HomeMy WebLinkAbout7.1 Report from the Community Task Force on Equity, Diversity, and Inclusion (2)STAFF REPORT
CITY COUNCIL
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Agenda Item 7.1
DATE:August 17, 2021
TO:Honorable Mayor and City Councilmembers
FROM:Linda Smith, City Manager
SUBJECT:Report from the Community Task Force on Equity, Diversity, and InclusionPrepared by:John Stefanski, Assistant to the City Manager
EXECUTIVE SUMMARY:The City Council will receive a report from the Community Task Force on Equity, Diversity, and Inclusion.
STAFF RECOMMENDATION:Receive the report.
FINANCIAL IMPACT:There is no fiscal impact associated with receiving the report. The recommendations contained within the report each have an individual financial impact, primarily in operating expenditures. At a future meeting, Staff will evaluate those matters of interest to the City Council and provide a more comprehensive financial impact.
DESCRIPTION:BackgroundDuring a July 9, 2020 Special Meeting, the City Council held a study session to discuss policing and services in the City. Prompted by the national discourse around policing, the study session provided a forum to discuss the various public comments requesting a review of policing policies and procedures within Dublin. The City Council discussion resulted in the formation of an Ad-Hoc Committee, consisting of Vice Mayor Kumagai and Councilmember Josey, to explore and develop the scope and mechanics for a Community Task Force on Equity, Diversity, and Inclusion.At its September 1, 2020, meeting, the City Council approved the formation of the Task Force based on recommendations from the Ad-Hoc Committee that included an inclusive process for selecting members to the Task Force. The City Council agreed that the Task Force should represent the demographic diversity of Dublin (i.e., gender, race, age, sexual orientation, etc.) and include homeowners, renters, business owners, property managers, students, and seniors.
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On November 17, 2020, the City Council approved the Staff recommendation to appoint nine members and three alternates to a Community Task Force on Equity, Diversity, and Inclusion, as recommended by the Mayor. The City Council directed the Task Force to review policing and select City activities through a Diversity, Equity, and Inclusion (DEI) lens and framework. The Task Force was charged with developing recommendations on the following scope:1. Policinga. Training Curriculumb. Policies and Proceduresc. Data Transparency and Contextd. Communicationse. Public Engagement and Community Relations2. Citywide DEI Initiatives a. Boards and Commission Recruitmentb. Inclusive, Equitable, and Accessible Programming and Eventsc. Community Agency Funding and Supportd. CommunicationsThe Task Force met from January to June 2021 to draft these recommendations and come to consensus as a group to finalize their most salient proposals. The attached report is the product of the Task Force’s work over the last six months. The Recommendations are presented to correspond with the City Council defined scope of work for the Task Force. Recommendations which fall outside of this scope are presented in an “Other” category. All recommendations were approved by the Task Force unanimously through a consensus decision making process. The recommendations are presented in the table below: Ref. #RecommendationTraining Curriculum (TC)TC-1 Training:DPS should identify ways to expand training offerings for officers, either through muster room briefings, independent study/self-paced trainings, additional training days or other appropriate 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.
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Policies andProcedures (P)P-1 Accountability:The City Council should create a Police Advisory Commission. This Commission would support the City in monitoring the implementation of the Task Force’s Recommendations, as well as play an ongoing role in advising the City on ways to enhance police-community relations in Dublin.1The Commission should host a facilitated, recurring community educational workshop on 21st century policy and community relations best practices.P-2 Accountability:The City should advocate for the creation of an Alameda County Sheriff Oversight Board and Inspector General and that Dublin to have a permanent seat on the Board. Additionally, the City should create a Liaison Committee between the City Council and the Sheriff Oversight Board. The City should also advocate for the Sheriff Oversight Board and Inspector General study harm reduction and procedural justice framework for policing and develop recommendations for the implementation of best practices identified from said study and conduct a public study session to discuss policing best practices and develop a public report which includes findings, recommendations, and actions for the Sheriff’s Office.In the time leading up to the creation of the Sheriff Oversight Board and Inspector General Position, the City should advocate for ACSO and DPS to study the items included in this recommendation.The City should advocate for the Sheriff Oversight Board and Inspector General to amend the Critical Decision-Making Model (CDM) to include self-evaluation and procedural justice during police response, including the assessment of the proportionalism, accountability, necessity, and ethics of police actions. Prompts pertaining to proportionalism can be added for further consideration in the CDM.P-3 Hiring:The City Manager should request that the Police Chief consider the following additional unweighted criteria when hiring law enforcement personnel:
●Residents of Dublin.
●Race/gender/ethnicity/sexual orientation reflective of the City’s demographics.
●Community policing experience.
●Experience working in diverse communities and/or on diverse teams.The City Manager should meet with the Police Chief to review the hiring criteria and DPS demographic data on an annual basis.
1 Sample Bylaws and Procedures for Advisory Commission
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P-4 Non-Violent Response:The City should 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. P-5 Non-Violent Response:The City, in collaboration with ACSO,should implement Co-Responder Teams consisting of one police officer and one Mental Health Professional (licensed LMFT or LCSW) to respond to situations where people are experiencing a severe mental health crisis that could pose a threat to safety.P-6 Ticketing: The City should explore with DPS a policy to provide tickets for minor traffic violations via mail similar to parking or toll violations to reduce police/citizen interactions.DataTransparencyand Context (DT)DT-1 Data Transparency:All Racial and Identity Profiling Act of 2015 (RIPA)-required stop data should be published on the City’s Data Transparency Platform on an annual basis to help establish benchmarks in reducing non-violent police interactions. This will include stop data in the following areas:
●Perceived race/ethnicity
●Primary basis for the stop
●Whether consent was given or if there was probable causeDT-2 Data Transparency: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-3 Data Transparency:The City should publish information regarding DPS complaints and commendations data on the City’s Data Transparency Portal.DT-4 Data Transparency:The City publish the demographic data of DPS officers on an annual basis on the City’s Data Transparency Portal.DT-5 Data Collection:The City and ACSO 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 necessary.Communications (C)C-1 Press Releases:The City should 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.C-2 Filing Complaints & Commendations:The City should develop cards for DPS to provide with information on how to make a complaint or commendation and
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develop additional methods for residents to file DPS complaints and commendations either through electronic means or voicemail.PublicRelationsandCommunityEngagement (PR)PR-1 Community Engagement:The City should hire a police/community liaison to enhance collaboration between the Dublin Community, City Council, Staff, Dublin Police Services, and the Alameda County Sheriff’s Office. The liaison would also work with advocacy groups, including but not limited to Las Positas College, NAMI, NAACP, and ACLU.
Boardand CommissionsRecruitment (BC)BC -1 Recruitment: The City Manager 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 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.BC-2 Data:Commission applications request demographic information (e.g., race, gender, age, income level, etc.,)as well as include DEI focused questions.BC-3 Policy:The Mayor utilize a DEI weighted scoring system when evaluating Commission applications (e.g., demographics, underserved communities, etc.)to ensure an inclusive and equitable selection process.BC-4 Policy:City Council expand membership on all commissions to no less than seven members to allow for more opportunities for residents to serve on commissions.BC-5 Process:The City Manager review and evaluate the procedures and processes for collection and retention of information regarding commission applicants, as well as Inside Dublin graduates, and determine 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.BC-6 Policy:The City Manager create a formal certification and mentor program that prepares Dublin residents to serve on Commissions.BC-7 Policy:City Council limit the duration of a term that a commissioner can serve on a Commission to a period of four years. This term limit policy to include:
●Commissioners would not be allowed to serve successive terms on the same Commission but could reapply for non-successive terms.
●Commissioners would be allowed to apply to be placed on another commission once their term ends.
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Inclusive Equitableand AccessibleProgrammingand Events(IP)IP-1 Events: The City of Dublin host monthly Town Hall meetings designed to amplify the voices and concerns of diverse groups represented in the City of Dublin.IP-2 Data: The City collect data on artists and artistic diversity represented in Dublin and include the data in the annual report.IP-3 Policy:The City of Dublin translate local government and City information into multiple languages and post paper copies to be displayed at strategic locations and commonly used spaces and venues identified by the City. IP-4 Events:The Splatter festival be renamed and rebranded to reflect a multicultural festival that highlights the diverse cultures represented in Dublin through entertainment, food, and interactive activities. IP-5 Events:The City of Dublin to promote local restaurants and small businesses that are owned and operated by under-represented groups through new and existing local events. IP-6 Art:The City of Dublin displays public art that represents the City’s diversity and utilizes the public art fund in an equitable manner that encourages creation of art that represents diverse perspectives. IP-7 Programming:The City of Dublin proactively recruit instructors and intentionally seek class offerings that represent the diverse cultures and ethnicities in Dublin. IP-8 Programming:The City of Dublin enhance efforts to inform Dublin residents how to submit requests for additional classes that are reflective of the City’s diversity.IP-9 Library:The City of Dublin collaborate with the Alameda County Public Library to increase the selection of books by authors and illustrators who represent the diversity of Dublin (i.e., language, culture, ability, gender, etc.). CommunityAgency Funding andSupport(CF)CF-1 Data:The City of Dublin collect demographic and experiential data to identify barriers and challenges to help inform development of an equitable Human Services Grant application and funding process.CF-2 Application:The City of Dublin amend the Human Services Grant application to gather more demographic data and include DEI considerations. CF-3 Process: The City Manager ensure equitable procedures and practices in the selection of grantees and the allocation of funding.
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Communications(CO)CO-1 Communications: The City Manager establish regular touchpoints and communications with a diverse group of community leaders and local organizations.CO-2 Communications: The City of Dublin establish additional channels for two-way communication with all City residents.CO-3 Social Media:The City Manager 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.CO-4 Social Media: The City engage with the Dublin community to revise the City calendar to include:
o Lunar New Year: Change wording from “Chinese”.
o Remove Cinco De Mayo, and/or use the opportunity to inform about its true history and discourage stereotyping.
o Explore adding another holiday that is meaningful to Dublin Latino/a community, e.g., Latin American Independence September 15-16
o Larry Itliong Day, October 25Other(O)O-1 Data:The City of Dublin collect the following data sets: disaggregated data on specific languages spoken at home, and disaggregated ancestry data on Asian Americans in Dublin. O-2 Training:The City provide ongoing DEI training for all City staff. This should include training specific to work roles, e.g., Communications Manager and Communications Analyst.O-3 DEI:The City Manager embed DEI into the work and culture of the City, to include development of a Dublin City DEI process and decision-making checklist.O-4 Transparency: The City ensure greater transparency regarding grants for which the City applies to allow for community input and comment.O-5 Oversight:The City create a Diversity, Equity, and Inclusion (DEI) Commission to monitor implementation of Task Force recommendations, uplift best practices in DEI, and hold public hearings and receive public comments on equity and belonging in Dublin.
The Report also includes additional recommendations which resulted from public comment and testimony that referenced demands formulated by the Dublin Inclusion Project. The
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recommendations presented below are driven by the need for additional information and due diligence to make informed decisions.School Resource OfficersThe Task Force recommends that the City Council direct the Police Advisory Commission to initiate public hearings, to include the Dublin Unified School District, Dublin Police Services, parents, and community members, to evaluate and discuss the purpose and success of School Resource Officers (SROs) and the appropriate allocation of SROs. Tobacco Enforcement GrantThe Task Force recommends that the City of Dublin explore grant opportunities and apply for grant funding from the California Department of Justice (DOJ) Tobacco Grant Program and other funders for non-police community-based organizations to provide services and programs to reduce tobacco use, including retailer training programs, public education outreach, parent engagement and education, or tobacco retail license inspections. ACSO ContractThe Task Force recommends that the City Council direct the Police Advisory Commission to conduct a study to evaluate the advantages and disadvantages of the City of Dublin ceasing to contract with the Alameda County Sheriff’s Office (ACSO) for police services, establishing an independent Dublin Police Department, or exploring other public safety options.Sanctuary City DataThe Task Force recommends that the City request and publish data on ACSO’s compliance with General Order (GO) 1.24, which relates to ASCO’s policy to not report immigrants to Immigration and Customs Enforcement (ICE).
STRATEGIC PLAN INITIATIVE:None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:The City Council Agenda was posted. Information regarding the work of the Task Force and its Final Report were also shared via the City’s Social Media Channels in advance of this meeting.
ATTACHMENTS:1) Community Task Force on Equity, Diversity, and Inclusion Report
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Community
Task Force on
Equity,
Diversity,
and Inclusion
Report
July 2021
Attachment 1
428
1. Acknowledgments .............................................................................................1
2. Preamble ..............................................................................................................2
3. Executive Summary ...........................................................................................4
4. Background .........................................................................................................5
5. Task Force Meeting Overview ........................................................................7
6. Final Recommendations—Policing ...............................................................8
Training Curriculum ................................................................................................................10
Policies and Procedures ..............................................................................................................11
Data Transparency and Context ...............................................................................................15
Communications .......................................................................................................................17
Public Engagement and Community Relations .......................................................................17
Additional Recommendations ..................................................................................................18
7. Final Recommendations—Citywide DEI Initiatives ................................19
Boards and Commission Recruitment ......................................................................................21
Inclusive, Equitable and Accessible Programming and Events .................................................24
Community Agency Funding and Support ...............................................................................27
Communications .......................................................................................................................30
Other .........................................................................................................................................31
8. Conclusion .........................................................................................................33
9. Appendix ............................................................................................................34
Appendix A: City of Dublin Mission and Vision Statements ...................................................34
TABLEOF CONTENTS
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The Community Task Force on Equity, Diversity and Inclusion (Task Force) is honored to present this Report to the Dublin City
Council. For over 6 months, the Task Force has been dedicated to discussing recommendations on policing and citywide Diversity,
Equity and Inclusion (DEI) policies and practices, and is appreciative that the City Council has given the Task Force members the
platform to do so by approving the creation of this body.
The Task Force additionally extends its immense gratitude to Linda Smith, John Stefanski, and Cierra Fabrigas at the City Manager’s
Office, Jordyn Bishop at the City Attorney’s Office, Chief Garrett Holmes at Dublin Police Services and Paul C. Hudson and Rodas
Hailu at Seed Collaborative for their insight, guidance, and assistance during this process. Furthermore, the Task Force would like
to acknowledge the public comments and recommendations received from the Dublin Inclusion Project, and the many community
members, organizations, cultural groups, and student organizations who fought for the Task Force to be created.
Finally, the Task Force wants to express its sincere thanks and gratitude for the generous support of family and friends, without which
the Task Force would have been unable to complete its mission.
1. ACKNOWLEDGMENTS
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2. PREAMBLE
1 See Appendix A (pg. 34) to view the City of Dublin’s Mission and Vision statements
Since the beginning of 2021, the Task Force has been diligently committed to discussing and developing recommendations that will
help shape the City of Dublin (Dublin or City) to become a more safe, equitable and inclusive City for all. Following the City Council’s
directed scope, the Task Force has strategized on policing and citywide DEI recommendations that would reflect the values of the City.
As Dublin grows and becomes increasingly more diverse, the Task Force believes that current policies and structures, both within
Dublin Police Services and City operations, must be further improved to recognize, promote, and sustain diversity, equity, and inclusion.
The recommendations in this Report work to address these challenges and push the City in a direction that wholly embodies its Mission
Statement:
A Dublin that “promotes and supports a high quality of life, ensures a safe and
secure environment, fosters new opportunities, provides equity across all programs,
and champions a culture of diversity and inclusion.”1
As the recommendations strive to bring about inclusion and belonging for all members of the Dublin community, and to help the City
make policy choices that center and prioritize equity, the Task Force asks that the City Council keep this Mission front and center as
they review the Report.
Through their extensive due diligence process, the Task Force discovered opportunities for change and adaptation, and areas of
limitation. As it pertains to policing, the Task Force believes that Dublin’s policing contract with the Alameda County Sheriff’s Office
(ACSO) is restricting and challenging to navigate. The contract was perhaps the most significant hurdle in drafting recommendations;
it limited the Task Force’s ability to make proposals that would address their policing concerns directly in the City, whereas the contract
requires input and approval first from the Sheriff’s office. Furthermore, the Task Force noticed that there were limitations on available
data, such as de-escalation and metrics on preventative measures utilized by police, due to there not being suitable techniques widely
in place to collect and report this information. The Task Force also encountered a similar issue when discussing recommendations on
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2. PREAMBLE (CONT’D)
2 https://belonging.berkeley.edu/bridgingandbreaking
citywide DEI, including a lack of racial data of staff from organizations requesting funding, as these statistics are not currently being
documented. Ultimately, the Task Force drafted recommendations with these barriers and considerations in mind.
Some of the recommendations in the Report fall outside of the City Council’s identified scope for the Task Force. Through discussions
at meetings amongst members, as well as suggestions and input from the public, including the Dublin Inclusion Project, the Task Force
has included proposals that fall outside the original scope, such as providing ongoing DEI training for all City staff, and considering
potentially ceasing to contract with ACSO and instead exploring alternative approaches to public safety. As the Task Force prioritizes
equity and belonging, these additional proposals help center other topics of concern for the City’s attention.
The Task Force believes that the recommendations in this Report will help place the City on a different trajectory towards prioritizing
diversity, equity and inclusion that will create a more inclusive community for all to live and thrive. These recommendations are the first
step in this bridging—an opportunity “to connect and explicitly work with other groups and seek ways to build common ground”—and
the Task Force hopes that they prompt conversations and action from the City and community.2
This Report reflects the Task Force’s commitment to the City Council’s assigned scope, and to the wellbeing of all Dublin residents. The
Task Force committed many volunteer hours throughout the engagement to understand City operations and identify avenues to advance
belonging and inclusion within the Dublin community. The Task Force is honored to have been selected for this opportunity and is
eager to see these recommendations be approved and implemented to create a flourishing and safer community for all.
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3. EXECUTIVE SUMMARY
This Report provides a number of recommendations and strategies developed by the Task Force regarding City Council-designated focus
areas of policing and citywide diversity, equity and inclusion initiatives. A summary of key Task Force findings and recommendations
are provided below.
The key findings and recommendations are further expanded, explained, and detailed in the Task Force’s final recommendations included
in sections 6 and 7 below.
POLICING
• Accountability: A critical structure to police accountability is the formation of a Dublin Police Advisory
Commission to monitor implementation of approved recommendations, advocate for greater transparency,
evaluate data, and receive public input and comment.
• Alternatives to Police: Key to smart policing is creation of multidisciplinary mobile crisis teams to respond
and address non-violent situations and connect individuals experiencing mental health disorders to supportive
services.
• Transparency: Reliable and comprehensive data is critical to developing solutions to reduce biases, improve
policies and enhance community police relations.
• Hiring: Community/police relations and understanding, reduction in violent responses, and police reform are
enhanced by hiring police officers that reflect the diversity of the City.
CITYWIDE DEI INITIATIVES
• Equity: The City must develop processes and policies that make City programs, events, and resources more
accessible and facilitate more diversity of thought, culture, perspective, and that create a City where everyone
belongs.
• Data: The City should identify various touch points/opportunities to obtain demographic data from Dublin
residents. Data informs strategies and supports accountability.
• Diversity: The City needs to continue to identify opportunities and develop tools and strategies to make
participation on commissions, boards and task forces, and involvement with programs and events more diverse to
reflect the many cultures, ethnicities and backgrounds present in Dublin.
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Brittany Jacobs
4. BACKGROUND
3 Mr. Foster initially participated in the Task Force, but was unable to complete the term of his appointment.
During a July 9, 2020 special meeting, the City Council conducted a study session to discuss policing and services in the City. Prompted
by the national conversation around police brutality, the study session provided a forum to discuss the various public comments
requesting a review of policing policies and procedures within Dublin. The City Council discussion resulted in the formation of an Ad-
Hoc Committee, consisting of Councilmembers Josey and Kumagai, to explore and develop the scope and mechanics for a Community
Task Force on Equity, Diversity and Inclusion.
At its September 1, 2020, meeting, the City Council approved the formation of the Task Force based on recommendations from the
Ad-Hoc Committee that included an inclusive process for selecting members to the Task Force. The City Council agreed that the Task
Force should represent the demographic diversity of Dublin (i.e., gender, race, age, sexual orientation, etc.) and include homeowners,
renters, business owners, property managers, students, and seniors.
The City received 70 applications to serve on the Task Force. The Ad-Hoc Committee reviewed the applications and interviewed 28
applicants via Zoom. Following interviews of the applicants, the Ad-Hoc Committee prepared a list of finalists for review by the Mayor.
The Mayor reviewed the list of finalists and concurred with the Ad-Hoc Committee’s recommendations.
On November 17, 2020, the City Council approved the Staff recommendation to appoint nine members and three alternates to a
Community Task Force on Equity, Diversity and Inclusion, as recommended by the Mayor. The individuals appointed to the Task Force
include:
ALTERNATE
Matthew Aini
Kathy Avanzino
Beatriz Ballesteros-Kogan
Clifford Brown, Jr.
Martha Orozco
MEMBERS
Isabella Helene David
Rameet Kohli
Eman Tai
Natasha Tripplett
Dyrell Foster3
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The City Council directed the Task Force to review policing and select City activities through a DEI lens and framework. The Task
Force was charged with developing recommendations on the following scope:
The Task Force met from January to June 2021 to draft these recommendations and come to consensus as a group to finalize their
most salient proposals. The recommendations listed in this Report are suggested ways the Task Force believes the City can promote
and enhance belonging within Dublin through an addition, refinement, and adjustment of current policing and citywide policies and
procedures.
4. BACKGROUND (CONT’D)
POLICING
a. Training Curriculum
b. Policies and Procedures
c. Data Transparency and Context
d. Communications
e. Public Engagement and Community Relations
CITYWIDE DEI INITIATIVES
a. Boards and Commission Recruitment
b. Inclusive, Equitable, and Accessible Programming and Events
c. Community Agency Funding and Support
d. Communications
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5. TASK FORCE MEETING OVERVIEW
4 This timeline does not include the Task Force Orientation, which was conducted in December 2020
5 Mr. Foster participated in the drafting of policing recommendations with his ad hoc group, but was unable to proceed with the completion of his membership in the Task Force.
The Task Force met, with a few exceptions, on a bi-weekly basis during the evenings from January to June 2021.4 Listed below are the
recommendations agreed upon by the Task Force over the course of their 6-month process. All recommendations were first developed in
topic-specific, ad-hoc groups and were then presented to the full Task Force for review, comment, and approval.
The Ad Hoc Groups were organized around the following topic areas for each section of work and consisted of the following Task Force
members:
Ad Hoc Group 1
Policing: Staff, Management, and Accountability
Citywide DEI: Boards & Commission Recruitment/Communications
Members: Avanzino, Brown, Kohli
Ad Hoc Group 2
Policing: Mental Health, Training, and Budget
Citywide DEI: Events and Programming/Communications
Members: Ballesteros-Kogan, David, Tripplett, Foster5
Ad Hoc Group 3
Policing: Policies and Procedures
Citywide DEI: Community Agency Support/Communications
Members: Aini, Jacobs (Alt.), Orozco, Tai
All recommendations were approved by the Task Force unanimously through a consensus-decision making process. Over the course
of this engagement, the Task Force was assisted by the City Manager’s Office, Dublin Police Services, the City Attorney’s Office, and a
team of consultants from Seed Collaborative, LLC (Seed).
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Ref. #Recommendation
TRAINING CURRICULUM (TC)
TC-1 Training: DPS should identify ways to expand training offerings for officers, either through muster room briefings,
independent study/self-paced trainings, additional training days or other appropriate 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.
POLICIES AND PROCEDURES (P)
P-1 Accountability: The City Council should create a Police Advisory Commission. This Commission would support
the City in monitoring the implementation of the Task Force’s Recommendations, as well as play an ongoing role in
advising the City on ways to enhance police-community relations in Dublin.6
The Commission should host a facilitated, recurring community educational workshop on 21st century policy and
community relations best practices.
P-2 Accountability: The City should advocate for the creation of an Alameda County Sheriff Oversight Board and
Inspector General and that Dublin to have a permanent seat on the Board. Additionally, the City should create a
Liaison Committee between the City Council and the Sheriff Oversight Board.
The City should also advocate for the Sheriff Oversight Board and Inspector General to study harm reduction and
procedural justice frameworks for policing, develop recommendations for the implementation of best practices
identified from said study, conduct a public study session to discuss policing best practices, and develop a public report
which includes findings, recommendations, and actions for the Sheriff’s Office.
In the time leading up to the creation of the Sheriff Oversight Board and Inspector General Position, the City should
advocate for ACSO and DPS to study the items included in this recommendation.
The City should advocate for the Sheriff Oversight Board and Inspector General to amend the Critical Decision-
Making Model (CDM) to include self-evaluation and procedural justice during police response, including the
assessment of the proportionalism, accountability, necessity, and ethics of police actions. Prompts pertaining to
proportionalism can be added for further consideration in the CDM.
6 Sample Bylaws and Procedures for Advisory Commission: https://docs.google.com/document/d/1mIW7E9w2mck0BII1KZejmpLeQDAYWwww6OWPYwKAeMc/edit
6. FINAL RECOMMENDATION—POLICING
From January to March 2021, the Task Force prioritized the development of policing recommendations. The group began their initial
meetings in conversation with Dublin Chief of Police Garrett Holmes. Chief Holmes responded to the Task Force’s questions, presented
data and information on Dublin Police Services (DPS), and provided documents and resources.
At the conclusion of exploratory discussions with Chief Holmes, the Task Force agreed to create ad-hoc working groups to divide up
the scope of the work and drafting of recommendations. Below are the Task Force policing recommendations grouped according to the
parameters set by the City Council.
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6. FINAL RECOMMENDATION—POLICING (CONT’D)
Ref. #Recommendation
POLICIES AND PROCEDURES (P)
P-3 Hiring: The City Manager should request that the Police Chief consider the following additional unweighted criteria
when hiring law enforcement personnel:
• Residents of Dublin.
• Race/gender/ethnicity/sexual orientation reflective of the City’s demographics.
• Community policing experience.
• Experience working in diverse communities and/or on diverse teams.
The City Manager should meet with the Police Chief to review the hiring criteria and DPS demographic data on an
annual basis.
P-4 Non-Violent Response: The City should 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.
P-5 Non-Violent Response: The City, in collaboration with ACSO, should implement Co-Responder Teams consisting
of one police officer and one Mental Health Professional (licensed LMFT or LCSW) to respond to situations where
people are experiencing a severe mental health crisis that could pose a threat to safety.
P-6 Ticketing: The City should explore with DPS a policy to provide tickets for minor traffic violations via mail similar to
parking or toll violations to reduce police/citizen interactions.
DATA TRANSPARENCY AND CONTEXT (DT)
DT-1 Data Transparency: All Racial and Identity Profiling Act of 2015 (RIPA)-required stop data should be published on
the City’s Data Transparency Platform on an annual basis to help establish benchmarks in reducing non-violent police
interactions. This will include stop data in the following areas:
• Perceived race/ethnicity
• Primary basis for the stop
• Whether consent was given or if there was probable cause
DT-2 Data Transparency: 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-3 Data Transparency: The City should publish information regarding DPS complaints and commendations data on the
City’s Data Transparency Portal.
DT-4 Data Transparency: The City publish the demographic data of DPS officers on an annual basis on the City’s Data
Transparency Portal.
DT-5 Data Collection: The City and ACSO 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 necessary.
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6. FINAL RECOMMENDATION—POLICING (CONT’D)
Ref. #Recommendation
COMMUNICATIONS (C)
C-1 Press Releases: The City should 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.
C-2 Filing Complaints & Commendations: The City should develop cards for DPS to provide information on how
to make a complaint or commendation and develop additional methods for residents to file DPS complaints and
commendations either through electronic means or voicemail.
PUBLIC RELATIONS AND COMMUNITY ENGAGEMENT (PR)
PR-1 Community Engagement: The City should hire a police/community liaison to enhance collaboration between the
Dublin Community, City Council, Staff, Dublin Police Services, and the Alameda County Sheriff’s Office. The liaison
would also work with advocacy groups, including but not limited to Las Positas College, NAMI, NAACP, and ACLU.
The following sections provide additional context to the above recommendations. Actual Task Force recommendations shown below are
featured in green boxes, followed by additional comment, strategies and information.
Training Curriculum
The Task Force encourages DPS to consider expanding training offerings that provide more comprehensive educational opportunities
for officers to improve their interactions with civilians. Through their due diligence work, the Task Force discovered that currently,
training hours for officers throughout the country are skewed to focus more heavily on firearms training by “training [officers] how to
shoot a gun” rather than “discussing the importance of de-escalation tactics and Crisis Intervention strategies.”7
The Task Force recommends that the suggested curriculum topics be included in the officers’ continued training to emphasize
de-escalation tactics, address issues of discrimination and bias, enhance cultural awareness, and build greater trust in the Dublin
community.
TC-1: TRAINING
DPS should identify ways to expand training offerings for officers, either through muster room briefings, independent
study/self-paced trainings, additional training days or other appropriate 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.
7 https://www.policeforum.org/assets/reengineeringtraining1.pdf, pg. 4
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Policies and Procedures
The Task Force recommends that City Council establish a permanent Police Advisory Commission (Commission) to monitor
implementation of policing reforms and provide ongoing review and attention to law enforcement and community safety in Dublin. The
Task Force believes that an oversight body is a beneficial resource for the City and community at large, as it helps create transparency on
department policies and procedures, provides an opportunity for community input and comment, and facilitates greater accountability
to address police misconduct.9
The Task Force is aware of the City’s contractual limitations with ACSO as the City cannot dictate performance requirements for
Dublin Police Services, but the Task Force strongly believes an advisory body would be a beneficial addition to address the monitoring of
public safety within the community.
The Task Force recommends the following guidelines for establishing the Commission:
In addition to monitoring implementation of the policing recommendations as laid out in the Report, the Task Force recommends
that the Commission also host regular community education workshops to share best practices on policing. The workshops could cover
topics such as community policing, police policies and procedures, and would provide a forum to discuss national trends on policing.
The Task Force recommends that the Commission exist and operate in addition to the Sheriff’s Oversight Board and that the
Commission liaison with the Oversight Board.
6. FINAL RECOMMENDATION—POLICING (CONT’D)
P-1: ACCOUNTABILITY
The City Council should create a Police Advisory Commission. This Commission would support the City in monitoring
the implementation of the Task Force’s Recommendations, as well as play an ongoing role in advising the City on ways to
enhance police-community relations in Dublin.8
The Commission should host a facilitated, recurring community educational workshop on 21st century policy and
community relations best practices.
8 Sample Bylaws and Procedures for Advisory Commission: https://docs.google.com/document/d/1mIW7E9w2mck0BII1KZejmpLeQDAYWwww6OWPYwKAeMc/edit
9 https://www.nacole.org/benefits
The Commission be selected by the City Council using a similar
appointment process as that used to select Task Force members.
The Commission be independent of Dublin Police Services and the
Alameda County Sheriff’s Office.
The Commission’s responsibility would be to support the City with
oversight and monitoring of implementation of approved Task Force
recommendations, as well as play an ongoing role to enhance police-
community relations in Dublin.
The Commission should consider evaluating a harm reduction
and/or procedural justice framework for policing. The Task Force
recommends the use of this framework to focus on community
experiences with police, not just the final outcomes.
The Commission utilize DPS and other data to set benchmarks in reducing traffic stops, minor crimes and traffic violations, and other minor
infractions.
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6. FINAL RECOMMENDATION—POLICING (CONT’D)
The Task Force is aware of the potential creation of a Sheriff Oversight Board (Board) and Inspector General by the Alameda County
Board of Supervisors, and recommends that the City support the creation of the Board and Inspector General position and advocate for
a permanent seat on the Board for the City of Dublin. The Task Force encourages the City to use their seat on the Board (if approved) to
make recommendations on harm reduction and police accountability to the Board.
Creation of the Oversight Board is consistent with the Task Force’s belief that there needs to be increased accountability, transparency,
and oversight of DPS and ACSO.
The Task Force recommends that the City Manager encourage the Police Chief to consider incorporating unweighted diversity criteria
(i.e., race/ethnicity, gender, sexual orientation, relationship to Dublin community, etc.) in hiring processes. Through due diligence
P-2: ACCOUNTABILITY
The City should advocate for the creation of an Alameda County Sheriff Oversight Board and Inspector General and
that Dublin to have a permanent seat on the Board. Additionally, the City should create a Liaison Committee between
the City Council and the Sheriff Oversight Board.
The City should also advocate for the Sheriff Oversight Board and Inspector General to study harm reduction and
procedural justice frameworks for policing, develop recommendations for the implementation of best practices identified
from said study, conduct a public study session to discuss policing best practices, and develop a public report which
includes findings, recommendations, and actions for the Sheriff’s Office. In the time leading up to the creation of the
Sheriff Oversight Board and Inspector General Position, the City should advocate for ACSO and DPS to study the
items included in this recommendation.
The City should advocate for the Sheriff Oversight Board and Inspector General to amend the Critical Decision-Making
Model (CDM) to include self-evaluation and procedural justice during police response, including the assessment of the
proportionalism, accountability, necessity, and ethics of police actions. Prompts pertaining to proportionalism can be
added for further consideration in the CDM.
P-3: HIRING
The City Manager should request that the Police Chief consider the following additional criteria when hiring law
enforcement personnel:
•Residents of Dublin.
•Race/gender/ethnicity/sexual orientation reflective of the City’s demographics.
•Community policing experience.
•Experience working in diverse communities and/or on diverse teams.
The City Manager should meet with the Police Chief to review the hiring criteria and DPS demographic data on an
annual basis.
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6. FINAL RECOMMENDATION—POLICING (CONT’D)
research, the Task Force has found that hiring officers that better reflect the diversity of the communities they serve produce better
community relations and make police agencies “more open to reform, more willing to initiate cultural and systemic changes, and more
responsive to the residents they serve.”10
Additionally, the Task Force recommends that the City Manager meet at least annually with the Police Chief to review police
hiring processes and selections and discuss adjustments to hiring criteria as needed to ensure that Dublin police officers reflect the
demographics, Mission and Vision of the City.11
The Task Force concurs with trending best practices nationwide towards creation of a multidisciplinary mobile crisis team (without
police) to address instances of nonviolent mental health situations. The Task Force has researched numerous programs throughout the
state and country that have successfully mirrored this approach, such as CAHOOTS in Eugene, Oregon, and believe that a similar
project would be a beneficial resource for maintaining the health of Dublin residents.12
The Task Force proposes the following suggested implementation approach13:
The benefits of implementing a multidisciplinary crisis team include providing appropriate support services to those in need, reducing
instances of police interactions, and promoting greater trust in the City’s willingness to supply holistic approaches to community care.
P-4: NON-VIOLENT RESPONSE
The City should 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.
10 https://www.eeoc.gov/advancing-diversity-law-enforcement;
11 Visit Appendix A (pg. 34) to view the City of Dublin’s Mission and Vision statements
12 https://dublin.ca.gov/DocumentCenter/View/26095/Mental-Health-Training-and-Budget-Ad-Hoc-Update-1?bidId=
13 For more information on how to successfully implement a mobile crisis team: https://www.trinityservices.org/docs/default-source/public/field-notes_mobile-crisis-team_508final34.pdf?sfvrsn=236986b_2
The team would consist of a licensed behavioral health provider, an
Emergency Medical Technician, and a Social Worker.
This team would begin by operating Monday through Sunday 11am
to 9pm. The hours could expand as deemed necessary and as funding
allows.
The purpose of the mobile crisis would be to assess the situation,
provide brief supportive interventions, help stabilize crisis matters and
assist in connecting individuals to services as well as resources.
Additionally, the mobile crisis team would be available to provide
scenario-based training and consultation to law enforcement, first
responders, schools, community providers, families, and other
community members.
The team would be dispatched through 911 calls and would attend to non-violent situations such as: individuals undergoing a mental health crisis
who do not pose a threat to others, non-criminal homeless activity, community dispute resolutions, youth intervention, and welfare checks.
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6. FINAL RECOMMENDATION—POLICING (CONT’D)
In instances where a person may be experiencing a severe mental health crisis that could pose a threat to themselves and/or others, the
Task Force recommends that the City and ACSO jointly explore implementing co-responder teams within DPS. The teams would
consist of one police officer and one licensed mental health professionals.
The suggested components of this co-responder team, as laid out by the Task Force would be the following:14
The Task Force has discovered that this approach has shown to provide increased connections to resources to those in need, reduce
repeat encounters with law enforcement, minimize arrests, and reduce use of force.15
The intent of this recommendation is to reduce the number of interactions between police and the community. The Task Force
recommends that the City Council direct the Police Advisory Commission to identify ways to reduce the number of interactions
between the police and community.
Safety - We are dedicated to excellent public safety resources, including police and fire.16
P-5: NON-VIOLENT RESPONSE
The City, in collaboration with ACSO, should implement Co-Responder Teams consisting of one police officer and one
Mental Health Professional (licensed LMFT or LCSW) to respond to situations where people are experiencing a severe
mental health crisis that could pose a threat to safety.
P-6: TICKETING
The City should explore with DPS a policy to provide tickets for minor traffic violations via mail similar to parking or
toll violations to reduce police/citizen interactions.
14 For more information on developing and implementing a co-responder program: https://csgjusticecenter.org/wp-content/uploads/2021/02/CSGJC_Field-Notes_Law-Enforcement_Co-Responder-
Program.pdf
15 https://csgjusticecenter.org/wp-content/uploads/2020/02/Police-Mental-Health-Collaborations-Framework.pdf
16 See Appendix A (pg. 34) to view the City of Dublin’s Mission and Vision statements
Co-responder team would either be first on the scene as dispatched
through 911 or be called in by other first responders after initial
assessments indicate a necessity of mental health services where there is
a threat to safety.
Co-responder team should drive an unmarked police car and wear
civilian clothing to intentionally and proactively diffuse tense
situations.
Co-responder team would provide immediate help to individuals experiencing a severe mental health crisis, de-escalate intense situations, provide
accurate on-the-scene mental health assessments, if necessary, include family and/or friends in crucial information gathering process, connect
individuals to resources, and assist with transportation to care facilities for services needed in 5150 cases.
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17 https://5harad.com/papers/100M-stops.pdf
6. FINAL RECOMMENDATION—POLICING (CONT’D)
Data Transparency and Context
The Task Force recommends that stop data be collected and released, as required by RIPA, to monitor for racial bias in DPS stops and
help address criminalization and over-policing for minor crimes/infractions.
There is extensive evidence and research showing that, nationally, police stops occur more frequently for Black and Latino drivers and
that suspicion of criminality is informed by racial bias.17 The Task Force believes that this data collection is a necessary step to inaugurate
a system that establishes metrics for future data reporting, create transparency on how policing is conducted in the City, and reduce the
number of stops.
The Task Force recommends that the City Manager request DPS to provide comprehensive reporting for incidents involving Use of
Force as required by AB 71 and SB 1421. Information in this report should include the following:
a. The gender, race and age of each individual who was shot, injured, or killed.
b. The date, time, and location of the incident.
c. Whether the civilian was armed, and if so, the type of weapon.
d. The type of force used against the officer, the civilian, or both, including the types of weapons used.
e. The number of officers involved in the incident.
f. Number of officers using force in the incident.
DT-1: DATA TRANSPARENCY
All Racial and Identity Profiling Act of 2015 (RIPA)-required stop data should be published on the City’s Data
Transparency Platform on an annual basis to help establish benchmarks in reducing non-violent police interactions. This
will include stop data in the following areas:
• Perceived race/ethnicity
• Primary basis for the stop
• Whether consent was given or if there was probable cause
DT-2: DATA TRANSPARENCY
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.
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g.The number of civilians involved in the incident.
h.A brief description regarding the circumstances surrounding the incident, which may include the nature of injuries to officers
and civilians and perceptions on behavior or mental disorders.
The Task Force recommends that the City advance conversations with ACSO to ensure that filed complaints and/or commendations are
accessible through the City’s Data Transparency Portal.
The Task Force understands that aggregate complaint data is collected and then reported by ACSO to the California Department of
Justice, and that commendation data can be released publicly. The Task Force believes that releasing both data sets annually will provide
the community more oversight and transparency on police behavior and misconduct, and guide future policing reforms.
To create more awareness and reduce ambiguity on the hiring demographics and trends of DPS officers, the Task Force recommends the
annual publishing of DPS hiring information on the City’s Data Transparency Portal.
The Task Force is aware that currently, de-escalation data is not collected in a format suitable for analysis and publication. The Task Force
believes that the public release of this information can monitor instances of use of force and help measure the success and failures of
implementing de-escalation strategies within DPS.
The Task Force recommends that DPS and ACSO collaborate to develop data collection standards and metrics to monitor for de-
escalation. This data would help identify potential patterns of individual bias and performance concerns from police officers.
DT-3: DATA TRANSPARENCY
The City should publish information regarding DPS complaints and commendations data on the City’s Data
Transparency Portal.
DT-4: DATA TRANSPARENCY
The City publish the demographic data of DPS officers on an annual basis on the City’s Data Transparency Portal.
DT-5: DATA COLLECTION
The City and ACSO 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 necessary.
6. FINAL RECOMMENDATION—POLICING (CONT’D)
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Communications
The Task Force recognizes the importance of releasing transparent, accurate and timely reports in policing altercations, particularly
those in which lethal force was used. Transparency and timely reporting reinforce community trust and support bridging the divide
between community and DPS.
The Task Force supports creating and promoting accessible tools and resources that facilitate civilian’s ability to make complaints and/or
commendations regarding DPS performance. The Task Force recommends that the City collaborate with the Sheriff’s Office to provide
more comprehensive filing options and methods.18
Public Relations and Community Engagement
The Task Force recommends that a liaison position be created to facilitate stronger collaboration amongst the various government
entities that serve Dublin (i.e., DPS, ACSO, City Council, etc.) and the overall community (including CBOs, nonprofits, advocacy
groups, etc.). The liaison would function as a point-person to better assess community needs, create an outlet for residents to share
concerns, and strategize ways to improve public safety conditions.
18 https://dublin.ca.gov/Faq.aspx?TID=25, #15
6. FINAL RECOMMENDATION—POLICING (CONT’D)
C-1: PRESS RELEASE
The City should 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.
C-2: FILING COMPLAINTS AND COMMENDATIONS
The City should develop cards for DPS to provide information on how to make a complaint or commendation, and
develop additional methods for residents to file DPS complaints and commendations either through electronic means or
voicemail.
PR-1: COMMUNITY ENGAGEMENT
The City should hire a police/community liaison to enhance collaboration between the Dublin Community, City
Council, Staff, Dublin Police Services, and the Alameda County Sheriff’s Office. The liaison would also work with
advocacy groups, including but not limited to Las Positas College, NAMI, NAACP, and ACLU.
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Additional Recommendations
The following recommendations resulted from public comment and testimony that referenced demands formulated by the Dublin
Inclusion Project. Several of the other recommendations presented below are driven by the need for additional information and due
diligence to make informed decisions.
School Resource Officers
The Task Force recommends that the City Council direct the Police Advisory Commission to initiate public hearings, to include the
Dublin Unified School District, Dublin Police Services, parents, and community members, to evaluate and discuss the purpose and
success of School Resource Officers (SROs) and the appropriate allocation of SROs.
Tobacco Enforcement Grant
The Task Force recommends that the City of Dublin explore grant opportunities and apply for grant funding from the California
Department of Justice (DOJ) Tobacco Grant Program and other funders for non-police community-based organizations to provide
services and programs to reduce tobacco use, including retailer training programs, public education outreach, parent engagement and
education, or tobacco retail license inspections.
ACSO Contract
The Task Force recommends that the City Council direct the Police Advisory Commission to conduct a study to evaluate the
advantages and disadvantages of the City of Dublin ceasing to contract with the Alameda County Sheriff’s Office (ACSO) for police
services, establishing an independent Dublin Police Department, or exploring other public safety options.
Sanctuary City Data
The Task Force recommends that the City request and publish data on ACSO’s compliance with GO 1.24, which relates to ASCO’s
policy to not report immigrants to Immigration and Customs Enforcement (ICE).
6. FINAL RECOMMENDATION—POLICING (CONT’D)
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Ref. #Recommendation
BOARD AND COMMISSIONS RECRUITMENT (BC)
BC-1 Recruitment: The City Manager 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 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.
BC-2 Data: Commission applications request demographic information (e.g., race, gender, age, income level, etc.,) as well as
include DEI focused questions.
BC-3 Policy: The Mayor utilize a DEI weighted scoring system when evaluating Commission applications (e.g., demograph-
ics, underserved communities, etc.) to ensure an inclusive and equitable selection process.
BC-4 Policy: City Council expand membership on all commissions to no less than seven members to allow for more oppor-
tunities for residents to serve on commissions.
BC-5 Process: The City Manager review and evaluate the procedures and processes for collection and retention of informa-
tion regarding commission applicants, as well as Inside Dublin graduates, and determine if the processes and procedures
need to be amended to ensure that opportunities to serve on Commissions are being shared with Commission appli-
cants and Inside Dublin graduates.
BC-6 Policy: The City Manager create a formal certification and mentor program that prepares Dublin residents to serve on
Commissions.
BC-7 Policy: City Council limit the duration of a term that a commissioner can serve on a Commission to a period of four
years. This term limit policy to include the following:
• Commissioners would not be allowed to serve successive terms on the same Commission but could reapply for
non-successive terms.
• Commissioners would be allowed to apply to be placed on another commission once their term ends.
INCLUSIVE EQUITABLE AND ACCESSIBLE PROGRAMMING AND EVENTS (IP)
IP-1 Events: The City of Dublin host monthly Town Hall meetings designed to amplify the voices and concerns of diverse
groups represented in the City of Dublin.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES
In the months of April and May of 2021, the Task Force considered, discussed, and developed recommendations for citywide
DEI policies, procedures, and practices based on the scope of work identified by the City Council. Similarly to the process for the
Policing scope, the Task Force split into ad-hoc working groups to formulate their recommendations. The agreed-upon Task Force
recommendations are provided below.
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Ref. #Recommendation
INCLUSIVE EQUITABLE AND ACCESSIBLE PROGRAMMING AND EVENTS (IP)
IP-2 Data: The City collect data on artists and artistic diversity represented in Dublin and include the data in the annual
report.
IP-3 Policy: The City of Dublin translate local government and City information into multiple languages and post paper
copies to be displayed at strategic locations and commonly used spaces and venues identified by the City.
IP-4 Events: The Splatter festival be renamed and rebranded to reflect a multicultural festival that highlights the diverse
cultures represented in Dublin through entertainment, food, and interactive activities.
IP-5 Events: The City of Dublin to promote local restaurants and small businesses that are owned and operated by under-
represented groups through new and existing local events.
IP-6 Art: The City of Dublin displays public art that represents the City’s diversity and utilizes the public art fund in an
equitable manner that encourages creation of art that represents diverse perspectives.
IP-7 Programming: The City of Dublin proactively recruit instructors and intentionally seek class offerings that represent
the diverse cultures and ethnicities in Dublin.
IP-8 Programming: The City of Dublin enhance efforts to inform Dublin residents how to submit requests for additional
classes that are reflective of the City’s diversity.
IP-9 Library: The City of Dublin collaborate with the Alameda County Public Library to increase the selection of books by
authors and illustrators who represent the diversity of Dublin (i.e., language, culture, ability, gender, etc.).
COMMUNITY AGENCY FUNDING AND SUPPORT (CF)
CF-1 Data: The City of Dublin collect demographic and experiential data to identify barriers and challenges to help inform
development of an equitable Human Services Grant application and funding process.
CF-2 Application: The City of Dublin amend the Human Services Grant application to gather more demographic data and
include DEI considerations.
CF-3 Process: The City Manager ensure equitable procedures and practices in the selection of grantees and the allocation of
funding.
COMMUNICATIONS (CO)
CO-1 Communications: The City Manager establish regular touchpoints and communications with a diverse group of
community leaders and local organizations.
CO-2 Communications: The City of Dublin establish additional channels for two-way communication with all City
residents.
CO-3 Social Media: The City Manager 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.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
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7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
Ref. #Recommendation
CO-4 Social Media: The City engage with the Dublin community to revise the City calendar to include:
•Lunar New Year: Change wording from “Chinese”.
•Remove Cinco De Mayo, and/or use the opportunity to inform about its true history and discourage stereotyping.
•Explore adding another holiday that is meaningful to Dublin Latino/a community, e.g., Latin American
Independence September 15-16
•Larry Itliong Day, October 25
OTHER (O)
O-1 Data: The City of Dublin collect the following data sets: disaggregated data on specific languages spoken at home, and
disaggregated ancestry data on Asian Americans in Dublin.
O-2 Training: The City provide ongoing DEI training for all City staff. This should include training specific to work roles
(e.g., Communications Manager and Communications Analyst).
O-3 DEI: The City Manager embed DEI into the work and culture of the City, to include development of a Dublin City
DEI process and decision-making checklist.
O-4 Transparency: The City ensure greater transparency regarding grants for which the City applies to allow for
community input and comment.
O-5 Oversight: The City create a Diversity, Equity, and Inclusion (DEI) Commission to monitor implementation of Task
Force recommendations, uplift best practices in DEI, and hold public hearings and receive public comments on equity
and belonging in Dublin.
The following section expands on the Citywide DEI recommendations (in bold and italics) by providing additional context and framing.
Board and Commissions Recruitment
The Task Force believes that a key factor in commission recruitment is sufficient notification of vacancies. This recommendation
addresses the ways that the City can expand outreach, awareness, and notice of commission vacancies and opportunities. The Task Force
BC-1: RECRUITMENT
The City Manager 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 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.
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also recommends that the City conduct intentional outreach to current and past commissioners with the hope that they will share
information on commission vacancies and their experiences serving on commissions via their social media accounts. The Task Force’s
recommendation regarding outreach efforts and notification vehicles is not intended to be exhaustive. The Task Force encourages the
City to explore additional outreach and notification methods in collaboration with diverse community stakeholders. Best practices
support these recommended approaches in Commission recruitment.19
Several Task Force recommendations are focused on soliciting additional demographic data from Commission applications, based
on the assumption that comprehensive demographic data helps identify representation gaps, barriers to participation and access, and
inequities with respect to othering and belonging. One purpose for requesting additional demographic information is to determine if
there are disparities based on race, age, income, education, etc.
In addition to gathering demographic data, the Task Force recommends that the Mayor analyze commission applications through a
DEI lens to uncover potential bias. The Task Force suggests that the Mayor consider a DEI scoring/weighting system to better inform
selection of commissioners, and that the Mayor consider utilizing an independent DEI Commission to perform the DEI scoring prior to
her final selections.
The Task Force encourages the City Council to expand commissions to no less than seven members to develop more diversity of
representation and thought and encourage a broader reflection of the City’s diversity.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
BC-2: DATA
Commission applications request demographic information (e.g., race, gender, age, income level, etc.,) as well as include
DEI focused questions.
BC-3: POLICY
The Mayor utilize a DEI weighted scoring system when evaluating Commission applications (e.g., demographics,
underserved communities, etc.) to ensure an inclusive and equitable selection process.
BC-4: POLICY
City Council expand membership on all commissions to no less than seven members to allow for more opportunities for
residents to serve on commissions.
19 https://mrsc.org/Home/Stay-Informed/MRSC-Insight/July-2013/Successful-Tips-for-Recruiting-Board-and-Commissio.aspx
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The Task Force believes that current and former commissioners, as well as unsuccessful commission applicants, are a fertile source for
future participation and service. The Task Force recommends that the City create a database of all those who apply for commissions and
that regular updates, notices, commission opportunities and other relevant communications be shared with the commissioner pool.
The recommended certification and mentor programs are intended to create “fast track” opportunities for certified and mentored
residents to serve on commissions. The goal is to have candidates that are ready to serve upon appointment.
The certification program could include satisfactory completion of the Inside Dublin course and similar training.
The mentor program would be structured to be voluntary and would pair residents interested in serving on commissions with current
and/or former commissioner(s) to share their experiences, educate mentees, and respond to questions.
The certification and mentor programs are designed to create continuity of service, ensure that future commission members stay engaged
and are prepared if they are selected to serve. The Task Force recommends that the City focus recruitment efforts on former applicants
and residents from underserved and underrepresented communities to participate in the mentor program.
The Task Force recommends hybrid certification and mentor meetings that allow both in-person and virtual options to participate, and
thereby make access more equitable for residents.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
BC-5: PROCESS
The City Manager review and evaluate the procedures and processes for collection and retention of information
regarding commission applicants, as well as Inside Dublin graduates, and determine 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.
BC-6: POLICY
The City Manager create a formal certification and mentor program that prepares Dublin residents to serve on
Commissions.
BC-7: POLICY
City Council limit the duration of a term that a commissioner can serve on a Commission to a period of four years. This
term limit policy to include the following:
• Commissioners would not be allowed to serve successive terms on the same Commission but could reapply for
non-successive terms.
• Commissioners would be allowed to apply to be placed on another commission once their term ends.
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The Task Force recommends that commissioners and other similar civic service positions not be allowed to serve successive terms
on the same Commission but will have the opportunity to reapply for non-successive terms. The Task Force also recommends that
commissioners have the opportunity to apply to be placed on another commission once their term ends. This term limit policy allows for
more equity by providing an opportunity for more residents to be placed on commissions.
Inclusive, Equitable and Accessible Programming and Events
With respect to uplifting the voices of diverse groups, the Task Force provides the following examples of diverse groups: LGBT+
community, Black Community, Latino Community, 1st gen immigrants/ESL residents, Muslim Community, Asian Americans,
residents with disabilities, etc. The City should consider aligning Town Hall meetings with cultural heritage months.
The Task Force recommends hybrid meetings with both in person and virtual options to attend, and thereby make access to town
hall meetings more equitable for residents. The meetings should be held at various locations based on what best serves the needs of the
targeted group participants.
The City should also provide accommodations for English as a second language residents at these events to include: providing translated
questions ahead of time for 1st gen/ESL residents, recording meeting in foreign language so residents can talk freely, translating
recordings with subtitles, providing translators at the meeting, and include comprehensive Zoom registration to include an option to
select preferred language.
The multicultural town hall meetings will allow for more targeted outreach that will promote increased citizen participation in local
affairs. Information from the meetings will also provide the City Council with a more informed sense of constituents’ concerns. Cities,
such as San Marino, have adopted similar monthly town hall meetings, but the Task Force believes that it is important to further pivot
such gatherings to raise the thoughts and concerns of Dublin’s diverse constituents.20
Diversity - We will support a wide range of programs and events that reflect and cater to the diversity of our residents.21
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
IP-1: EVENTS
The City of Dublin host monthly Town Hall meetings designed to amplify the voices and concerns of diverse groups
represented in the City of Dublin.
IP-2: DATA
The City collect data on artists and artistic diversity represented in Dublin and include the data in the annual report.
20 https://www.cityofsanmarino.org/government/departments/city_manager_s_office/town_halls_and_community_meetings.php
21 See Appendix A (pg. 34) to view the City of Dublin’s Mission and Vision statements
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The Task Force believes that collecting and including data on artists in Dublin’s annual report is an opportunity to monitor and
showcase the City’s artistic diversity.
The Task Force recommends that City-managed bulletin boxes, as well as other commonly used public spaces, be used to display
translated bulletins and other resources. The Task Force suggests specifically that bulletins be built as standalone outdoor structures
with a lockable display case, maintained and accessed solely by City staff. The City should ensure that bulletins are translated into the
predominant languages spoken in the community of the box location (i.e., Mandarin, Chinese, Tagalog, Hindi, Farsi, Korean, Spanish,
etc.). The Task Force offers the following possible box locations:
With respect to the rebranding of the Splatter festival, the Task Force offers the following guidance:
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
IP-3: POLICY
The City of Dublin translate local government and City information into multiple languages and post paper copies to be
displayed at strategic locations and commonly used spaces and venues identified by the City.
IP-4: EVENTS
The Splatter festival be renamed and rebranded to reflect a multicultural festival that highlights the diverse cultures
represented in Dublin through entertainment, food, and interactive activities.
Be mindful of the date of the festival (i.e., conflicting dates with
national/local holidays)
Give everyone an opportunity to showcase diversity
Explore subsidies for booth fees for local businesses and school clubs Work with DHS cultural clubs and other Dublin schools
Conduct art contest to represent theme each year Conduct public contest to decide name and logo for Splatter Festival
Celebrate residents with disabilities, work with Best Buddies club Celebrate LGBTQ+ community, work with GSA club at DHS
Have interactive teaching events Have poetry/picture book readings
BOX LOCATIONS
Ulferts Center
Dublin High School
Sahara Market
Sodam
Local Parks
Senior Centers
Emerald High
Ranch 99
Churches/Mosques/Temples
Dublin Library
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26 • City of Dublin • dublin.ca.gov
22 See Appendix A (pg. 34) to view the City of Dublin’s Mission and Vision statements
The Task Force recommends that the City send post-event surveys that ask about inclusion and accessibility to the event. Post-event
survey sample questions could include:
a. Did the event include a diversity of thought?
b. Were the event speakers/moderators diverse and representative of different thoughts/perspectives?
c. Did the event expand your capacity to think about diversity, equity, and inclusion-related topics?
d. Were your accessibility needs met during the event?
The Task Force recommends supporting and promoting minority-owned businesses and restaurants at Farmers Markets and other food
events. The Task Force offers the following guidance for such events:
The Task Force recommends that the City utilize public art to further a sense of belonging within the Dublin community. The Task
Force recommends that a diversity of cultures, abilities, gender diversity, mediums, styles, and artistic theories be reflected in the art
forms. The Task Force offers the following guidance:
Innovation - We will continue to innovate in every aspect of government and promote innovation
within the business community. 22
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
IP-5: EVENTS
The City of Dublin to promote local restaurants and small businesses that are owned and operated by under-represented
groups through new and existing local events.
IP-6: ART
The City of Dublin displays public art that represents the City’s diversity and utilizes the public art fund in an equitable
manner that encourages creation of art that represents diverse perspectives.
Feature local restaurants Donate a portion of funds from sales to food bank
Food focused (i.e., no alcohol)“Taste of Small Business” food vendors
Lower booth fees for Dublin businesses Highlight a different culture, business, or restaurant monthly
Highlight a Dublin resident in an article or social media post (à la
Humans of New York style)
Approve public art and murals through a DEI lens
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The Task Force agrees that citywide programming for residents, from the hiring of instructors and to the approval of course materials
and themes, should reflect the diversity of the constituents Dublin serves and are in alignment with the City’s Mission of advancing
equity and inclusion for all.
As part of the Task Force’s recommendation to proactively recruit instructors and intentionally seek class offerings that represent the
diversity of Dublin, the Task Force recommends that the City enhance efforts to inform Dublin residents how to submit requests for
new class offerings.
The Task Force suggests that the City research best practices employed by other cities and agencies to revise recruitment processes,
enhance the diversity of instructors and classes, and look for activities that are authentic to traditional cultures practiced and celebrated
by Dublin residents (i.e. Punjabi Pakhi hand fans, Indigenous beading, etc.).
The Task Force believes that the Dublin Public Library is an appropriate forum to highlight and promote a diverse selection of authors
and speakers.
Community Agency Funding and Support
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
IP-7: PROGRAMMING
The City of Dublin proactively recruit instructors and intentionally seek class offerings that represent the diverse cultures
and ethnicities in Dublin.
IP-8: PROGRAMMING
The City of Dublin enhance efforts to inform Dublin residents how to submit requests for additional classes that are
reflective of the City’s diversity.
IP-9: LIBRARY
The City of Dublin collaborate with the Alameda County Public Library to increase the selection of books by authors
and illustrators who represent the diversity of Dublin (i.e. language, culture, ability, gender, etc.).
CF-1: DATA
The City of Dublin collect demographic and experiential data to identify barriers and challenges to help inform
development of an equitable Human Services Grant application and funding process.
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28 • City of Dublin • dublin.ca.gov
The Task Force recommends that the City increase data collection using surveys to help inform a more equitable Human Services
grant application and funding process. The surveys are intended to uplift experiential differences, identify opportunities for change and
revision, and give applicants a forum to express their feedback on the process. The surveys can be administered via a question on the
grant application, separate email, or short online survey. It is recommended that surveys be conducted after the application workshop
and after the grant application process. Sample survey questions may include:
• How many hours were required to complete the application?
• What suggestions do you have for improving the application process?
• What is your opinion regarding the amount of data requested?
• What is your opinion of the assistance you received from City staff?
• Were instructions clear and helpful?
• Was the application workshop helpful?
• How did you find out about the grant?
Furthermore, the Task Force recommends that the City allocate additional resources, such as conducting focus groups and
implementing pilot solutions, to help determine barriers to the grant process and to assist applicants with improving their success with
receiving grants.
The Task Force offers the following suggested edits to the current grant application from a DEI perspective23:
a. Request demographics of organization’s beneficiaries, board members, and staff members
b. Clarity on Information regarding who the organization serves
c. #7 - Add a request for staff demographics, and number of staff within each job level (Entry-level, Intermediate, Mid-level, Senior
or Executive level).
d. #8 - Remove word limit for summary of project
e. # 18 - Inquire how agency is working to ensure hard to reach clients are aware of their services
f. Ask targeted DEI questions in the application:
i. For applicant organizations that have staff with limited English proficiency, consider providing language and cultural
translation technical assistance with their grant applications. Additionally, resource permitting, consider having at least one
grant reviewer who is familiar with that language and/or culture.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
CF-2: APPLICATION
The City of Dublin amend the Human Services Grant application to gather more demographic data and include DEI
considerations.
23 The Task Force refers to the following grant application questions for their recommendation: https://dublin.ca.gov/DocumentCenter/View/28045/Example-Grant-Application
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ii. Give smaller organizations additional time to submit their applications (e.g., two additional weeks.)
iii. Offer to review drafts of grant applications from smaller organizations to provide feedback before the submission deadline.
iv. Inquire about organization’s DEI lens and training
v. Ask about cultural competency of staff, where appropriate.
The Task Force provides the following recommended edits to the policies and procedures in the selection of grantees:
a. Apply a DEI lens to each component of the grant process24
b. As the City evaluates decisions about grants to award, review grant portfolio and identify where there might be “gaps” in terms
of diversity.
i. For example, the Task Force suggests creating a dashboard of charts with different characteristics of the current grantee
portfolio and keep the portfolio composition in mind as the City makes decisions.
ii. Portfolio characteristics could include percent of grantees by race/ethnic group, by age, by traumas experienced, by type of
intervention, by geography, by income level, by sexual orientation, by gender, etc. The Task Force recommends not over-
relying on a scorecard.
c. Be aware about how City’s due diligence process may be biased towards well-resourced organizations with greater capacity (e.g.,
financial stability, greater evaluation capability, etc.). Consider allocating a certain amount of funding to smaller organizations
and avoid reviewing their applications against larger, more resourced organizations.
d. Give honest feedback to organizations on their applications, out of deference for the time they invested in applying. This will
help build their grant-writing capacity for future grant applications.
e. Provide stipends to applicants who do not receive grants to compensate them for the time they spent on the application process
(e.g., $1,000 for a 10-hour process).
f. Ask applicants how many hours they spent on the application.
g. Provide funding for applicants to work with their communities in a deeper way to develop community-driven project proposals.
h. Consider waiving the following requirement in the application if the program helps an underserved group in Dublin: “The
organization charges a fee and/or produces other income that may be used to support this program”
i. Have Human Services staff conduct a post-grant application workshop survey of attendees to determine intent/interest of grant
applicants to apply for future grant opportunities and to understand if the application process detours applicants.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
CF-3: PROCESS
The City Manager ensure equitable procedures and practices in the selection of grantees and the allocation of funding.
24 Sample checklist for incorporating DEI in grant-making process: https://www.ncfp.org/wp-content/uploads/2018/09/Incorporating-Diversity-Equity-and-Inclusion-in-your-Grantmaking-
Process-A-Checklist-of-Potential-Actions-Arabella-Advisors-2016-a-checklist-of-potential-actions-incorporating-dei-into-your-grantmaking-process-arabella-advisors-1.pdf
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30 • City of Dublin • dublin.ca.gov
Communications
The Task Force believes it is imperative that the City provide community leaders and local organizations the platform to discuss
pertinent issues and topics that are meaningful to Dublin residents.
To establish two-way communication channels, the Task Force recommends that the City further collaboration with community
organizations and leaders to enhance outreach efforts for all Dublin residents by identifying additional channels of communication,
collecting information for persons who register and respond to City webinars, trainings, conferences, and workshops, and regularly
gathering demographic and contact details.
The Task Force encourages the City Manager to request an audit of Dublin’s social media policies and identify opportunities for growth
and improvement. Furthermore, the City Manager should equip the social media team with the appropriate resources, training, and
guidelines to ensure that the published posts on Dublin’s accounts reflect the diversity of its residents.
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
CO-2: COMMUNICATIONS
The City of Dublin establish additional channels for two-way communication with all City residents.
CO-4: SOCIAL MEDIA
The City engage with the Dublin community to revise the City calendar to include:
• Lunar New Year: Change wording from “Chinese”.
• Remove Cinco De Mayo, and/or use the opportunity to inform about its true history and discourage
stereotyping.
CO-1: COMMUNICATIONS
The City Manager establish regular touchpoints and communications with a diverse group of community leaders and
local organizations.
CO-3: SOCIAL MEDIA
The City Manager 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.
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The Task Force believes that the City should recognize additional holidays on their social media accounts that are meaningful to the
wide array of Dublin residents. The Task Force recommends the City engage with Dublin residents to discuss ways to update and revise
the City’s Guidelines for Recognizing Culturally Significant Events to acknowledge the diverse cultural practices and traditions of the
Dublin community.
Other
The Task Force understands that the collection of disaggregated data is important because most of the Dublin population that does
not speak English well are Asian Americans. The category “Asian” comprises many different languages and ethnicities. Without
disaggregated data on languages spoken, the City is unable to provide multilingual resources that are best suited for the targeted
community.
The evidence that supports this recommendation is25:
• 15.5% of Dublin population (or 8,766 people) speak English less than very well
• 65% of those that speak English less than very well are Asian Americans (5,660 people out of 8,766)
• Of the 39% of Dublin residents that are foreign born, 82.4% are Asian
• Foreign born population: 23,865 (51.1% citizens, 48.9% non-US citizen, or 11,676 people)
• Total Dublin population: 61,240
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
O-1: DATA
The City of Dublin collect the following data sets: disaggregated data on specific languages spoken at home, and
disaggregated ancestry data on Asian Americans in Dublin.
O-2: TRAINING
The City provide ongoing DEI training for all City staff. This should include training specific to work roles
(e.g., Communications Manager and Communications Analyst).
25 https://data.census.gov/cedsci/table?g=0400000US06_1600000US0620018&tid=ACSDP5Y2019.DP02&hidePreview=true
• Explore adding another holiday that is meaningful to Dublin Latino/a community, e.g., Latin American
Independence September 15-16
• Larry Itliong Day, October 25
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To ensure that practices of inclusion and belonging are maintained throughout Dublin, the Task Force recommends the City to provide
ongoing DEI training for all staff.
The Task Force encourages the City Manager to develop a checklist to ensure that practices and procedures that foster DEI are
maintained throughout the City’s operations.26
The Task Force views Dublin residents and community members as important voices to be included in the City’s grant application
process. This encourages greater transparency and provides residents platforms to raise comments on how potential grant opportunities
may or may not create greater inequities in the City.
The Task Force strongly recommends that the City consider developing a permanent DEI commission to not only oversee and
implement the aforementioned recommendations, but to also provide Dublin with the appropriate governance and structure to continue
advancing equity and belonging and ensure that “underrepresented communities have the access and power to make their voices heard
and their needs and priorities known.”27 The Task Force recommends case studies of other DEI commissions, such as one based out of
Lynnwood, Washington, for the City’s consideration for replication in Dublin.28
7. FINAL RECOMMENDATION—CITYWIDE DEI INITIATIVES (CONT’D)
O-4: TRANSPARENCY
The City ensure greater transparency regarding grants for which the City applies to allow for community input and
comment.
O-3: DEI
The City Manager embed DEI into the work and culture of the City, to include development of a Dublin City DEI
process and decision-making checklist.
O-5: OVERSIGHT
The City create a Diversity, Equity, and Inclusion (DEI) Commission to monitor implementation of Task Force
recommendations, uplift best practices in DEI, and hold public hearings and receive public comments on equity and
belonging in Dublin.
26 Although this resource is an event planning checklist, it provides a sample outlining of how to incorporate DEI on a procedural level: https://www8.gsb.columbia.edu/sites/default/files/files/
Dean_DEI%20Checklist_FY21.pdf
27 https://bend.granicus.com/MetaViewer.php?view_id=9&event_id=487&meta_id=41298, pg. 16
28 https://www.lynnwoodwa.gov/Government/Boards-and-Commissions/Diversity-Equity-Inclusion-Commission
32 • City of Dublin • dublin.ca.gov 461
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The experience of serving on the Task Force reaffirmed the members’ belief in the value of community engagement, the process of
consensus building and the significance of bridging. It is important to note that the above recommendations and corresponding detail
were achieved through respectful dialogue, rigorous research and investigation, a commitment to the process, and in an environment of
trust, consensus building and bridging of diverse opinions and perspectives.
The Task Force understands that implementing police reform, collecting and analyzing data, and incorporating diversity, equity and
inclusion in City policies, procedures and structures is not an overnight proposition, and requires the commitment and collaboration
of the City Council, City staff, DPS and the community at large. The Task Force urges the City Council to give the recommendations a
home, allocate appropriate resources, monitor progress, and ensure accountability.
The Task Force appreciates the opportunity to serve and stands ready to assist the City with advancing reforms necessary to create a City
where everyone belongs.29
8. CONCLUSION
29 The City of Dublin’s Community Task Force web page includes various resources the Task Force has reviewed, discussed, and accumulated over the course of this engagement: https://dublin.ca.gov/2226/
Community-Task-Force-on-Equity-Diversity
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34 • City of Dublin • dublin.ca.gov
Appendix A: City of Dublin Mission & Vision Statement
Ensuring the Prosperity & Well-Being of Our Community30
The City Council adopted Dublin’s Mission and Vision statements as part of the City’s Strategic Plan. These statements are intended
to serve as guidance for the City Council and commissions in their deliberations on various proposals presented to them, and to ensure
that our developing community remains happy, healthy, and well-balanced. These statements were updated and modified in August
2020.
Our Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure environment, fosters new opportunities,
provides equity across all programs, and champions a culture of diversity and inclusion.
Our Vision
Dublin is a great community to live, work, and raise a family. Dublin values:
• Safety - We are dedicated to excellent public safety resources, including police and fire.
• Finances - We will strive to be fiscally transparent and balance our budgets annually.
• Inclusivity - We will advocate for programs and policies that support inclusive access to housing and cultural opportunities.
• Diversity - We will support a wide range of programs and events that reflect and cater to the diversity of our residents.
• Equity - We will deliver our services in a way that ensures equitable access to all.
• Innovation - We will continue to innovate in every aspect of government and promote innovation within the business
community.
• Customer Service - We will provide welcoming, excellent customer services to our residents and businesses at all times.
• Living an Active Lifestyle - We will continuously promote an active lifestyle through our parks and facilities and encourage
participation in local sports.
• History - We will honor our history through places and programs that remind people of our beginnings.
• Business - We will provide a full spectrum of opportunity by supporting current and prospective businesses through ongoing
economic development efforts and helping them grow and thrive locally.
• Environmental Sustainability - We will continue to lead in building a well-planned sustainable community and protecting our
natural resources.
9. APPENDIX
30 https://dublin.ca.gov/72/Mission-Vision
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Item 7.1
Report from the Community Task
Force on Equity, Diversity, and
Inclusion
August 17, 2021
464
Introduction
•Task Force Scope
–Policing
–City-wide Diversity, Equity, and Inclusion
•Conducted work from January through June:
–14 Full Meetings
–26 Ad Hoc Group Meetings
•Final Report includes 43 total recommendations
465
Member Natasha Tripplett
•Process Background: Acknowledgements
•Policing Recommendations
–Broad Theme –Alternatives to Policing:The
Taskforce recommends several policies, practices,
and strategies to reduce use of force and armed
responses to interactions for minor offenses.
•Mobile Crisis Unit
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Member Tripplett, 2
•Policing Recommendations (cont.)
–Broad Theme –Equity & Accountability:The
Taskforce is presenting numerous
recommendations to increase equity and
accountability with respect to policing within
Dublin.
•Expand Training Offerings
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Member Tripplett, 3
•City Recommendations
–Broad Theme –Diversity & Inclusion, many
Taskforce recommendations relate to increasing
diversity and inclusion of Dublin programs and
events.
•Splatter Festival –Multicultural Festival
representing the rich diversity and cultural heritage of
Dublin.
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Member Rameet Kohli
•Process Background:Organization and Processes
•Policing Recommendations
–Broad Theme –Data: The Taskforce strongly
believes that comprehensive data supports
transparency and accountability
•Stop data, DPS complaints &
commendations data, demographic data
of DPS officers, DPS cards
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Member Kohli, 2
•Policing Recommendations (cont.)
–Broad Theme –Hiring: The Task Force
recommends collaboration between the City
Manager and Police Chief to review hiring
criteria and DPS demographics
•DPS hiring to prioritize residents and
reflect the demographic diversity of
Dublin
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Member Kohli, 3
•City Recommendations
–Broad Theme –Data, Equity, Inclusion
•Add demographic data to commission
applications
•Weight applications to ensure inclusive &
equitable selection process
•Expand membership of commissions and
reduce terms of service
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Member Eman Tai
•Process Background: Task Force Work Limitations
•Policing & City Recommendations
–Broad Theme –Accountability & Equity: The
Task Force recommends the creation of
commissions to ensure transparency and
accountability of policies and procedures
•Dublin Police Advisory Commission
•Dublin Diversity, Equity & Inclusion
Commission
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Conclusion
•As a Task Force, we strongly believe that better
communication, diverse perspectives, and more
transparency are hallmarks of a more inclusive
community.
•We are confident that the recommendations
included in the Report will position the City on a
trajectory towards attaining a diverse, equitable
and inclusive community where everyone has a
feeling of belonging.
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Task Force Members
•Matthew Aini
•Kathy Avanzino
•Beatriz Ballesteros-
Kogan
•Clifford Brown,Jr.
•Martha Orozco
•Isabella Helene David
•Rameet Kohli
•Eman Tai
•Natasha Tripplett
•Dyrell Foster*
•Brittany Jacobs (Alt.)
474