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HomeMy WebLinkAbout7.2 Report on the City’s Efforts in Advancing Diversity, Equity, and Inclusionr DUBLIN CALIFORNIA DATE: TO: FROM: SU B,JECT: STAFF REPORT CITY COUNCIL February 20, 2024 Honorable Mayor and City Councilmembers Linda Smith, City Manager Agenda Item 7.2 Report on the City's Efforts in Advancing Diversity, Equity, and Inclusion Prepared by: Colleen Tribby, Assistant City Manager EXECUTIVE SUMMARY: The City Council will receive a report on Staff's progress in advancing diversity, equity, and inclusion in the work of the City. The report includes an update on the implementation of initiatives resulting from the Community Task Force on Equity, Diversity, and Inclusion, as well as other related work that has been completed or is in progress. STAFF RECOMMENDATION: Receive the report. FINANCIAL IMPACT: None. DESCRIPTION: In September 2020, the City Council established the Community Task Force on Equity, Diversity and Inclusion, reflecting a new focus on honoring the community's diversity and ensuring equitable access to City programs and facilities. In early 2021, the City Council formalized this focus by incorporating diversity, equity, and inclusion (DEI) into the City's Mission and Vision statements. Also in 2021, the City Council approved an implementation plan submitted by the Task Force that outlined a number of action items guiding Staffs work towards upholding and supporting DEI in all areas of City business. This report presents an update on the Task Force action items and discusses additional operational changes and best practices that Staff has pursued, and continues to pursue, in the spirit of the DEI focus. Task Force Initiatives Attachment 1 is an update on the City's implementation of the recommendations stemming from Page 1 of 4 1 the Task Force's report, the second such update on this work (the last update was provided in April 2023). 0f the 37 action items, 18 have been completed, eight are in progress, 10 are ongoing, and one has not yet been started. Updates are provided in bold on the report. Of particular note are the following: • Goal PI-5: The City will establish a Behavioral Health Unit within Dublin Police Services. The Behavioral Health Unit will be staffed by two licensed therapists and a supervisor from the ACSO Youth and Family Services Bureau. Update: During this past year, the City was able to fully staff the BHU unit with the third clinician. BHU staff now receive approximately 20 case referrals on a monthly basis. • Goal IP-3: The City will translate much of the City communications into the top three languages spoken in Dublin. Key communications include City emails, website content, annual reports, and social media content. Staff will evaluate other translation options for other City publications. Update: All City press releases are now translated into Spanish, Hindi, Mandarin, and simplified Chinese, and sent to media outlets which reflect the City's demographics including Yo India, World Journal (Chinese), El 0bservador, El Reportero, India West, and El Mundo. The City's website has translation services built into the site. Social media sites can be viewed in different languages by users. • Goal CO-2: The City will establish additional channels for two-way communication with all City residents. Update: There has been a measurable increase in direct communication via social media. For example: 1) In 2023, private messages on Facebook were up 650% year over year; 2) Instagram inbound messages spiked 4.7% in 2023 after a 97% spike in 2022; 3) In 2023, we added 3,357 Instagram followers (7,000 total) and increased our reach year over year by 414%; 4) In 2023, we added 792 Facebook followers (2,500 total). Content reach was only up .5% despite a 109% increase in profile visits. As mentioned, people are utilizing direct messaging on Facebook compared to prior years. • Goal 0-2: The City will provide ongoing DEI training for all City staff. This should include training specific to work roles, e.g., Communications Manager and Communications Analyst. Update: Human Resources Staff is looking at options for a hybrid DEI training model in which in -person, all -employee sessions are provided annually, and supplemented with a deeper -dive into a specific topic on a quarterly basis. Staff have identified four potential vendors that provide such services and will look to engage in a contract with one in summer 2024. • Goal 0-3: The City will embed DEI into the work and culture of the City, which includes developing a City DEI process and decision -making checklist. Update: Human Resources Staff has drafted a Diversity, Equity, Inclusion, and Belonging (DEIB) Program for employees that memorializes the City's commitment to conducting Page 2 of 4 2 business through a DEIB lens, and what that means for employees and their work. The City Manager's Office is reviewing the draft and anticipates releasing it when the DEI Staff training is implemented. Other Initiatives Inclusionary and Accessible Employment Through its partnership with Futures Explored and the WIN (Workforce Inclusion Network) for Allprogram, the City has hired 15 individuals with Intellectual/Developmental Disabilities (I/DD) in a variety of positions in the Parks and Community Services Department. This collaboration holds significant value for Dublin, as it creates equitable access to programs and opportunities and increases awareness in the workforce regarding working with adults with disabilities. Hiring Practices Human Resources Staff has incorporated DEI best practices in the City's recruiting and hiring practices including: • Implementing a blind rating of applicants. • Utilizing diverse and inclusive external panels for conducting interviews. • Providing brief trainings to panels about identifying and avoiding common biases prior to the interview processes. Employment Benefits In fall 2023, the City Council approved a number of changes to the City's benefit structure to provide equity across levels of the organization. Changes included: • Expanding the leave cash -out opportunity from management employees to all employees. • Restructuring City medical contributions to not disproportionately burden those with families. • Adding a floating holiday and converting an under-utilized leave bank to floating holiday so employees can choose additional days off to honor their religion, culture, or heritage. • Adding the option, where feasible for City business, of a 9/80 schedule to provide an opportunity for work -life balance for positions that cannot work remotely. • Creating the framework for equity analyses when new employees are hired and during the promotion process. Communication Boards Parks and Community Services Staff is pursuing the procurement and installation of Communication Boards at City parks. Communication Boards are pictorial displays designed by speech pathologists to bridge the communication gap for people of all abilities. They are available in multiple languages and are fully customizable. These boards will enhance communication and interaction in the City's play spaces. STRATEGIC PLAN INITIATIVE: None. Page 3 of 4 3 NOTICING REQUIREMENTS/PUBLIC OUTREACH: The City Council Agenda was posted. ATTACHMENTS: 1) Community Task Force Action Items - Status Update Page 4 of 4 4 Attachment I RECOMMENDATION DPS will identify ways to expand training offerings for officers, either through muster room briefings, independent study/self-paced trainings, additional training days or other appropriate TC-1 methods of training. These mandatory trainings should cover (1) Implicit bias, (2) Understanding languages and cultural responsiveness, (3) Understanding people with disabilities, (4) Community policing, (5) Use of Force/De- escalation, (6) Leadership, professionalism, and ethics. P-1 DPS will evaluate and form a Chief's Advisory Group. This group will act in an advisory capacity and provide feedback to the Police Chief on ways to enhance police- community relations in Dublin. DPS and the City will organize a public workshop on the topics included in the recommendation. The City will monitor the development of the Alameda County Sheriff Oversight Board and Inspector General Position. Should the Oversight Board be created, the City will advocate for the P 2 City to have a dedicated seat on the Board to make sure the City's specialized interests are represented. P-3 P-4 P-5 The City Manager will request that the Police Chief consider the following additional criteria when hiring law enforcement personnel: (1) Residents of Dublin, (2) Race/gender/ethnicity/sexual orientation reflective of the City's demographics, (3) Community policing experience, (4) Experience working in diverse communities and/or on diverse teams. The City Manager will meet with the Police Chief to review the hiring criteria and DPS demographic The City will implement a multidisciplinary mobile crisis team for non-violent situations. The team should consist of a licensed behavioral health provider, an emergency medical technician, and a social worker, who would be dispatched through 911 calls and would attend to non-violent situations. The City will establish a Behavioral Health Unit within Dublin Police Services. The Behavioral Health Unit will be staffed by two licensed therapists and a supervisor from the ACSO Youth and Family Services Bureau. All Racial and Identity Profiling Act of 2015 (RIPA)-required stop data will be published on the City's Data Transparency Platform on an annual basis to help establish benchmarks in reducing DT-1 non-violent police interactions. This will include stop data in the following areas: (1) Perceived race/ethnicity, (2) Primary basis for the stop, (3) Whether consent was given or if there was probable cause. DT-2 DT-3 Data Transparency Portal In instances where there is a DPS officer involved shooting or use of force resulting in great bodily injury or death, DPS will make the AB71 and SB1421 data publicly available on the City's Data Transparency Platform. DT-4 DT-5 DPS will publish information regarding DPS complaints and commendations data on the City's DPS will publish the demographic data of DPS officers on an annual basis on the City's Data Transparency Portal. DPS will explore ways to collect and report data regarding de-escalation annually to monitor the effectiveness of current de-escalation practices, as well as identify when new practices may be STATUS Ongoing Completed NOTES Each of these training topics are covered, at a minimum, on an annual basis and are put on by the Alameda County Sheriff's Office at Continued Professional Training, Firearms Range Training, and daily briefings prior to shifts. In addition, the Behavioral Health Unit has provided training on several of these topics to DPS staff. DPS hosted two training classes for staff covering "Community Policing in the 21st Century to Embrace Conflict." DPS established the Chiefs Advisory Panel, which held its first meeting on February 23, 2023. As of February 20, 204, DPS has hosted four meetings, the most recent on February 6, 2024. Staff continues to monitor the development of the Alameda County Sheriff Oversight Board. Staff has advocated for a Ongoing dedicated seat by making public comments at the July 9, 2021 and May 19, 2022 Public Protection Committee Meetings, as well as at the December 14, 2021, January 20, 2022, and April 11, 2022 Public Town Hall Meetings. Ongoing The DEI Task Force recommendations are taken into consideration when hiring new personnel for DPS. The City Manager has incorporated this into ongoing discussions with the DPS Chief. The Alameda County Community Assessment and Transport Team (CATT) has conducted training with DPS personnel. The City has requested for additional CATT resources for the City and Tri-Valley Region. Staff will continue to monitor this. In addition, In Progress both the CATT team and BHU has has provided additional training at shift briefings to ensure staff are aware of the resources available to them. Completed Not Started available. DPS launched the Behavioral Health Unit in July 2022. A supervisor and two clinicians have been hired. To date, they have been following up on casework and have proven to be valuable. The City has submitted an earmark request to fund an additional third clinician. During this past year, the City was able to fully staff the BHU unit, with the third clinician. BHU staff now receive approximately 20 case referrals on a monthly basis. Completed RIPA Data for ACSO/DPS has yet to be made available. It will be added to the Dublin Police Services Open Data Portal when This data is available on the Dublin Police Services Open Data Portal. Completed This data is available on the Dublin Police Services Open Data Portal. Completed This data is available on the Dublin Police Services Open Data Portal. De-escalation training is provided on an ongoing basis during daily briefings, as well as in annual and specialized trainings. DPS In Progress has evaluated their new report writing system and has determined there is no way to accurately define the criteria for the necessary. tracking of de-escalation qualifying events. The City will enact an Administrative Policy which states that the City will issue a press release within 72 hours after every incident involving use of lethal force by DPS. DPS will develop cards for DPS to provide with information on how to make a complaint or -2 commendation, and develop additional methods for residents to file DPS complaints and commendations either through electronic means or voicemail. Completed The City Manager approved this Administrative Policy on September 15, 2022. This information is printed on the back of each officer's business card. Completed Information on how to file a complaint/commendation is available on the ACSO and DPS websites and includes an electronic submission form. 5 P B B B B R-1 RECOMMENDATION The City will hire a police/community liaison to enhance collaboration between the Dublin Community, Dublin City Council, Staff, Dublin Police Services, and the Alameda County Sheriffs Office. The liaison will also work with advocacy groups, including but not limited to Las Positas College, NAMI, NAACP, and ACLU. The City will ensure that all Board, Commission, Committee and Task Force (collectively referred to as Commissions or Commission) vacancies are posted on the City's monthly newsletter, "Backyard Brief", as well as all other City publications and communication vehicles, and that C-1 Council Members, City Staff, and commissioners, as well as local nonprofits, faith -based organizations, and DUSD are notified of such vacancies and encouraged to promote participation by City residents. C-2 Commission applications will request demographic information (e.g., race, gender, age, income level, etc.) as well as include DEI-focused questions. The City will review and evaluate the procedures and processes for collection and retention of information regarding commission applicants, as well as Inside Dublin graduates, and determine C-5 if the processes and procedures need to be amended to ensure that opportunities to serve on Commissions are being shared with Commission applicants and Inside Dublin graduates. C-6 The City will create a formal certification and mentor program that prepares Dublin residents to serve on Commissions. The City will develop a program of quarterly Town Hall community meetings. The meetings will IP-1 be topic -specific, hosted by the Mayor and a Councilmember. One meeting each year will be reserved for DEI-related topics. IP-2 The City will collect data on artists and artistic diversity represented in Dublin and include the data on the City's Public Art webpage. The City will translate much of the City communications into the top three languages spoken in IP-3 Dublin. Key communications include City emails, website content, annual reports, and social media content. Staff will evaluate other translation options for other City publications. IP-4 The City will form a focus group of community members to provide feedback on the 2021 Splatter festival to identify ways to further enhance the event to include more multi -cultural elements. The City will promote local restaurants and small businesses that are owned and operated by IP-S under -represented groups through new and existing local events. STATUS Ongoing NOTES John Stefanski and Officer William Cowens have been identified as the community liaisons. An introductory letter was send to the aforementioned organizations on March 22, 2023. The liaisons will meet with those groups who respond with a request to meet. As of September 2023, Colleen Tribby, Assistant City Manager has replaced John Stefanski as the community liaison representing the City. Officer Cowens continues to represent DPS in this endeavor. Administrative Policy 1.9 was updated with language stating "All recruitments will be posted in the City's monthly newsletter, as well as other City publications and communication vehicles, and distributed to local nonprofits, faith -based organizations, and Completed DUSD." The City now posts these openings in the Backyard Brief, newsflashes, and social media posts. The City Clerk has compiled a list of these organizations and their contact information for future openings. Completed Board and Commission applications now include questions that request demographic information. Applications also include DEI focused questions. Completed Past applicants and Inside Dublin participants have been notified of open recruitments. Completed Commission/committee applications now include a question about previous participation in Inside Dublin. In addition, the City Clerk's presentation at Inside Dublin includes an emphasis on commissions and committees. Outgoing commissioners now receive a note from the City Manager with a form asking them to sign up to mentor new commissioners. The City launched "Live! With the Dublin City Council" in May 2022 and held four quarterly meetings in the first year. Despite Completed many efforts to engage the community in these quarterly meetings, attendance was quite low. The program was cancelled after April 2023. Ongoing The City's Public Art Collection is now available for display on the City website. Artists names and known relevant information is included. As future public art projects are developed, artist background information will be requested and included on the City website to better showcase artistic diversity. The City has an on -call agreement with a translation service to translate key documents into three main languages spoken in Dublin. The City provided translated content during the district -based elections process and has translated information regarding the City's passport processing program. All City press releases are now translated into Spanish, Hindi, Mandarin, and Ongoing simplified Chinese and sent to media outlets which reflect the City's demographics including Yo India, World Journal (Chinese), El Observador, El Reportero, India West, and El Mundo. The City's website has translation services built into the site. Social media sites can be viewed in different languages by users. Completed Completed The City now coordinates the promotion of local restaurants with cultural events like Lunar New Year onsoc ial media. Parks staff held a focus group meeting on May 4, 2022 with attendees from the Community Task Force, Heritage and Cultural Arts Commission, Human Services Commission, Senior Center Advisory Committee, and Parks and Community Services Commission. The resulting suggestions for Splatter 2022 were presented to the City Council on September 6, 2022. They included: (1) Utilizing food to focus on cultural diversity. The Task Force believed that one of the best representations of a culture is its food, and recommended providing a diverse selection of food vendors and developing a "small plates" program that allows festivalgoers to sample from multiple vendors rather than choosing just one for a meal. (2) Further developing the passport/scavenger hunt activity that helps festivalgoers engage in all the different multicultural-themed activities. (3) Continue expanding the inclusion of multicultural music and entertainment throughout the festival. (4) Utilizing books and story reading to highlight and represent the community's diversity and to share stories from different cultures. The City created the "Taste the World" passport campaign which highlighted a variety of different cuisines offered in Dublin. 6 C C C C RECOMMENDATION The City will display public art that represents the community's diversity and utilizes the public art fund in an equitable manner that encourages creation of art that represents diverse perspectives. The City will proactively recruit instructors and intentionally seek class offerings that represent The City will add to the Human Services Grant Application a supplemental questionnaire which F-2 asks applicants to provide information on the demographics of the organizations beneficiaries and targeted DEI-related questions. The City will develop a comprehensive, ongoing DEI training program for Human Services staff to embed DEI principles into the work of Human Services Grant program. The City will establish regular touchpoints and communications with a diverse group of '-6 -7 the diverse cultures and ethnicities in Dublin. '-8 The City will enhance efforts to inform Dublin residents on how to submit requests for additional classes that are reflective of the City's diversity. The City will collaborate with the Alameda County Public Library to increase the selection of '-9 books by authors and illustrators who represent the diversity of Dublin (i.e. language, culture, ability, gender, etc.). F-1 The City will collect demographic and experiential data to identify barriers and challenges to help inform development of an equitable Human Services Grant application and funding process. F-3 1 community leaders and local organizations STATUS Ongoing NOTES No permanent public art projects have started. For temporary projects, Staff has established criteria that proposals must align with the City's mission and vision, and artists are to review the City's existing collection and propose projects that are unique from previous works. During the selection phase, works that represent the City's mission and vision, including diversity, equity, and inclusion, have been selected. For example, the Little Library Box by artist Deirdre Weinberg of San Francisco, which includes quotes by contemporary authors, African American Authors, LGBTQ authors, and children's authors. In September 2023, public art at Heritage Park was unveiled that includes a bronze sculpture representing an Ohlone tribal member, in celebration of the original inhabitants of the land. Using the survey from recommendation IP-8, Staff proactively recruited for the following instructors/classes: Spanish, Mandarin, Elementary Sewing, Hip Hop Break Dance, and Mandala Pot Art. Staff also expanded current yoga offerings, adding Ongoing Senior Yoga. Staff is also currently recruiting instructors for classes to be offered at the DUblin Arts Center, including Classical Indian Dance and Bollywood Dance. Ongoing Staff sent out two customers service satisfaction surveys which include a section for class requests. These will continue to be sent out each season. Post-program/class surveys now include an open-ended question for residents to submit requests for other types of programs. Beginning in spring 2023, the Activity Guides will include a link to post -program surveys. The post - program survey link (QR code) is now provided in the Activity Guide. The Dublin Senior Center has added a new language library including approximately 200 books in different languages such as Chinese, Hindi, Arabic, and Farsi, donated by the Dublin Rotary. As a result of community workshops, the Library's 2019-2024 Strategic Plan includes Justice, Equity, Diversity & Inclusion as one of its strategic areas of exploration. In addition, the Library In Progress completed a diversity audit with a commitment to purchase more titles from diverse voices with a focus on local authors and publishers. The Library also refreshed their Parenting Collection as part of the Healthy Families, Healthy Homes initiative, and has ordered relevant works in languages spoken in the community to place in the children's area. This helps a diverse group of busy families and caregivers conveniently find popular parenting topics. Completed As part of the application process, organizations must provide demographic information on who they anticipate they will serve, including income level and ethnicity. Each applicant must give a presentation to the Human Services Commission and report on how the grant funding was used. Staff uses these reports to inform future decision making. Applicants must provide anticipated demographic information on their beneficiaries (this is asked for CDBG only but will be expanded to include all). Applications are rated on the extent their project will ensure non-English speakers, people with Completed disabilities, people experiencing homelessness, seniors, and low-income families or individuals can access the proposed program or activities. The following question was added to the application: "The City Council updated Dublin's Mission, Vision, and Values to include Inclusivity, Diversity, and Equity. How does your project further these values?" In Progress A Special Meeting of the Human Services Commission took place in July 2022 to discuss the rating of applications and to revise the rating sheet. This will continue once the new Alameda County Needs Assessment is completed. The Needs Assessment will guide qualitative data collection, ensuring all groups are represented in a culturally competent manner. Staff will continue to stress the City's Mission, Vision, and Values, which include the DEI principles, and incorporate these into Citywide trainings being offered. As mentioned in PR-1, John Stefanski and Officer William Cowens have been identified as the community liaisons. An introductory letter was send to the organizations listed in PR-1 on March 22, 2023. The liaisons will meet with those groups Ongoing who respond with a request to meet. As of September 2023, Colleen Tribby, Assistant City Manager has replaced John Stefanski as the community liaison representing the City. 7 RECOMMENDATION C0-2 The City will establish additional channels for two-way communication with all City residents. C0-3 The City will review social media policies and initiate social media campaigns to boost followers of the City's official social media accounts, as well as establish criteria and policies for posting content with a DEI lens. The City will engage with the community to revise the City Social Media calendar as follows: (1) Lunar New Year- change wording from "Chinese", (2) Remove Cinco De Mayo, and/or use the CO-4 opportunity to inform about its true history and discourage stereotyping, (3) Explore adding another holiday that is meaningful to Dublin Latino/a community, e.g. Latin American Independence September 15-16, and (4) Larry !thong Day, October 25. 0-1 0-2 The City will collect the following data sets: disaggregated data on specific languages spoken at home, and disaggregated ancestry data on Asian Americans in Dublin. The City will provide ongoing DEI training for all City staff. This should include training specific to work roles, e.g., Communications Manager and Communications Analyst. STATUS NOTES Staff now sends translated press releases and news flashes to media outlets which reflect the City's demographics. The City's social media sites have grown tremendously in the past two years and enable the community to communicate with the Public Information Office. Staff created a Threads account to the other seven City social media accounts — five for the City of Dublin and two for The Wave. There has been a measurable increase in direct communication via social media. For example: 1) In In Progress 2023, private messages on Facebook were up 650% year over year. There's still room to grow here, as the giant spike is largely due to minimal private messages in 2022 and even fewer in 2021; 2) Instagram inbound messages spiked 4.7% in 2023 after a 97% spike in 2022; 3) In 2023, we added 3,357 Instagram followers (7,000 total) and increased our reach year over year by 414%; 4) In 2023, we added 792 Facebook followers (2,500 total). Content reach was only up .5% despite a 109% increase in profile visits. As mentioned, people are utilizing direct messaging on Facebook compared to prior years. In Progress Communications staff is conducting a review of the City's Social Media Policy and will update it to include criteria for posting content with a DEI lens. Communications staff pays close attention to "special days" throughout the year, and creates social media graphics to promote the various holidays and initiatives celebrated by our City's residents. Staff deleted Cinco de Mayo from the social media calendar, added Cesar Chavez Day in March, and added Larry ltliong Day in Completed October. Staff also created a longer list of important dates for social media posts in order to call out celebrations from community members of different heritages/religious beliefs. Completed In Progress Staff reached out to obtain primary language information from the language specialist at DUSD. The 2023 Community Survey will include a question soliciting specific languages spoken at home. The Community Survey, provided in three languages, collected demographic information including predominate languages spoken in the home as well as ethnic background. Human Resources Staff is currently identifying a vendor for DEI training of all City personnel to take place at the end of the current fiscal year. This training will also be required for new hires within three months of their start date. Staff is evaluating a simplified version for temporary staff. Staff is looking at options for a hybrid DEI training model in which in -person, all - employee sessions are provided annually, and supplemented with a deeper -dive into a specific topic on a quarterly basis. Staff have identified four potential vendors that provide such services and will look to engage in a contract with one in summer 2024. 0-3 DEI process and decision -making checklist. The City will embed DEI into the work and culture of the City, which includes developing a City Human Resources Staff has drafted a Diversity, Equity, Inclusion, and Belonging (DEIB) Program for employees that memorializes the City's commitment to conducting business through a DEIB lens, and what that means for employees and In Progress their work. The City Manager's Office is reviewing the draft and anticipates releasing it when the DEI Staff training is implemented. 8 Report on City's Efforts Advancing DEI City Council Meeting — Item 7.2 February 20, 2024 II DUBLIN CALIFORNIA 9 Update on DEI Efforts • Action items from CommunityTask Force (approved by City Council in 2021) • Additional items identified by Staff (through DEI lens) • Update will inform upcoming Strategic Planning Task Force Action Items Policing — Training Curriculum / Policies and Procedures • DPS hosted staff training on "Community Policing in the 21 st Century to Embrace Conflict",and four Chiefs Advisory Panel meetings • CATT and BHU teams provided staff training on resources available. • BHU unit is fully staffed with a supervisor and three techs; 20 case referrals per month. Citywide — Inclusive and Accessible Programming and Events • City press releases are translated into Spanish, Hindu, Madarin, and simplified Chinese and sent to a variety of media outlets. • Translation services provided on City website. Task Force Action Items Citywide — Inclusive and Accessible Programming and Events, cont. • Public art at Heritage Park includes a representation of an Ohlone tribal member, in celebration of the original inhabitants of the land. • Staff is recruiting instructors for classes to be offered at the Dublin Arts Center, including Classical Indian Dance and Bollywood Dance. • Use of post -program survey. Citywide — Communications • Measurable increase in direct communication via social media. • Increased messaging on Facebook and lnstagram; additional users added. Task Force Action Items Citywide — Other (Data,Training, Operations) • Community Survey was provided in three languages and collected data on predominate language spoken and ethnic background. • Staff is working on a DEI training program (annually as well as topic -specific on a quarterly basis). • CMO is reviewing the draft Diversity, Equity, Inclusion, and Belonging Program for employees. Additional Work Inclusionary and Accessible Employment • Partnership with Futures Explored and the WIN (Workforce Inclusion Network) for All program, the City has hired 15 individuals with Intellectual/Developmental Disabilities (I/DD) in a variety of positions in the PCS Department. Hiring Practices • Implementing a blind rating of applicants. • Utilizing diverse and inclusive external panels for conducting interviews. • Providing brief trainings to panels about identifying and avoiding common biases prior to the interview processes. 14 Additional Work Employment Benefits • Expanded the leave cash -out to all employees. • Restructured medical contributions to not disproportionately burden families. • Added a floating holiday for employee use to honor their religion, culture, or heritage. • Added 9/80 schedule to provide an opportunity for work -life balance for positions that cannot work remotely. • Created the framework for equity analyses when hiring or promoting. Communication Boards • Pictorial displays designed by speech pathologists to bridge the communication gap for people of all abilities. • Staff are looking at providing these in the City's play spaces. 15 Thank you DUBLIN CALIFORNIA