San Anselmo City Council
June 27, 2023

Objective #3: Planning Stage (Play Two and Three of the Local MPA Playbook): Community Assessment and Cross-Sector Engagement

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Activity # Activities/Tasks Responsible Parties Timeline Deliverable(s)/Output(s)

3.1 Evaluation of Current and Alternative Assessment Tools to gather further data on disability. Develop learning outcomes, methods, criterias for statistical significance.

Disability Coalition , Work Group,
Data Analyst
November, 2023 Suggested Revisions of Assessment
and addition of Disability data
requirements

3.2 Assessment Tool Development and develop feedback
collection channels, timeline for collection
Disability Coalition, Work Group
Data Analyst
November, 2023 Draft assessment tool(s)
Schedule of roll-out

3.3 Focus group pilot review of survey to address accessibility (language, disability, access, modalities)
Disability Coalition, Work Group
Data Analyst
November, 2023 Final survey draft

3.4 Conversations with Town department staff and local
community stakeholders on past, present and future planning for action planning
Director of Community Services
Age-Friendly Chair
Work Group
November-January 2024 List of existing opportunities and gaps for age-disability plans

3.5 Hold annual Age-Friendly Nonagenarian joint birthday event with Age-Friendly Fairfax
Age Friendly Committee/Chair
Town Staff
Age-Friendly Fairfax committee and
staff.

November 2023 Opportunity to celebrate, to
promote the expected project
outcomes, and start the survey
distribution

3.6 Assessment Distribution using communications plan. Target low-tech, underrepresented groups, email, mailing list, businesses, faith groups, meal deliveries, volunteer
neighborhood groups, Emergency Response leaders
Advisory,Work Group, MADI,
Communications Consultant
November -January 2024 Multi channel assessment delivery multiple return channels for
completed surveys

3.7 Develop and utilize a volunteer corps to bring oral survey tool to homes by appointment for the homebound and homeless
residents in conjunction with an Age-Friendly holiday gift Age Friendly Chair
Work Group, Community nonprofits
& Schools
November- January 2024 Completed surveys from residents often overlooked in data collection

3.8 Assessment Data compilation and analysis Paid data analyst January-February 2024 Final Assessment report

3.9 Develop assessment community presentation MADI staff February 2024 Assessment presentation

Item 3.3 - Attachment 2
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3.10 Submit assessment report and give presentation on next steps to Advisory Committee and Town Council
Age Friendly Chair, Advisory
committee, Age Friendly town liaison
March 2024 Feedback on planning

3.11 Launch a public engagement assessment report-out plan: Host a Kitchen table talk webinar, an open forum in person meeting and send out an Age- and Disability- Friendly newsletter.

Includes a call out for action domain working group
volunteers.

Age-Friendly Chair, Workgroup, Town
communications staff, part time paid
intern for communications and event
planning supervised by MADI staff
March 2024 Events and newsletter
communication on assessment
results
A broadening of the base of
support for the planning

3.12 Share assessment tool and report with Age-Friendly Marin Leaders
Age Friendly Chair, Disability
Coalition representatives, Advisory
Committee representatives
March 2024 Feedback on when other
Age-Friendly communities might
use this tool and move towards a
disability-friendly initiative

3.13 Share assessment tool and report with Area Agency on Aging Program Manager
Age Friendly Chair, MADI March 2024 Information for AAA on possible new assessment methods and
questions
Objective #4: Planning Stage (Play Four of the Local MPA Playbook): Select your Goals and Priority Initiatives, and Develop a Local Plan Activity # Activities/Tasks Responsible Parties Timeline Deliverable(s)/Output(s)

4.1 Advisory council review report, reviews previous draft plan mission, vision and values and develops themes from the assessment findings and creates domains for actions where the town can influence and improve the quality of life for older adults, people with disabilities, their family and caregivers.

Advisory Council, Disability Coalition March -April Revised list of Values and Themes list from assessment findings and a
list of domain areas for the plan

4.2 A second call out for community volunteers to work specific domain areas as per communications plan, Meeting scheduled Age-Friendly Chair, Town staff March-April Domain workgroups and initial meeting date

4.3 First Domain meetings- development of goals and listing of all possible SMART actions
Working groups April 2024 Plan Goals and possible actions

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4.4 Second Domain meetings- Prioritization of actions by feasibility and impact matrix .

Working Groups April 2024 Prioritization of Actions and a 3 year action timeline

4.5 Consult with town staff on feasible outputs, outcomes and timelines for actions assigned to their department
Town Manager April 2024 Accurate time frames for town led actions

4.6 Third domain meeting- Develop measurable outputs outcomes for non-town dept. actions, assign responsible parties place into a 3 year timeline.

Working Groups May 2024 Expansion to SMART assigned goals Objective #5: Development Stage (Play five of the Local MPA Playbook): Build your Local Plan Activity # Activities/Tasks Responsible Parties Timeline Deliverable(s)/Output(s)

5.1 Development of a draft plan template and format with table of contents
Age-Friendly Chair, MADI staff April 2024 Plan template and design format

5.2 Completion of non domain elements of Action Plan
-Community description, prior age-friendly work governance structure and mayor’s letter draft etc.

Age and Disability Friendly
workgroup
April-May 2024 Key non Domain elements of the
plan contents

5.3 Review of Planning work and guidance on strategies, initiatives and possible partners to bring into implementation Advisory committee May 2024 Specific direction on the plan feasibility and implementation
process and partners

5.4 Create a new Age- and Disability-Friendly San Anselmo Committee from volunteers from planning process, town staff and community stakeholders
Age-Friendly Chair
Community Services Director
May 2024 Permanent town committee
reporting to Parks and Recreation
Committee

5.5 Compilation of all domain planning into the draft plan template including 3 year timeline document
MADI Staff May 2024 Full Draft of Action Plan

5.6 Present Draft plan to Advisory Council for last review. Develop progress reporting schedule
MADI, Age & Disability-Friendly
Chair
April 2024 Final Age- and Disability-Friendly
Action PLan for San Anselmo
Progress reporting schedule

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Objective #6: Early Implementation: Approve, Publicly Release, and Promote the Local Plan
Activity # Activities/Tasks Responsible Parties Timeline Deliverable(s)/Output(s)

6.1 Present Final plan to Town Council Community Services Director Age & Disability-Friendly Chair
April-May 2024 Acceptance of Action Plan

6.2 Share Plan with Residents, other Age Friendly communities and Marin County Aging and Adult Services
Age & Disability-Friendly Committee May 2024 Understanding and Engagement in future actions and increased
knowledge building a culture of
broader inclusion-beyond
age-friendly

6.3 As per communications plan, share project story and plan with local media
Age &Disability-Friendly Chair May 2024 An article in County paper that informs residents in other towns of
what is possible in their
community

6.4 As per communications plan develop an Age Friendly webpage in the town website
Director of Community Services
Age &Disability-Friendly Chair
May 2024 A common site for reporting
progress, new programs and events
and sharing stories of success

6.5 Multi-generational Celebration of Plan -inclusion of other municipal Age-Friendly committees also considering becoming disability-friendly
Multiple stakeholders from the
planning process and the town staff
June 2024 A joyful day to celebrate
participation in planning that has
build stronger community
connections while beginning to
drive change for the benefit of all.

Objective #7: Grant Reporting and Monitoring Process
Activity # Activities/Tasks Responsible Parties Timeline Deliverable(s)/Output(s)

7.1 Submit Progress Reports and Final Report. Age & Disability-Friendly Chair, MADI and Director of Community Svcs.

January 31, 2024,
July 31, 2024
2 Progress reports
Final Report

Item 3.3 - Attachment 2
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Final Report March 31, 2025

7.2 Submit Invoices for Reimbursement. MADI Invoices submitted on the following dates: i. October
31, 2023 ii. January 31, 2024
iii. April 31, 2024 iv. July 31,
2024 v. October 31, 2024 vi.

January 31, 2025 vii. March
31, 2025 – Final Invoice
Submitted invoices that reflect the
amount of expenses incurred and
include documentation to support
the Invoice.

7.3 Submit Success Story. MADI, Town Staff
Age & Disability Friendly Committee
March 31, 2025 Submitted Success Story

7.4 Participate in a Local Implementation Survey. MADI, Age & Disability-Friendly Chair & Director of Community Svcs
Annually, Per due date
provided by CDA

7.5 Participate in a Grant Program Evaluation. End of Project 12-18 months after project
ends
Completed evaluation submitted to
the CDA

7.6 Meet with CDA Staff. MADI
Age & Disability-Friendly Chair
As needed for technical
assistance, or as requested
by the CDA
Meeting Notes

MADI, Age & Disability-Friendly
Chair & Director of Community Svcs
Item 3.3 - Attachment 2
Item 3.3 - Attachment 2
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Age and Disability
Friendly
San Anselmo
Item 3.3 - Attachment 3
431
Process of
Movement to
Age and Disability Friendly
San Anselmo
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432
History of Age-Friendly San Anselmo
2019
Commitment
7 Volunteers began the
age-friendly process by
committing to AARP
and initiated a survey of
needs of older adults
2019-
202002
Assessment
Summary presented to
Parks and Rec and the
Town Council
Community Age
Friendly Open forum
March 19, 2020
cancelled due to Covid.
2020
Volunteer Services
-Essential Services
-Check in and Chat
-Petal Pushers
-Mask Tree Program
2023
Partnership
Age Friendly San Anselmo
partnered with Marin
Aging and Disability
Institute, who received
grant funding from the
CDA to promote an Age
and Disability Friendly
Town and to create a
template for other towns.

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Aligning with the State’s Master Plan for Aging
and leading the way forward in Marin
● Committing to diversity,equity,inclusion and accessibility ● Improving community livability for all ages
● Addressing the current,emerging and future needs of San Anselmo’s older adults,people with disabilities, and caregivers
● Elevating the strengths and voices of community partners to plan for all ages and abilities
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MADI’s Role
● Fis cal agent
● Grant funding manager
● Project Partner
● Grant Reporting
● CEOmanagement (25% of time slotted),Director of Operations and Adminis tration (35% of time slotted)
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436
Timeline:July 2023-March 2025
J uly October
Community
Call to
Action
Education and
Building
Community
Awareness
November
Assessment
Assessment
Report to
Community
March
March-April
Writing of Plan
Present
plan to
Council
April-May
Town
Celebration
Submit Plan
to AARP
J une
2024
J une’24-March’25 Share project with rest of County to
launch more community planning
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Building Community Awareness and Planning
Call to Action to the
community to form
working groups
Age Friendly
Nonagenarian Event
Build community
understanding
regarding the
intersection of aging
and disability
through training for
staff and community
Training Advisory Community
Develop an advisory
committee of local
leaders to inform the
process
Engage stakeholders
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Community Assessment and Local Plan Building
Celebrate &
Implement
Multig enerational
Celebration marking
the plan’s completion
and launching
implementation in
J une, 2024
Evaluation
Review of current
tools, revise, improve
accessibility
Asses the
community,
outreach, open
forums,
Plan Development
Advisory reviews
results, develops
themes, and
develops goals with
the input of the
community.Working
Groups develop
actions.

Item 3.3 - Attachment 3
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Opportunities for Involvement
● Attend Intersection of Aging and Disability Training
Opportunities
● San Anselmo Advisory Committee
● Age and Disability Friendly Committee
Item 3.3 - Attachment 3
440
Resources
https://marinaginganddisabilityinstitute.org/
https:/ /mpa.aging.ca.gov/
https:/ /aging.ca.gov/
Item 3.3 - Attachment 3
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Item #: 3.4

STAFF REPORT
TOWN OF SAN ANSELMO Item #: 3.4
MEETING DATE: June 27, 2023
AGENDA TITLE: Receive Results of DEI Policies and Procedures Audit FROM: Linda M. Kenton, Assistant Town Manager and
Dannielle Mauk, Community Services Director

RECOMMENDATION
Receive Results of DEI Policies and Procedures Audit

BACKGROUND
The Town Council issued a statement on Tuesday, June 9, 2020, in support of the movement known as “Black Lives Matter.” Town Council officially joined in the national protest of the killing of George Floyd and urged all citizens of San Anselmo to continue to work to be honest about and rectify our country’s history of racial injustice. In recognition of this pledge, the Town Council formed a Racial Equity Ad Hoc committee to examine issues of racial equity, social justice, systemic racial bias, and diversity in the Town at its November 10, 2020, meeting (Resolution 4363, Attachment 1).

The Town Council established the goals and objectives of the committee as follows:

1. Charge: The charge of the Racial Equity Ad Hoc Committee is to examine issues of racial equity, social justice, systemic racial bias, and diversity in Town and to make recommendations to the Town Council on how to best advance equity in all Town departments and operationalize equitable polices, programs and procedures within Town government.

2. Purpose: The purpose of the committee is to ensure that Town policies, programs, procedures and laws are not racist, are free of implicit biases, and that laws are fair and equitably enforced. The committee will also explore additional opportunities to build awareness, solutions and leadership for racial equity, social justice, systemic racial bias, and diversity for Town staff and the wider community.

3. Goals and Objectives: With the goal of building an inclusive, vibrant and equitable community the committee will:
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Item #: 3.4
a. Conduct an audit of the Town’s policies, programs, procedures and laws to be sure that they are fair, equitable and free of biases of any kind.
b. Explore options and implement anti-bias, racial equity and other appropriate training for staff.
c. Explore additional opportunities to improve Town government policies, practices, and programs to address racial equity, social justice, systemic racial bias, and diversity issues.

Town Council, in recognition of the progress of the Racial Equity Ad Hoc committee and the need for continued work on these important issues, established the Racial Equity committee as a standing committee of the Town at its June 28, 2022, meeting (Attachment 2).

DISCUSSION/ANALYSIS
Town Council charged the Racial Equity Ad Hoc committee with overseeing an audit of Town policies and procedures. The audit timeline advanced as follows:
 Fall 2021: Request for Proposals (RFP) released.
 January 2022: 10 responses received.
 February 2022: Re-release of RFP with modifications.
 March 2022: Revised RFPs received.
 April 2022: Presentations by two firms to Racial Equity Ad Hoc committee
 May 2022: Racial Equity Ad Hoc Committee made vendor
recommendation.
 June 2022: Financial request/confirmation to Town Council to conduct DEI audit of Town Policies and Procedures
 Fall 2022: Audit conducted in Fall 2022
 Winter 2023: DEI Audit results presented to Racial Equity Committee  March 2023: DEI Audit results presented to Town Department Heads  June 2023: DEI Audit results presented to Town Council  Fall 2023: DEI Audit results to be presented to Town Staff The RFP was released to ten firms doing DEI work. Two responded but with bids exceeding the Town’s budget. The scope was modified to remove Housing Element components because the Town was about to embark upon the process of updating the housing element and some DEI data was available through Marin County. Two lowerpriced revised bids were received: one from the Justice Collective and the other from ReadySet. The Racial Equity Ad Hoc Committee interviewed the firms and were pleased with both presentations. The Committee recommended ReadySet to conduct the audit due to the lower cost as other competencies appeared to be equally matched between the two vendors (Firms submissions list, Attachment 4). 443
Item #: 3.4
Project Overview
The Town of San Anselmo sought to create and implement both internal and external policies for a comprehensive commitment to diversity, equity, and inclusion in organizational practices. The Town sought consultant services to develop and implement these policies and practices. In the Request for Proposals (RFP, Attachment 3), the Town of San Anselmo outlined the scope of services for a review of current practices and the anticipated incorporation of improvements to the Town’s policies, particularly in the Human Resources program.

Scope of Services and Desired Outcomes
The racial equity audit sought to include a review of existing Town policies and written documents regarding program and services information and evaluation, human resource policies and procedures, process for selecting contractors and consultants, Town of San Anselmo website, and other pertinent documents to develop a more comprehensive picture of the organizational climate in relation to its goal of racial equity. The process was designed according to these elements:
a. Assessment:

In conjunction with designated Town staff, the Town’s culture was assessed to determine employee and management competencies in the areas of DEI.

Opportunities and challenges using this assessment were evaluated and used as the basis to develop program and training recommendations. b. Data Analysis:

Provided aid in reviewing and interpreting available demographic data for Town of San Anselmo in relation to workforce and communities served. Reviewed data on services provided by the Town to understand whether the Town appropriately served and regulated citizens, businesses and visitors. Recommended additional data analysis that could be developed to inform Town practices moving forward. c. Policy and Document Review:

Reviewed existing Town-wide and Department-specific documents and policies and procedures with a DEI lens and made recommendations for updates or creation of new ones. Documents reviewed included individual Department policies and procedures, focused on Human Resources.

DEI Audit Findings
The audit illuminated several positive findings which included that employees were grateful for the perception of gender inclusion, employees felt as though they were able to access leaders within the organization, leadership cared about the Town of San Anselmo and employees loved working for the Town and with their coworkers. 444
Item #: 3.4
The audit concluded that as a small, local government organization, Town of San Anselmo worked hard to prioritize inclusive culture-building and develop a DEI strategy while also navigating the challenges of a distributed, customer oriented driven work environment. Without standardized, DEI-centered communications and people processes, employees at Town of San Anselmo would continue to experience the organization inconsistently— particularly with regards to decision making and work life balance, which posed a risk to attrition to an already lean organization.

There were four areas of challenge and growth. The findings included that DEI work at the Town lacked a central Mission and strategy, along with an owner to guide the work, leaving employees to question whether DEI was truly an organizational priority. Another finding concluded that while leadership communicated regularly within their group, there was a lack of organization-wide communication strategy for disseminating decisions, leaving employees seeking information themselves or unclear about organizational changes and updates. A third finding observed two things: one that the Town lacked standardized people processes from onboarding through performance review, and secondly, that limited standardized people processes were leaving employees feeling disempowered and considering moving jurisdictions for more opportunity and pay.

Finally, employees expressed a need for more work life balance, remote working flexibility (given their commutes), and more organization-wide engagement events in order to feel supported within their roles in and outside of the workplace.

The audit offered strategies to address the challenges framed around an internal support structure and employee engagement. Furthermore, a plan for moving DEI forward in the organization included early actions, mid-term projects and long-term initiatives.

CONCLUSION
The original charge of the Racial Equity Ad Hoc Committee has been completed by the successful execution of the DEI Audit. The results centered on employee interviews and feedback. The Town’s Human Resources department will be at the core of incorporating DEI solutions. Next steps should include the implementation of training and other initiatives to improve upon communication and opportunities for Town employees. Recommendations suggested to strengthen interdepartmental communications, to standardize people processes across the talent lifecycle, and to invest in candidate pipeline diversification.

FISCAL IMPACT
Potential costs for future DEI staff trainings and implementation.

GENERAL PLAN CONSISTENCY
Not applicable
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Item #: 3.4

CEQA AND CLIMATE ACTION PLAN CONSISTENCY
The report content is exempt from the California Environmental Quality Act (CEQA), under the “common sense” exemption, because it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. (Cal. Code Regs. tit. 14, § 15061).

ATTACHMENTS
Staff Report
Attachment 1- Racial Equity Ad Hoc Committee Resolution Attachment 2- Racial Equity Committee Resolution
Attachment 3- Firm Submission List
Attachment 4- TownofSanAnselmo RFP DEI Policy Audit
Attachment 5- DEI Audit PPT Presentation
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Item 3.4- Attachment 1
Item 3.4- Attachment 1
RESOLUTION NO.

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO

FORMING THE RACIAL EQUITY AD HOC COMMITTEE
WHEREAS, on Tuesday, June 9, 2020, the Town Council issued a statement in support the movement currently known as “Black Lives Matter” and officially joining in the national protest of the killing of George Floyd, and urging all citizens of San Anselmo to continue to work to be honest about and rectify our country’s history of racial injustice, and WHEREAS, in recognition of this pledge, the Town Council desires to form an ad hoc committee to examine issues of racial equity, social justice, systemic racial bias, and diversity in the Town; and
NOW, THEREFORE, BE IT HEREBY RESOLVED, that the Town Council establishes the goals and objectives of the committee as follows:

1. Name: Racial Equity Ad Hoc Committee

2. Charge: The charge of the Racial Equity Ad Hoc Committee is to examine issues of racial equity, social justice, systemic racial bias, and diversity in Town and to make recommendations to the Town Council on how to best advance equity in all Town departments and operationalize equitable polices, programs and procedures within Town government.

3. Purpose: The purpose of the committee is to ensure that Town policies, programs, procedures and laws are not racist, are free of implicit biases, and that laws are fair and equitably enforced. The committee will also explore additional opportunities to build awareness, solutions and leadership for racial equity, social justice, systemic racial bias, and diversity for Town staff and the wider community.

4. Goals and Objectives: With the goal of building an inclusive, vibrant and equitable community the committee will:
a. Conduct an audit of the Town’s policies, programs, procedures and laws to be sure that they are fair, equitable and free of biases of any kind. b. Explore options and implement anti-bias, racial equity and other appropriate training for staff.
c. Explore additional opportunities to improve Town government policies, practices and programs to address racial equity, social justice, systemic racial bias, and diversity issues.
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Item 3.4- Attachment 1

5. Organization:

Up to seven (7) volunteer community members, appointment process outlined below.

Membership qualifications include residing or working in, or owning a business or property in San Anselmo. The committee will include two (2) Councilmembers, with two (2) designated Town staff liaisons (Assistant Town Manager and Planning Director) in a support/advisory capacity only.

6. Committee Appointments: Seats on the committee will be chosen as follows:
a. The community seats on the committee will be advertised in the local media, on the Town website and in the Town newsletter and to local employers. b. All candidates will be initially interviewed by the Ad Hoc Committee’s Town Council liaisons.
c. The Council liaisons will establish a list of up to ten (10) candidates to be interviewed and appointed to the committee by the Town Council.

7. Term: The committee members will serve for an initial one-year term following the seating of the full committee. Upon completion of the initial term, the committee will submit a report summarizing outcomes of the committee’s efforts, along with a recommendation regarding the continuation the committee’s work, to the Town Council.

8. Brown Act: All meetings of the Commission shall be held in compliance with the Brown Act.

I hereby certify that the foregoing Resolution was duly passed and adopted at a regular meeting of the San Anselmo Town Council on the 10th day of November, 2020 by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Ford Greene, Mayor
ATTEST:
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Item 3.4- Attachment 1
Item 3.4- Attachment 1
____________________________
Carla Kacmar, Town Clerk
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Item 3.4- Attachment 2
Item 3.4- Attachment 2
RESOLUTION NO.

A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF SAN ANSELMO

ESTABLISHING THE RACIAL EQUITY COMMITTEE
WHEREAS, on Tuesday, June 9, 2020, the Town Council issued a statement in support the movement currently known as “Black Lives Matter” and officially joining in the national protest of the killing of George Floyd, and urging all residents of San Anselmo to continue to work to be honest about and rectify our country’s history of racial injustice; and WHEREAS, the Town of San Anselmo proclaims that it is committed to diversity, equity, and an atmosphere of inclusiveness and it respects the dignity of every person without regard to race, sex, religion, ancestry, national origin, immigration status, marital status, age, disability, sexual orientation, gender identity, or political affiliation. The Town denounces all hate and discrimination in any form; and
WHEREAS, in recognition of this pledge, the Town Council formed a temporary ad hoc committee on November 10, 2020, to examine issues of racial equity, social justice, systemic racial bias, and diversity in the Town; and
WHEREAS, the Town Council directed the ad hoc committee to submit a report summarizing outcomes of the committee’s efforts, along with a recommendation regarding continuing the committee’s work, to the Town Council; and WHEREAS, the ad hoc committee presented its report to the Town Council at its meeting of June 28, 2022.

NOW, THEREFORE, BE IT HEREBY RESOLVED that the Town Council, in recognition of the progress of the Racial Equity ad hoc committee and the need for continued work on these important issues, establishes the Racial Equity committee as a standing committee of the Town as follows:

1. Name: Racial Equity Committee

2. Mission Statement:

To identify, expose, and recommend ways to overturn far-reaching and longstanding systemic and structural racist policies, behaviors and decision making in the Town of San Anselmo and our community. We will achieve social justice, racial equity, and inclusion by partnering with our community as well as other organizations to actively eliminate inequities, welcome many perspectives, and create a safe and inclusive town that works for everyone. We will educate and 450
Item 3.4- Attachment 2
Item 3.4- Attachment 2
activate individuals and organizations to invest in interrupting racism, bias, bigotry, and prejudice as a shared responsibility to increase the success for all groups.

3. Charge: The charge of the Racial Equity committee is to examine issues of racial equity, social justice, systemic racial bias, and diversity in the Town and to make recommendations to the Town Council related to addressing the identified issues.

4. Purpose: The purpose of the committee is to identify and address implicit biases in the Town’s rules, policies, ordinances and employment practices. The committee will also explore additional opportunities to examine and/or address issues of racial equity, social justice, systemic racial bias, and diversity in the Town and develop strategies and tactics to ensure that the Town’s rules, policies and laws are fair, equitably enforced and free of biases of any kind.

5. Organization:
a. Up to seven (7) volunteer community members, plus youth member(s), may be appointed through the process outlined below. Membership qualifications include residing or working in, attending school in, or owning a business or property in San Anselmo. The committee will include two (2) Councilmembers, with up to two (2) designated Town staff liaisons in a support/advisory capacity only.
b. The Committee will meet on a regular basis, as is determined by the Chairperson, who will be elected by the Committee members. c. Members are expected to attend all meetings, unless prevented from doing so by a substantial reason. In the case of an absence, members shall endeavor to notify the Chairperson at least twenty-four (24) hours in advance of a meeting. Automatic removal will occur if more than three consecutive regular meetings are missed, or more than four regular meetings in six months are missed, without prior notice and substantial reason. d. Members should show respect for each other and engage in the following:
• Demonstrate a commitment to racial and social justice, with passion and energy to motivate others;
• Possess knowledge of equity and race issues, with analytical skills for systems thinking;
• Collaborate in working across differences and organizing for collective results;
• Provide leadership experiences and the ability to be a visible and vocal champion for equity;
• Utilize communication skills to be a liaison and ambassador with a variety of audiences;
• Creatively think outside the box to craft forward-thinking, innovative strategies;
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• Develop facilitation and training skills to engage in conversations about race;
• Demonstrate humility and curiosity to continually learn and engage in selfreflection; • Build relationships, internally and externally, that can be leveraged to expand engagement;
• Engage in deep, challenging, and long-term work.
e. All Candidates will be interviewed and appointed by the Town Council.

6. Terms: Members will serve three (3) year terms, provided that the first members appointed shall serve a differing number of term lengths to accomplish a staggering of the appointment schedule so that no more than one-half of the seats shall expire in any one year.

7. Brown Act: All meetings of the Committee shall be conducted in accordance with the requirements of the Ralph M. Brown Act.

I hereby certify that the foregoing Resolution was duly passed and adopted at a regular meeting of the San Anselmo Town Council on the 28th of June, 2022, by the following vote, to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:
______________________________
Alexis Fineman, Mayor
ATTEST:
____________________________
Carla Kacmar, Town Clerk
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Item 3.4- Attachment 3
Item 3.4- Attachment 3
DEI Audit of Town Policies and Procedures
RFP released to the following firms:

DEI Services
Consultants
Website Submitted
Proposal?
Cost
1 CEIPDX—Center for
Equity and Inclusion
https://ceipdx.com/ no
2 Common Health
Action
https://commonhealthaction.org/ no
3 Conducere
Consultants
https://www.conducereconsultants.com/ no
4 DTUI https://dtui.com/ no
5 Empress Rules Equity
Consulting
https://www.empressrules.net/ no
6 The Justice Collective https://www.thejusticecollective.org/ yes $307,650 7 Kenley Group https://kenleygroup.com/ no
8 PGN Consulting https://www.pgnconsulting.org no
9 Racing to Equity https://www.racingtoequity.org/ no
10 ReadySet https://www.thereadyset.co/ yes $240,624
DEI Audit of Town Policies and Procedures
Revised Proposals:

DEI Services
Consultants
Website Submitted
Proposal?
Cost
1 The Justice Collective https://www.thejusticecollective.org/ yes $129,000 2 ReadySet https://www.thereadyset.co/ yes $69,000
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Item 3.4- Attachment 3
Item 3.4- Attachment 3
Timeline for DEI Audit of Town Policies and Procedures
S://Racial Equity Committee/RFP/Firm Submissions list
Fall 2021
RFP Released
January 2022
Proposals
Received
February 2022
Request for
updated Proposals
March 2022
Updated Proposals
Received
April 2022
Presentations by
two firms to Racial
Equity ad hoc
committee
May 2022
Racial Equity ad
hoc Committee
makes
recommendation
for firm
June 2022
Request to Town
Council for budget
to conduct DEI
audit of Town
Policies and
Procedures
454
Item 3.4- Attachment 4
Item 3.4- Attachment 4
Request for Proposals
Racial Equity Audit and Training
Eligibility: This request is open to parties engaged in the lawful practice of their profession that satisfy the minimum qualifications set forth in this Request for Proposal (RFP). Minority-owned, WomenOwned, and Emerging Small Businesses are encouraged to apply for this opportunity.

Introduction
The Town of San Anselmo, nestled at the base of Mt. Tam in Marin County, California, is 2.7 square miles and home to about 13,000 residents. It is approximately 12 miles north of the Golden Gate Bridge and is surrounded by beautiful open space areas with hiking and mountain biking trails. San Anselmo is close to the East Bay, San Francisco, the pastoral West Marin countryside and coastal communities, and nearby wine country. The median age of the Town’s residents is 47.7 years with a median household income of $128,212. 73% of residents have a bachelors and/or graduate degree. The median property value is $1.07 million with a 67.6% rate of home ownership. 90% of the Town’s population is white,

3.34% is Asian, other races is 3.16%, two or more races is 2.73% and Black/African American is 0.77%.

The Town of San Anselmo is a general law city with a Town Manager form of government. The Town Council consists of five (5) members elected at large and 125 committee and commission members, appointed by the Town Council. In addition, the Town has an elected Town Treasurer and Town Clerk.

San Anselmo was incorporated as a municipal corporation on April 9, 1907.

The Town has made a commitment to ensure that Town policies, programs, procedures, and laws are not racist, are free of implicit biases, and that laws are fair and equitably enforced. With the goal of building an inclusive, vibrant, and equitable community, the Town is seeking a consultant to conduct an audit of the Town’s policies, programs, procedures and laws to assess whether they are fair, equitable and free of biases of any kind. In addition, the Town seeks a consultant to implement anti-bias, racial equity and other appropriate training for staff. The following scope of services describes the work to be completed by the consultant.

Organizational Overview
The Town of San Anselmo employs 35.60 permanent full-time staff and 28 part time staff. There are six Department Heads, including the Town Manager, four mid-managers and one confidential employee. 455
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Item 3.4- Attachment 4
These employees work in the following Town departments: Administration, Building, Public Works, Finance, Human Resources, Parks and Recreation, Library, and Planning. The organization does not include police, fire, sewer, water, or transportation.

Project Overview
The Town of San Anselmo is seeking to create and implement both internal and external policies for a comprehensive commitment to diversity, equity, and inclusion (DEI) in our organizational practices. We are seeking consultant services to develop and implement these policies and practices. The Town seeks a consultant(s) to complete a DEI audit and training as part of the overall DEI program. The Town will look to the consultant for specific recommendations on the best way to determine development and implementation, including providing the initial training, leading to the completion of this DEI program. In this RFP, the Town has outlined the scope of services we anticipate will lead us to the creation of a viable comprehensive DEI program; however, we are open to proposals for alternative/additional scope of services, provided a detailed explanation is given for deviations from this RFP as written. The Town is looking forward to the professional guidance and recommendations from the organization selected to help with this process.

Scope of Services and Desired Outcomes

1. DEI Audit
The racial equity audit would include a review of existing policies and written documents regarding program and services information and evaluation, human resource policies and procedures, process for selecting contractors and consultants, Town of San Anselmo website, and other pertinent documents in order to develop a more comprehensive picture of the organizational climate in relation to its goal of racial equity.
a. Assessment:

In conjunction with designated Town staff, assess the Town’s culture to determine employee and management competencies in the areas of DEI. Evaluate opportunities and challenges using this assessment and use it as the basis to develop program and training recommendations. b. Data Analysis:

Provide aid in reviewing and interpreting available demographic data for Town of San Anselmo in relation to our workforce and communities we serve. Review data on services provided by the Town to understand whether the Town appropriately serves and regulates our citizens, businesses and visitors. Recommend additional data that could be developed to inform Town practices moving forward.
c. Policy and Document Review:

Review existing Town-wide and Department-specific documents and policies and procedures with a DEI lens and make recommendations for updates or creation of new ones. Review community and elected official involvement in and participation in Town activities and make recommendations to 456
Item 3.4- Attachment 4
Item 3.4- Attachment 4
ensure Town activities align with community goals. Review Town housing and employment data and Town land use policies to recommend policy options to create a diverse, vibrant community.

Document review must include the entire Municipal Code, individual Department policies, recreation mailers, General Plan and other planning documents, program fliers/promotional materials, and all Town newsletters.

Town housing review must include information to inform 2023-2031 General Plan Housing Element:
 Identification and Analysis of Patterns and Trends: Identify the conditions using either narration, data tables, maps or a combination of all three. The identification of conditions should spatially describe concentrations of all the assessment of fair housing components (e.g., fair housing enforcement and outreach, integration and segregation, racially or ethnically concentrated areas of poverty, disparities in access to opportunity, and disproportionate housing needs including displacement risk). The analysis must address patterns at a regional and local level and trends in patterns over time. At minimum, the analysis should compare patterns from the most recent 5-Year American Community Survey and the prior 10-year census and could address trends over longer periods of time. The analysis should also examine differences in housing tenure (ownership vs. rental) among members of protected classes.  Local Data and Knowledge: In addition to using federal or state level data sources, use local data and knowledge to analyze local fair housing issues, including information obtained through community participation or consultation, such as narrative descriptions of people’s lived experiences.
 Other Relevant Factors: A discussion of other relevant factors to evaluate patterns and trends, policies and practices, and other factors that lead to fair housing conditions, such as barriers in zoning and land use rules, information about past redlining/greenlining, patterns of institutionalization, restrictive covenants and other discriminatory practices, mobility option patterns, and outreach and community engagement. Demographic trends can include population growth, age, housing tenure by protected characteristics, race, educational attainment, rates of homelessness, construction, and rent and sales prices. Policies and practices should include governmental barriers or lack of action, preservation of housing and development of new affordable housing, and addressing the needs of renters and unhoused or unstably housed people. Other useful information could be the location and type of publicly assisted housing, such as housing financed with federal, state, and local financing and trends related to housing choice vouchers.
 Conclusions and Summary of Issues: A complete assessment identifying and summarizing key issues to better identify and prioritize contributing factors to fair housing issues. The analysis will point to the clearest fair housing issue trends and patterns both within the jurisdiction and in comparison to the region and will highlight the primary practices and other factors that have led to current conditions.
 Identification of policies and schedule of actions and prioritization of contributing factors to fair housing issues based on all the analysis, giving highest priority to factors that limit or deny fair housing choice or access to opportunity or negatively impact fair housing or civil rights. The consultant should provide the Town with a clear action program to not only address, but overcome and undo, the identified fair housing issues.
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Item 3.4- Attachment 4
d. Summary Report
Once material is collected and analyzed, the consultants will prepare a detailed summary report, including but not limited to an analysis outlining key themes, recommendations for incorporating action steps into administrative and programmatic areas, and a recommendation for racial equity programs of similar organizations.
 This work may be completed before or during the DEI program development, as recommended by the consultant. Audit elements are expected to include, at a minimum:
o Assessments of written and unwritten programs, policies, structures, practices, and culture resulting in qualitative and quantitative data regarding the current work and workplace of Town of San Anselmo, as well as stakeholder perspectives and expectations for future organizational culture change in relation to racial equity programming and practice.
o A comprehensive written report of the audit detailing its process, key themes, analysis of the gaps and disconnects between the current and future/desired state of the organization, and opportunities to build upon. The report should include recommendations for embedding new inclusive policies and practices into the organization’s culture and into all function areas (as noted earlier) of Town of San Anselmo, including achievable short-term action steps and sustainable, long-term goals. o A field scan of complementary efforts done by other cities and municipalities.

2. DEI Training
We expect the comprehensive Town DEI program to include components of in-person and online training for all staff and elected officials. The Town also seeks recommendations for training opportunities for appointed Committees and Commissions. We expect that in-person staff and elected official training would be approximately four hours in length with an online component of approximately 1.5 hours but are open to recommendations. Recommendations should address how to build stakeholder and community engagement processes into our work and ensure that each of our steps and actions include an element of capacity building.

Other training components to include:
- Conduct outreach to and communication with key community partners on issues related to diversity, equity and inclusion (DEI). Communicate findings both positive and negative, and need for adjustments to approach and operations, to citizens through Committees, Commissions, and other civic and neighborhood partners.
- Recommend any external citizen/community-oriented DEI activities needed to complement and enhance Town of San Anselmo work.
- The Consultant would provide the first training sessions for Town staff with a goal of training staff to conduct future DEI trainings.

3. Comprehensive DEI Program
a. Basic Elements
We expect the proposed DEI program to address, at a minimum, the following elements:
458
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Item 3.4- Attachment 4
- DEI lenses addressing socioeconomic status, implicit bias, gender, LGBTQIA, race, language, ethnicity, and religion;
- Town-wide housing, transportation and economic issues/policies influencing community diversity;
- Community recreation and other program development and delivery; - Contractor and consultant selection;
- Identification of internal systems to support integration and continued growth of DEI culture within Town post-training.
- Development and implementation of strategies to increase workforce and committee diversity (e.g., recruitment and interviewing processes, retention strategies, professional development, etc.).
- Development of internal programs and external communication strategies to inform diverse populations of the Town ’s activities and invite them to participate. b. Integration
Recommendations on ways to integrate and expand the DEI program into one that is outwardfacing and addressing the DEI needs of our residents, community partners and the diverse populations we serve. Aim to build stakeholder and community engagement processes into the work and ensure that each of our steps and actions include an element of capacity building.  Conduct outreach to and communication with key community partners on issues related to DEI. Communicate findings both positive and negative, and need for adjustments to approach and operations, to citizens thru Boards/Commissions and other civic and neighborhood partners.
 Recommend Town-wide DEI activities needed to coordinate with internal Town of San Anselmo efforts
 Consider the formation of a Diversity Advisory Council, which would be appointed by Town Council, and consist of community members, and Town staff. The DAC would work to meet the diversity and human rights goals established by Town Council and the needs of the Town, both as a municipality and as a community.
c. Evaluation
Recommend implementation methods to evaluate program success, including post-training cultural survey and final report on project. Recommendations on steps needed to ensure the program is a part of Town culture for the long term.

RFP Schedule
Proposal Review & Selection Schedule Date
Issue Request for Proposals October 1, 2021
Deadline to submit questions October 15, 2021
459
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Item 3.4- Attachment 4
Answers to all questions posted to Town website October 22, 2021 Deadline for Proposal Submission November 5, 2021
Interviews with selected respondents November 15-19, 2021 Consultant selection approved by Town Council November 23, 2021 Completion date: The Town desires this work to be done as quickly as possible and hopes to have the audit and the training underway by January 2022. The Town welcomes alternative timelines for completion of work elements proposed by applicants. This project is a priority for the Town and under the direction of the Town Manager, Town Departments will make every effort to support the consultant’s work by providing expedited access to relevant staff, resources, and information.

Proposal Instructions
The proposal should include the following and should include a concise description (no longer than 10 pages) of the following elements:
 A work plan describing methodologies, approaches, and roles and responsibilities for how the work will be accomplished
 Detailed description of deliverables and outcomes
 Travel and related expenses
 Timeline
 Estimated costs and cost methodology
 Experience providing consulting services, including audits or assessments related to racial equity/diversity/inclusion/cultural competency and experience working for government agencies  Experience and philosophy regarding your work as part of a multicultural/multiracial team  Professional training and short bios of the proposed project team members clearly outlining their roles in the proposed work
 A sample list of past and current clients
 Contact information for a minimum of 3 relevant references Additional pages may be provided for more details on the above, but an overview of the proposal must be clearly available in a concise form.

GENERAL TERMS AND CONDITIONS

1. Public Records. All submittals become the property of the Town, regardless of whether the Town enters into a contract with the consultant, and no submittals will be returned to a consultant. In accordance with California law relating to access to public records, the Town may be required to publicly disclose all submitted information and materials to third parties requesting such information. At the Town’s sole discretion, it may delay disclosure of submittals until negotiations with the selected 460
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Item 3.4- Attachment 4
consultant(s) has concluded, if such disclosure would compromise the Town’s negotiating position. If the submitting consultant claims that any submitted information constitutes a trade secret or is proprietary, the consultant shall identify the trade secret or proprietary information in the submittal. Hourly rates and pricing are not considered a trade secret or proprietary information. All reports and pertinent data and/or materials shall be the sole property of the Town and may not be used or reproduced in any form without the explicit written permission of the Authority.

2. No Contract. This RFQ / RFP and the selection process shall in no way be deemed to create a binding contract, agreement or offer of any kind between Town and a submitting consultant. If Town selects a consultant(s) pursuant to this RFP, any legal rights and obligations between the successful firm(s), if any, and Town will come into existence only when a written contract is fully executed by the parties, and the legal rights and obligations of each party shall at the time be only those rights and obligations which are set forth in the contract and any other documents specifically referred to in that contract.

3. Award. This RFP does not commit the Town to award a contract, to pay any costs incurred in the preparation of the proposal response to this RFP, or to produce or contract for services or supplies. The Town reserves the right to accept or reject any or all proposals received as a result of this RFP, to negotiate with any qualified source, or to cancel in part or in its entirety this RFP if it is in the best interest of the Town to do so. The Town may require the selected consultant to participate in negotiations and to submit such price and technical or other revisions to their proposals, as may result from negotiations.

4. Town Standard Professional Service Agreement. A sample of the standard Town professional services agreement can be found in Attachment A. By submitting a response to this RFP, the consultant represents that it is willing and able to execute the standard Town professional services agreement and that it can comply with the applicable insurance requirements. The professional services agreement will not be executed by the Town until after the consultant is selected and the appropriate insurance certificates are received and approved by the Town.

5. Federal, State and Local Laws. Any consultant executing a professional services agreement with Town will be required to comply with all applicable federal, state and local laws. All proposers are hereby notified that, during any prospective performance, consultant must agree to provide Equal Employment Opportunity and shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, age, marital status, national origin, sexual orientation or HIV positive findings.

Such actions shall include but are not limited to the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rate of pay or other forms of compensation, and selection for training, including apprenticeships.

6. Errors and Omissions. Consultants are responsible for reviewing all portions of this RFP. Consultants are to promptly notify Town, in writing, if the consultant discovers any ambiguity, discrepancy, omission or other error in this request. Any such notification should be directed to the Town contact person listed on the final page promptly after discovery, but in no event, later than five (5) working days prior to the date for receipt of submittals.

7. Additional Questions. Any questions regarding this RFP must be submitted by email only to the Town staff contact person listed on the final page by October 15, 2021 at 5pm. Town may share the question(s) and its response(s) with all known consultants who are considering a response to this RFP. 461
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Item 3.4- Attachment 4

8. Addendum. The Town may revise this RFP prior to the submission deadline. The Town will communicate modifications to this RFP by issuing an addendum. The Town may extend the submittal deadline at its sole discretion.

9. Additional Information. In Town’s sole discretion, it may contact any, all or no consultant to seek additional information about a submittal.

Selection Process
Town staff will perform technical evaluations, rank submittals, and make selection recommendations.

Town staff will evaluate proposals and may ask a short list of consultants to participate in an interview process. All Consultants submitting a proposal will be notified of the Town’s final selection decisions.

Consultants will be considered based on a 100-point scale:
 Consultant’s experience in the field of DEI analysis, training and implementation; (10)  Prior relevant projects or experience in organizations of similar or greater size; (20)  Previous civic or governmental work experience; (5)
 Knowledge and expertise of individuals that will work on the projects; (10)  Readiness, availability, and familiarity with the area; (20)  A proven track record of providing quality work on time; (15)  Meets all applicable licensing requirements including a valid business license; (5) and  Response of references. (15)
Submittal Contact Information Proposals shall be submitted electronically in .pdf format to Assistant Town Manager Linda Meneses Kenton: [email protected]. Any questions regarding this proposal should also be directed to Linda Meneses Kenton at the above email address. 462
Organizational Assessment
Findings & Recommendations
June 2023
4631
Our Intention Tonight

1. Create a common understanding of diversity, equity, inclusion (DEI) dynamics within the culture of Town of San Anselmo, so all voices are incorporated in the path forward.

2. Understand what’s going on day-to-day for employees at Town of San Anselmo.

3. Moving Forward: next steps
For Town of San Anselmo BACKGROUND
2 464
Get t ing On t he Sam e Page
For Town of San Anselmo BUILDING ALIGNMENT
● Diversity is about difference. Difference in gender, gender identity & expression, race, ethnicity, religion, sexual orientation, class, socioeconomic status, age, native language, disability status, citizenship and more.
● Equity acknowledges that the playing field has not always been level. It’s the guarantee of fair treatment, access, opportunity, and advancement for all, while also striving to identify and eliminate barriers that have prevented the full participation of some groups.
● Inclusion is about shared power. In practice, it’s meaningfully involving all people in an organization, and individual differences not being an impediment to involvement and contribution.
3 465
Grounding Reminders:

Everyone is st ruggling wit h DEI
For Town of San Anselmo BUILDING ALIGNMENT
● Leadership is a privilege — and a challenge.
● Resist the temptation to take what you read personally (but know that you’re part of making the change).
● Every uncomfortable moment is an opportunity to better understand yourself, your values, and your organization. ● With the DEI conversation, qualitative data is as important as quantitative data.
● Perception is as powerful as reality.
4 466
Findings &
Recommendat ions
5 467

REVIEW OF INTERNAL

PROCESS DOCUMENTS
Organizational documents,
including:

Employee Handbook, Implicit
Bias Presentation,
Memorandum of Understanding
between Union and Town, Oral
Board Interview Guidelines and
Performance Evaluation

EMPLOYEE INTERVIEWS
7 1:1 interviews
2 focus groups
Departments represented:

Administration, Finance &
Planning
Public Works
Recreation
Library
Assessment Methodology
4686
Bright Spot s
Employees are grateful for the perception of gender inclusion Employees feel as though they are able to access leaders within the organization
Leadership cares about the Town of San Anselmo
Employees love working for the Town and with their coworkers 4697
For Town of San Anselmo
Growth Areas
Places of Risk & Opportunity
8 470
As a small, local government organization, Town of San Anselmo is working hard to prioritize inclusive culture-building and develop a DEI strategy while also navigating the challenges of a distributed, customer oriented driven work environment.

Without standardized, DEI-centered communications and people processes, employees at Town of San Anselmo will continue to experience the organization inconsistently— particularly with regards to decision making and work life balance, which poses a risk to attrition to an already lean organization.

Execut ive Sum m ary:

W hat is Happening At Town of San Anselmo?
For Town of San Anselmo FRAMING & FINDINGS
?
9 471
The Focus of our Assessment
Findings Breakdown
For Town of San Anselmo FRAMING & FINDINGS
Limited org-wide communication, employees are unclear on organizational changes and information
Limited standardized people processes is leaving employees feeling disempowered in their career
DEI Strategy &
Approach Without a central DEI mission or vision, employees will continue to feel confused on DEI priority throughout the organization Employees stated their need for more work life balance, remote work flexibility, and more org-wide engagement events to feel supported within their roles
Leadership & Decision
Making
Operations & People
Processes
Culture & Engagement
10 472
For Town of San Anselmo
DEI Strategy &
Approach
11 473
Finding #1: DEI St rat egy & Approach
For Town of San Anselmo FRAMING & FINDINGS
DEI work at the Town lacks a central Mission and strategy, along with an owner to guide the work, leaving employees to questions whether DEI is truly an organizational priority.

Assessment Observations
● The Racial Equity Committee has been created but few employees were clear on what they are responsible for, causing confusion amongst employees on how they can get involved or what the committee does.
● Although employees are interested in DEI literacy and training, there is no clear owner of who will lead DEI efforts, leaving employees to feel unsure of where initiatives start and stop and how committed leadership is in this work.
12 474
Recommendation
Suggested
Approach
Develop DEI vision and strategy Clarify commitment to DEI Upskill DEI fluency across levels ● Provide DEI 101 and Ally Skills
trainings for all employees
● Create resources and tools
for employees (e.g., inclusive
communications handbook)
● Empower employees with the
skills to incorporate a DEI lens
into everyday work
The Next Chapter
Challenge Limited internal DEI strategy DEI rationale is unclear Limited foundational DEI tools and awareness
DEI Strategy & Approach
● Articulate why DEI matters
and how it integrates with the
business strategy
● Provide dedicated DEI
budget, resources, and staff
● Endorse and visibly champion
DEI initiatives
● Develop and align on DEI
mission, values, & goals
● Establish metrics and
accountability plan to share
progress
● Communicate and discuss
strategic plan with the entire
organization
47513
For Town of San Anselmo
Leadership & Decision
Making
14 476
Finding #2: Leadership & Decision Making
For Town of San Anselmo FRAMING & FINDINGS
While leadership communicates regularly within their group, there is a lack of org-wide communication strategies for disseminating decisions, leaving employees seeking information themselves or unclear about organizational changes and updates.

Assessment Observations
● Although leaders are keen on mentoring the employee base, providing space for autonomy, leaders are not being proactive about communicating feedback and performance when collaborating with different departments. ● Leadership have been making decisions such as canceling/reducing program budgets that affect employees day-to-day without clarity around the “why” for impacted employees, leaving individuals unclear about leadership decisionmaking i.e. ( car program, scholarship program, recreational programs). 15 477
Recommendation
Suggested
Approach
The Next Chapter
Challenge
Leadership & Decision Making
Clarify decision-making process and
communication norms
Limited transparency in decision-making
● Host weekly or bi-weekly meetings with all staff
after each council meeting to ensure updates
are distributed amongst staff
● Implement quarterly all staff meetings that
update employees on department updates and
future organization-wide planning
● Connect with team members to discuss
decisions that impact their workload for
feedback and adequate planning
Clear communication plan
No clear communication from leadership
● Create a communication plan when program are
canceled or changed via Teams/ Slack for virtual
communications/ messaging
● Normalize weekly project meetings, being sure
to invite all team members and stakeholders
● Create opportunities for 1:1 feedback with
managers on career advancement and
promotion discussions and cross functional
feedback on performance when team members
collaborate across departments
47816
For Town of San Anselmo
Operations &
Processes
17 479
Finding #3a: People Operat ions & Performance
For Town of San Anselmo FRAMING & FINDINGS
Standardized people processes from onboarding through performance review empowers employees to feel they own their careers with support from the organization.

Assessment Observations
● Employees stated that their onboarding process either didn’t exist, or their managers had to create an onboarding process for them specifically, creating a gap in the beginning of the employee lifecycle.
● Without a recruitment and sourcing strategy, the Town of San Anselmo is at risk of a homogenous organization, while employees feel there is a lack of representation.
● Without a standardized performance review process, employees are not sure when or if they are eligible for advancements in their careers. 18 480
Finding #3b: Career Advancement & Compensat ion
For Town of San Anselmo FRAMING & FINDINGS
Limited standardized people processes is leaving employees feeling disempowered and considering moving jurisdictions for more opportunity and pay.

Assessment Observations
● Although employees feel their managers prioritize professional mentorship, they do not believe they receive enough professional development opportunities or discussions on career advancement.
● Without opportunities for advancement, employees are concerned about insufficient pay increases and pay ceilings with minimal cost of living adjustment. ● Employees are concerned about the lack of full benefits coverage and unequal pay within the organization, leaving employees to feel concerned about their income prospect at the individual contributor level.
19 481
Recommendation
Suggested
Approach
Provide employees a space to
collaborate on pay and benefits
Develop a Standardized
Performance Review Process
Design strategies that levels the
playing field for all candidates
● Provide DEI specific
recruitment and sourcing
platforms to ensure a more
diverse organization
● Standardize job
descriptions, interview
questions, and scorecards to
ensure all employees have
an equitable experience
The Next Chapter
Challenge Limited pay equity and benefits Limited Formalized HR Processes
Limited inclusive hiring strategy
Operations & Processes
● Conduct performance
reviews during the first 30 ,
60 , 90 days of new
employment
● Reinforce timely
performance reviews by
moving them from
employee anniversary date
to annual or twice a year
● Identify areas where career
leveling doesn’t exist /
reclassification opportunities
● Conduct a pay equity
analysis within the
organization to and within
the County for all roles
48220
For Town of San Anselmo
Culture &
Engagement
21 483
Finding #4: Cult ure & Engagement
For Town of San Anselmo FRAMING & FINDINGS
Employees expressed a need for more work life balance, remote working flexibility (given their commutes), and more org-wide engagement events in order to feel supported within their roles in and outside of the workplace.

Assessment Observations
● While employees enjoy working for the town, employees expressed the need for a more equitable balance between work demands and committee participation. ● Employees are viewing work life balance opportunities different across the organization, where those who have access are satisfied with the balance while those who don’t feel their time isn’t compensated with the workload and long hours.
● Employees expressed the desire for more opportunities to connect with other colleagues via company-wide events or community building / engagement. 22 484
Employees were 37% more likely to report that someone at work encourages their development due to having friends at work.

It’s hard to underestimate the impact coworkers have on the experience of working for a company. Moreover, those connections can energize quality of work and impact how employees look at career development and achievements.
- Gallup
W hy This Matters
For Town of San Anselmo FRAMING & FINDINGS
?
23 485
Recommendation
Suggested
Approach
The Next Chapter
Challenge
Culture & Engagement
Provide employees with tools to sufficiently
complete work in a supportive environment
Internal support structure
● Develop remote work availability and
compensation and time and a half
policy with flexible options for
employees working outside of normal
schedules
● Train managers to use consistent 1:1s
to ensure work life balance is adjusted
to employees’ needs and boundaries
Relaunch or create new opportunities for
employees to connect
Employee Engagement
● Implement bi-annual organizational and
community engagement events
● Identify a team or internal committee who
is focused on creating opportunities for
employee engagement through things such
as Lunch & Learns, Team Outings, Birthday
Celebrations, etc.
48624
Building
The W ay
Forward
Identifying a Path for
Impact
25 487
Long Term Initiatives
● Invest in candidate pipeline
diversification
● Implement and iterate DEI strategy
● Hire dedicated DEI leader with strategic
influence and ability to own the DEI
strategy and implementation plan
Early Actions
● Provide clear DEI rationale that is
specific to Town of San Anselmo
● Develop DEI strategy and
accountability plan
● Review talent processes and conduct
audit
● Strengthen Interdepartmental
communications
Mid Term Projects
● Upskill leaders and managers in
delivering feedback,
communications, and inclusive
decision-making
● Standardize people processes
across the talent lifecycle
● Provide level-specific DEI learning
journeys
● Adopt inclusive recruiting and
hiring approach
An Initial Plan for Impact
48826
Questions?
27 489