monterey County, CA) online application for City of Sacramento.
3) All RFPs for external search firms explicitly state expertise and scope of work in diversity recruiting with specific requirements to produce diverse applicant pool as a part of scope of work.
4) Establish job application submittal stations pilot in 1 public library location and train 1-2 library staff on job application submittal and general questions.
5) Develop mandatory formal EDI curriculum for all hiring manager. 6) Conduct racial and gender equity analysis on applicant satisfaction and application processes and status.
a. Develop feedback instrument of applicants to determine level of satisfaction with the type and frequency of
communication received throughout the application
process.
b. Outcomes should include clear updates during the process to mitigate
i. Qualified applicants withdrawing from the
process.
ii. Low level of initial engagement.
c. Other outcomes include:
i. clear communication to applicants regarding
notification of application.
ii. explanation of application/hiring process.
iii. general hiring timeline, department.
iv. employee relations contact information.
v. survey to measure applicant satisfaction with
process.

where application can be submitted
via online

RESOURCES: 1) Montgomery County T.A.D. Application Presentation https://transcripts.gotomeeting.com/#/s/0aae67b19e247bec71f0a3b5e045d12c90ae979e617c080803c3a84b0f384e0c. 2) Report: Sacramento region to lead NorCal in job growth https://www.kcra.com/article/report-sacramento-region-to-lead-norcal-in-job-growth/26889063. 3) Living Cities recommendations for other cities interested in applying a racial equity lens to policies and operations May 2016 https://www.livingcities.org/resources/351-getting-ready-for-racial-equity-work-the-racial-equity-here-evaluation. 4)

8 HIRING PROCESS – EXAMINATIONS13
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial/ethnic/gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

6. Department leadership and employees understand and are committed to achieving racial equity and understand how the concepts connect to City Employment Examinations of the Hiring Process.

GDIB Assessment Category #1, 2, 3, 4
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% exam taken reflect racial
and gender diversity
demographics across
department
recruitment efforts
% of exams passed reflect
racial and gender
diversity
1) Update/review by RE Tool Process on Exam Management to ensure current examinations are not a barrier to racial and gender equity. Analysis and data should consider:
a. Ensuring the type of exam is appropriate for the type of position (written versus performance).
b. During the examination development ensure that testing questions and strategies are not gender exclusive or
stereotyped
14 by profession.
c. Perform Item Analysis to determine for negative impact /disparate impact on test taker’s to ensure racial barriers do not exist.
d. Remove any questions about an applicant’s race or gender from test to ensure test taker demographic data, questionnaire from test, or forward to department.
e. Review proctor’s feedback / comments of exam for developing new exams.
f. Develop guidelines for examination administrators to understand common bias to eliminate racial and gender bias.
2) Identify positions/departments where exams can be offered in non-English languages.

New proposal-
Not yet begun
resources need to
be identified

13 Developed by GARE Cohort members HR Manager and Diversity & Equity Manager, September 2019 14 Ex. Women are secretaries, men work with street equipment.

9 RESOURCES: 1) City of Madison’s 2015 Human Resources Equity Report: Advancing Racial Equity in the City Workforce https://www.racialequityalliance.org/2015/08/14/the-city-of-madisons-2015-human-resources-equity-report/.

HIRING PROCESS – Interviews15
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

7. All employees are trained on interview practices that eliminate barriers, including addressing implicit bias, and support the hiring and promotion of a diverse workforce GDIB Assessment Category #1, 2, 3, 4,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% of racially diverse hirings
reported in annual Ethnicity &
Diversity Report

% of interview panels
reported by
departments citywide that
have # of racially diverse
panelists

% of trained employees to
participate on interview
panels
1) Developing Citywide Selection, Recruitment and Hiring Manual focus training to focus on 4 pillars of City’s Equity and Engagement model:
building trust, equipping employees, developing employees, and connecting to purpose.
2) Develop mandatory training for employees to participate on cross department interview panels.

A) Communicate & train all hiring authorities on the Citywide Recruitment, Selection, & Hiring Manual.

B) Outcomes should ensure to build employee capacity and competency on removal of barriers in public sector employment16 including:
i. Explicit discrimination:

1. Disparate treatment (intentional decision to
treat people differently on protected
characteristics).

2. Disparate impact, (practices that have a
disproportionate adverse impact on person in
a protected class.
ii. Implicit bias:

1. Doubt objectivity.

2. Increase motivation to be fair.

3. Improve conditions of decision making.

4. Count data.
iii. In-group favoritism

Please see note18

1) Manual/policy update
Complete

2) Curriculum training module on
diversity interview panel
responsibilities developed
Departments, working with
Employee Resource Groups
stakeholders, have an updated
list of employees who have
professional skill sets, and/or
are trained to serve on interview
panels for positions at every
level of the organization.

Proposal developed and
submitted to Labor Relations
Meetings with all 9 Bargaining
1) In Progress. CE
Policy
update underway.

Internal meetings
held,
external stakeholder
meetings upcoming.

New proposal-Not
yet
begun resources
need to be identified
Existing
staff resources;
funding
may be needed for
specific initiatives

15 Developed by GARE Cohort members HR Manager and Diversity & Equity Manager, September 2019. 16 Pg. 5 Insight Paper Public Sector Jobs: Opportunities for Advancing Racial Equity Race Forward/GARE https://racialequityalliance.org/wp-content/uploads/2015/02/Public-Sector-Jobs-Final1.pdf 18 Work has been underway in 2019 for outcome action 1) Citywide workgroup 22 members, AAELC, Latino Stakeholders Group, SWAGC, A.Z. Barnes, DEM | Sally Ly, HR Mgr., ECD ACM Milstein, HR Director Banks-Robinson, CM Howard Chan, outcome action #2) CMO Executive Team, Hiring authorities (managers/supervisors) |HR Manager of ECD | HR liaison for each Department, Labor Relations|Organizational Development | ODE

10 iv. Stereotype threat17
C) Require hiring manager accountability for diversity reflective of the community served (documental and measurable) during the interview process (Ex. grading mechanism, common bias, avoiding tokenism)
D) Effective use of diversity & inclusion lens checklist (appendix #) in Citywide Recruitment, Selection, & Hiring Manual.

Units
RESOURCES: 1) Insight Paper Public Sector Jobs: Opportunities for Advancing Racial Equity Race Forward/GARE https://racialequityalliance.org/wp-content/uploads/2015/02/Public-Sector-Jobs-Final1.pdf

HIRING PROCESS – Selection19
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

8. City of Sacramento selection process is designed to support the hiring and promotion of underrepresented racial and gender populations.

GDIB Assessment Category #1, 2, 3, 4,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% of racially diverse hirings
reported in annual Ethnicity &
Diversity Report

1) Analyze all phases of the application and review process to assess for bias processes.
a. Determine if there are choice points in the process where there is a greater drop-off rate for women and /or people of color.
b. If there are, analyze the causes and develop appropriate strategies for changing outcomes.
2) Formalize and embed racial and gender equity values in the requirements and protocols of the panel process. Outcomes should include:
a. Track the demographics of panelists to include race, gender, disability, subject matter expertise, language, generation, thinking and communication style,
organizational diversity, etc.
b. Training process with panelists to communicate and guide panel in understanding equity values, review job
criteria/skills/competencies, and awareness around bias. c. Training on implicit bias, nepotism, and conflict of interest.

New
proposal-Not yet
begun resources
need to be
identified Existing
staff resources;
funding may be
needed for
specific initiatives

17 Much of the research about stereotype threat has been focused in the context of academic capacity and performance, but is relevant to workplace cultu res as well as 1) social belonging, 2) wise criticism, 3) Behavioral scripts, 4) Growth mindset, 5) Value-affirmation, and 6) Remove triggers of stereotype threat on standardized tests.
19 Developed by GARE Cohort members HR Manager and Diversity & Equity Manager, September 2019 11 d. Overview of department, division, and how this position supports the CoS mission.
e. Discuss information that guide decision-making and
benchmarks for interview questions.
f. Point of contact for questions and expectations of
panelists.
g. Communicate process and ranking process.
h. Importance of notes and documentation in open records requests.
3) Analyze supplemental review questions for equity and bias for:
a. Job position require applicant to write well as part of their duties
b. Department has worked with HR to set up benchmarks for supplemental questions.

RESOURCES: 1) Minimum Qualifications: Best Practices in Recruitment and Selection Advancing Racial Equity in Multnomah, County (June, 2015) https://www.racialequityalliance.org/2015/06/08/minimum-qualifications/. 2)

HIRING PROCESS – Onboarding20
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

9. CoS onboarding process is designed to support all staff to advance racial and gender equity in all CoS processes and work-places.

GDIB Assessment Category #1, 2, 3, 7,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)

% of managers training
annually

% attrition of managers of
annually

1) All current and new supervisors trained and competent in the City’s workforce equity imperative through hybrid of in person and technology training for welcoming and onboarding new employees to their Department and City of Sacramento that includes the following outcomes:
a. Emphasizes diversity and inclusion.
b. Prepare team and department to receive new employee. c. Provide race and gender equity training from GARE as part of new orientation and onboarding of all new managers.
d. Training on City of Sacramento Citywide Recruitment, Selection, & Hiring manual.

% Staff have acknowledged
responsibility via Target Solutions
within 120 days of hiring.

Each department’s orientation
process for managers includes a
section on internal support
resources for managing
performance, coaching and being a
supportive manager.

1) New proposal-
Not yet begun
resources need to
be identified
Existing staff
resources; funding
may be needed
for specific initiatives

20 Developed by GARE Cohort members HR Manager and Diversity & Equity Manager, September 2019 12 % of new hires that received
formal on boarding during
first year of employment
e. Leverage current supervisor training modules offered through Organization Development.
f. Leverage Target Solutions and LMS.
g. Increase understanding of critical role to facilitate the onboarding process
h. Responsibility for onboarding is including in the
performance outcomes of all managers.
2) Establish annual survey of new supervisors to measure success of first year of employment that includes the following outcomes:
a. Sense of belonging and engagement.
b. Feeling of contributing to department and city mission. c. Job satisfaction.
d. Likelihood of retaining employment.
e. Sense of team building and productivity.
f. Summary and results are included in the Departments in the department.

3) Create an online resource repository for onboarding, performance management, and strategies for cultivating workplace belonging and inclusion.

Each department has reporting
onboarding training curriculum for
all new employees.

RESCOURCES: National League of Cities Race, Equity, and Leadership (REAL) initiative https://www.nlc.org/program-initiative/race-equity-and-leadership-real. 2) Welcoming and Orienting: A Supervisor’s Guide (Feb 2018) University of Cornell https://hr.cornell.edu/sites/default/files/documents/welcoming_and_orienting_employees_supervisors_guide.pdf. 3) City of Sacramento Recruitment, Selection, and Hiring Manual. 4) Sample of Employee onboarding survey questions: https://www.talentlyft.com/en/resources/employee-onboarding-survey-questions.

13 CAREER PATHWAYS – Career Ladder21
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

10. Fosters employee career development while developing and supporting racial and gender equity.

Percent of supervisors who
are promoting and educating
staff on professional and
personnel growth and
advancement opportunities
within the City
1) Coordinate with Citywide ‘Job Classification Study’ to identify/avoid impacts to career progression (more information needed re: timeline to complete full classification study).
2) Create career ladders to provide race and gender equitable career pathways to employees, within their Department or across the City. Establish entry points across Departments or Divisions where positions have similar job functions, duties, or skills.
a. Sort job classifications into “families.”
b. Evaluate the minimum qualifications for job classifications and connect families.
c. Assemble career ladders.
d. Create internal link for ladders through City Nexus intranet. e. Develop promotional materials (and include on CoS external website) to market career paths with high schools, community colleges, libraries, etc.
3) Attain the feasibility of formalizing and developing new credentialing opportunities (upskilling) with ready-made partners and supports via CSUS, Community colleges, and other adult education systems.
4) Attain the feasibility of formalizing innovative connections between community-based and higher education programs that provide effective on- ramps for adult learners with foundations skills through strategies of:
a. Competency-based education22
b. Prior learning assessment (PLA)23
c. Bridge programs24

Inclusion in appropriate meetings
related to class study

% of the career classifications that
are up to date

# of promotions within the
City by race and gender

% of staff that are aware
and understand advancement
opportunities within the City

ECD reports

-eCAPS
reporting re:
promotions (if
possible)

-Surveys
RESOURCE(S): To be identified

21 Developed by GARE Cohort members Program Manager, Organizational Development and Engineering Manager, October 2019. 22 Stephanie Malia Krauss, How Competency-Based Education May Help Reduce Our Nation’s Toughest Inequities, Lumina Foundation, Lumina Issue Papers, October 2017, https://www.luminafoundation.org/files/ resources/how-cbe-may-reduce-inequities-1.pdf; and Rebeca Klein-Collins, Sharpening Our Focus on Learning: The Rise of Competency-Based Approaches to Degree Completion, National Institute for Learning outcomes Assessment, Occasional Paper #20, November 2013, http://learningoutcomesassessment.org/ documents/Klein%20Collins%20OP20.pdf. 23 Cathy Leaker and Frances A. Boyce, A Bigger Rock, a Steeper Hill: PLA, Race, and the Color of Learning, The Journal of Continuing Higher Education, 63:3, 199-2014, November 17, 2015, https://www.academia. edu/19295737/A_Bigger_Rock_a_Steeper_Hill_PLA_Race_and_the_Color_of_Learning. 24 Cathy Leaker and Frances A. Boyce, A Bigger Rock, a Steeper Hill: PLA, Race, and the Color of Learning, The Journal of Continuing Higher Education, 63:3, 199-2014, November 17, 2015, https://www.academia. edu/19295737/A_Bigger_Rock_a_Steeper_Hill_PLA_Race_and_the_Color_of_Learning. 14 CAREER PATHWAYS – Promotion25
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating a inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

11. City of Sacramento demonstrates commitment to investing in professional development by utilizing performance review processes to collaboratively identify opportunities, resources, and pathways towards individual employee goals.

CoS career pathways are
easy to understand, and
employees are able to gain
the skills necessary to
navigate the
classification/reclass,
promotions, work out of class,
and stretch assignment
opportunities.
1) Develop tiered approach Skills Matrix to fairly and consistently evaluate job performance & communicate race and gender
equitable promotion pathways and potential, providing clear expectations and removing bias.
a. Develop templates for performance evaluation and
promotion opportunities by departments/divisions
according to their unique business needs.
2) Develop tiered approach performance evaluation system that support supervisors in providing developmental feedback that communicates standards of excellence, racial and gender equity values, high expectations, and eliminating bias. System outcomes include:
a. Measure employees’ accountability to racial equity in their roles and responsibilities.
b. Provide training and clear performance expectations for both supervisors and supervisees.
c. Performance evaluations (including the Skills Matrix) are tracked at departmental, division, and program levels.
d. All managers are receiving professional feedback by both those they supervise and report to.
e. Review existing IDP for updates/modifications (if
necessary)
f. Employees complete Individual Development Plans (IDPs) 26 in coordination with manager/supervisor.
g. Identify racial and gender equity and inclusion as a competency and skill in performance management forms
and systems that:

% staff promoted inhouse. (related to managers
trained)

% employees that understand the expectations of
positions so they can determine their qualifications
and prepare
a development plan for promotional opportunities.

% staff that have completed development plans.

Consultation with Labor Relations on impact of
performance management process.

Percent of supervisors trained on preparing
development plans and performance evaluations.

Percent of staff that have performance evaluations
completed on time.

100% of eligible employees have completed their
performance evaluations on time,
including probationary
performance reviews.

100% of all Departments have and are utilizing
performance evaluation tools for managers that
include feedback from
supervised staff.

All employees in nonexempt classifications will
have active employee development plans
jointly developed with their manager and evaluated
yearly.

Surveys

Department
Reporting

LMS reporting
tools

25 Developed by GARE Cohort members Program Manager, Organizational Development and Engineering Manager, October 2019. 26 This includes assessment of existing skills, training and other opportunities to gain skills that will support promotional and leadership development in collaboration with their manager. 15 i. Incorporate racial equity values in performance
evaluation process.
ii. Explicitly states the ability to identify and
effectively address instances of interpersonal,
institutional, and systemic racism and sexism.
iii. Develop policies, practices, and protocols that
measureably and proactively resolve and redress.
iv. Hiring managers receive adequate education
surrounding the topics as well as being given the
opportunity to discuss any challenges and/or
concerns.

RESOURCE(S): 1) Living Cities Blog “Operationalizing Racial Equity & Inclusion: Transforming Organizations and Beyond” Apr 19, 2018 by Hafizah Omar and Nadia Owusu https://www.livingcities.org/blog/1251-operationalizing-racial- equity-inclusion-transforming-organizations-and-beyond. 2) Tool: Using Talent Management to Support Inclusion: A How to Guide for Organizations (Jan 2012) https://www.catalyst.org/research/using-talent-management-to-support- inclusion-a-how-to-guide-for-organisations/.

16 CAREER PATHWAYS – Coaching / Mentoring27
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

12. City of Sacramento (CoS) demonstrates a commitment to build leadership capacity and equity competencies of all managers and supervisors in mentoring and coaching practices.

GDIB Assessment Category #1, 2, 3, 4, 7,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% City of Sacramento
managers who are fully
integrating racial equity into
their coaching and mentoring
practices

1) Establish 3 level Mentoring28 and Coaching29 program30 that trains, develops, and builds, leadership and equity competencies of all managers and supervisors.
a. Research and incorporate diversity goals into the program.

Outcomes include:
i. Mentors and mentees that reflect the race and
gender demographics of the City.
ii. Clearly understood and communicate application
process for both mentors and mentees.
iii. Cultural and gender competence in mentoring
strategies.
iv. Train supervisors on how to provide constructive
coaching to employees (integrating race and gender
equity practices).
v. Developmental in approach and Learning outcomes.
vi. Integrate a train the train model.
vii. Explicitly reflect race and gender equity outcomes. 2) Mentor – Level I
a. Introduction to essential leadership and racial and gender equity competencies for being a leader and equity.
b. Resources and services may include:
i. ⇒Access to racial equity and leadership tools and
frameworks.
ii. ⇒ Leadership development resources, news and
guides.
iii. ⇒ Video presentations, articles and studies focused on leadership.
iv. ⇒ Access to webinar resources.

% supervisors training on coaching
staff

Percent of staff participating in the
mentoring program

Percent of racial diversity in the
mentoring program: mentors and
mentees

Percent of staff promoted who
participated in the mentoring
program Development of Mentoring
program and guidelines document
that include, but not limited to: set
dates for implementation, Create
marketing materials (incl.
registration), Present plan to
Mgr/HR Director/Executive Team,
Market program for mentors and
mentees, Recruit mentors, Mentor
workshop, ‘Speed’ Connecting for
pairings, Mentee workshop, Match
mentors/mentees, Kickoff Meeting,
Informal check-ins, Mid-point check-
in, Informal check-ins, Wrap-
Up/celebration, Survey & Meeting
for program feedback

Surveys/Focus
Groups

Department
Reporting

LMS reporting
tools

27 Developed by GARE Cohort members Program Manager, Organizational Development and Engineering Manager, October 2019. 28Mentoring is defined as a more informal association focused on building a two-way, mutually beneficial relationship for long-term career movement. 29 Coaching is defined as a more formal structured association focused on improvement in behavior and performance to resolve present work issues or handle specific aspects of the job. 30 Create the program structure. (Utilizing current drafted structure and past departmental Mentoring Program tools). 17 3) Coaching – Level II
a. Reinforcement and development of key leadership skills anchored in CoS’s values and racial and gender equity
framework.
b. Resources and services may include:
i. ⇒ Cohort of 10-15 members participate in a 3-6
month (in-person, webinars, or virtual) experience.
ii. ⇒ 4-6 leadership development sessions facilitated by coaches and invited guests from partner networks &
coach training schools
iii. ⇒ On-going correspondence, including updates,
video presentations and other leadership resources
iv. ⇒ Individual interaction with Coach.
4) Executive Coaching31/Sponsorship – Level III
a. Start a conversation on the value of executive coaching in developing managers, providing equitable access to these opportunities to up-and-coming leaders, and potential funding of a full time Executive Coach vs. Consultants.
b. Based on results of conversation provide
recommendations/Action Plan for next steps (if applicable) c. Resources and services may include:
i. ⇒ Reinforcement and development of key
leadership skills anchored in CoS’s racial equity
framework.
ii. ⇒ A customized coach-supported leadership
development experience guided by a member of the
CoS Coaching Team (minimum 3 months, maximum
12 months depending on frequency of
engagements).
iii. ⇒ Includes Personal Assessment (Tool and series of One-on-One meetings to review with coach)
iv. ⇒ (Leadership fundamentals, plus emergent thinking
in sector)

RESOURCE(S): 1) Creating Successful Mentoring Programs: A Catalyst Guide (2002), 2) US Government Office of Personnel Management (OPM.GOV) Mentoring in Government. 3) GARE Public Sector Jobs: Opportunities for Advancing Racial Equity RacialEquityAlliance.org. 4) McKinsey & Company Women in the Work Place 2019 Report pg. 19-28.

31 Executive Coaching is defined as a professional relationship between a trained coach and a client with the goal to enhance the client’s leadership or management performance and develop ment. 18 WORKFORCE DEVELOPMENT & TRAINING32
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating an inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

13. City of Sacramento demonstrates a commitment to investing in professional development, capacity building, and training to advancing racial and gender equity among the workforce.

GDIB Assessment Category #1, 2, 3, 4, 7, 8
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
% of City of Sac managers who
are fully accountable for
integrating race and gender
equity into their management
practices.

All managers include language for
advancing race and gender equity
outcomes in all performance
management policy

# of unions that agree to
mandatory race and gender
equity training

1) Develop mandatory training for all managers who hire and supervise staff that provides clear race and gender equity expectations. Outcomes include:
a. Develop metrics and clear accountability expectations for race and gender equitable workplaces.
b. Develop and secure agreement of mandatory training with all 9 unions for all managers / supervisors.
c. Develop and conduct training on equitable hiring practices for all hiring managers, including intercultural communication and race and gender just practices.
2) Support non-management staff in advancing racial equity goals and actions.

Such strategies include:
a. Create draft plan for engaging with the existing Employee Engagement Team.
b. Develop communication process to both inform non-management staff of as well as encourage participation.
c. Develop and implement train the trainer programs to facilitate and lead workshops on racial and gender equity for year-round training for all staff. (Example: Racial Equity And Leadership REAL) d. Develop template for employees on how to start an Employee Resource Groups ERG’s emphasizing role/responsibilities, purpose, relationship with City leadership, etc.
3) Identify additional opportunities to assess and survey employees in relation to race and gender equity in the workplace, access to professional development opportunities, and race and gender equity advancement in the CoS.
a. Develop, administer, analyze, and report back on Employee Satisfaction Survey to assess Staff feelings in relation to race and gender equity in the workplace environment, access to
professional development opportunities, and race and gender equity advancement on part of the City as a whole.
b. Develop, administer, analyze, and report on Equity, Diversity, and Inclusion climate survey.

All CoS Departments

Division Specific classes:
create SME teams of
division staff

General classes: (ex-
Analyst) create SME
teams of
department staff (possibly
across depts)

Department level
Tracking

Division Managers

Division
Managers/supervisors

#of managers who have completed the
training.

# of unions who have agreed

By 2021, all managers and senior
leadership have documented training
that focuses specifically on increasing
awareness of, and shifting practice
towards, race and gender equitable
leadership behaviors.

By 2021, all supervisory staff and Human
Resource classifications have
documented training

Number of train-the-trainer trainings
completed

Edited, dissemination and evaluation of
Employee Satisfaction Survey to include
race and gender equity.

# of staff participation.

Internal Publication of results.

Shortcomings based on survey are
discussed and addressed. List of
recommendations are included in
relevant reports.
% of recommendations acted upon

Updates and analysis

Share survey and
responses and solutions
at Management Rally or
All Staff Convening

32 Developed by GARE Cohort members Program Manager, Organizational Development and Chief of Staff, City Council October 2019. 19 4) Implement “White Fragility” Reading Group as part of the monthly agenda action forum for the City of Sacramento Executive Team February 2020- September 2020. Participants will:
a. Two members will rotate responsibilities in facilitating discussion on each chapter using the facilitation guide developed by author, Dr. Robin DiAngelo.
b. Explore personal beliefs, articulated assumptions, and experiences with race/racism.
c. Discuss different viewpoints on race, privilege, and conflict. d. Discuss different options, practices, and policy options to address white fragility, privilege, and racial/gender inequity
e. Hear team members stories & find common ground to build relationships and organization cohesion.
f. Self- reflect and explore the intersectional impact of individual attitudes, intergroup, and structural impact on about racial and gender inequity.
g. Provide for support for citywide initiative on White Fragility as a Learning Year 2021.

RESOURCE(S): 1) Reading Guide White Fragility by Ozlem Sensoy and Robin DiAngelo http://www.beacon.org/assets/pdfs/whitefragilityreadingguide.pdf. 2) Multnomah County Personnel Policy on Employee Resource Groups September 2019 https://multco.us/file/83036/download. 3)

RETENTION33
Result Statement for all Outcomes: The City of Sacramento workforce reflects the racial and gender makeup of the community, creating a inclusive, effective, and competitive future. “Reflect the community we serve – to better serve the community”

14. City of Sacramento hires and supports retention efforts to support a racially and gender diverse workforce.

GDIB Assessment Category #1, 2, 3, 8,
Community Indicator
Indicator (%, stats, or other
measurement)
Outcomes and Actions
(number of concrete steps that is connected to result statement) Timeline
(specific
month/year)
Accountability
(who does what)
Performance Measure
(data points to progress)
Progress
Report (document or
meeting)
Attrition Rates by Race &
Gender: Total, Voluntary,
Involuntary, Talent (i.e. above
average performance review),
manager (Division?)

Employee satisfaction by Race
& Gender: Total, New
Employees (six months),
Number of applicants for
1) Develop guidelines, improve current templates, and identify best practices for supervisors/departments to design and conduct exit interviews to better insight and understanding of employee turnover, cost related to lost talent, and
departmental performance. Outcomes include:
a. Ensure question and format design minimize
unintentional bias.

All CoS Departments

Department level
Tracking

Division Managers

Division
Managers/supervisors

_% of employees participate in
employee surveys

All supervisors conduct exit interviews in
2020

Department report out exit interviews
conducted annually in RGEAP
Department report.

Updates and analysis

Share survey and
responses and solutions
at Management Rally or
All Staff Convening

33 Developed by GARE Cohort members Director, CDD and Chief of Police October 2019. 20 recruitments over time (per
recruitment?), Cost of
turnover by level (staff,
supervisor, manager,
executive)

b. Aggregate the data by race/gender to identify
meaningful organizational trends beyond
retention numbers alone.
c. Achieve higher participation rates.
d. Appropriate action on ethical or critical
compliance issues.
e. Produces more transparency due to lack of fear of
retaliation or consequences.
f. Monitor and act on reasons for turnover.
g. Revisit exit data for rehires.
h. Add market intelligence to recruitment strategy.
i. Use information to coach/mentor managers on
communication and management style.
j. Cross reference with bi-annual Employee
Satisfaction Survey for understanding trends as to
why staff work for City of Sacramento.
k. Based on analysis of data, develop and
recommend strategies, policy development,
capacity building to improve retention.

Quantify the real cost of losing
people.

Annual performance
review.

Annual Racial Equity
training

RESOURCE(S):

Racial Equity CommitteeJuly 1, 2025

Racial Equity Committee
July 1, 2025