okay good morning everyone I like to call our racial equity committee to order at 9 14 a.m.

madam clerk would you call roll to establish quorum it's good morning thank you council member

telematis absent councilmember Garrett here councilmember Jennings council member Ving I am

here thank you council member Jennings would you help us with the Atlantic land acknowledgement

and the pledge of allegiance it would be my pleasure please rise for the opening acknowledgments

in honor of Sacramento's indigenous people and tribal lands to the original people of this land

the Niseon people the southern Maidu Valley and Plains Miwok and the Pat Winton peoples and the

peoples of the Wilton Rancheria Sacramento's only federally recognized tribe may we acknowledge

and honor the native people who came before us and still walk beside us today on these ancestral lands

by choosing to gather together in active practice of acknowledgement and appreciation for Sacramento's

indigenous peoples history their contributions and their lives

please prepare for the pledge of allegiance salute I pledge allegiance to the flag of the United States

of America and to the republic for which it stands one nation under God indivisible with liberty and justice

for all thank you councilmember Jennings good morning everyone we have one

item on consent city clerk do you have any comments on the consent item you chair no we do not okay

is there a motion on the floor move manager okay moved by mayor pro tem gara second by councilmember

Jennings please call the vote councilman Chalmonti's absent councilmember gara jennings yes and chair

bank yes motion passes all right next item is discussion the first item is our Sacramento center on racial equity

our score strategy and work plan and this presentation will be by dr. Ami Barnes

which is what i have on here

you

so we have a score as item two you can change the order if you like

yeah that sounds great i was just following the uh what was on granite case that's so yeah no

worries uh so we'll have a cut the score update we'll have uh the alliance go up first yeah

all right

um

all right uh hello y'all uh my name is neom warweathers i'm the youth justice and equity policy manager at

youth board and a proud member of the sacramento racial equity alliance um i've got my uh alliance

members here with me today and we're just going to give you guys a brief update about where we're at

in the process concerning the score internal structure of the may 19th planning session as well

um so could i get can i click this bad boy right here does it do it okay fantastic okay so uh as you all

know uh the racial equity alliance got started back in 2020 um concerning racial equity policy work here in

the city of sacramento and we took it upon ourselves to form that structure um originally we had two

different bodies there was the racial equity alliance that uh consisted of members as you see here in

front of you and also members who are not present these folks were people who are policy advocates

people who work at non-profits community advocates and activists as well as folks who have lived

community experience and who have um the career and background interfacing with our local departments

city departments and officials we moved um with both of those bodies at the beginning of our process

because we felt it was important we also had the racial equity council we expanded in i believe that was

the summer of 2022 with help from race forward the racial equity council was a body of 12 members that were

selected by the alliance and these were individuals that lived all across the city these were just normal

community citizens folks who had lived experience with the issues that we were trying to address with

this racial equity policy work and framework that we were working to build out so these are individuals

who have experienced criminalization individuals who had other systems impact relevant to poverty foster care

folks who were single parents folks who maybe had experiences with racism right and so recently at the

beginning of the year we updated and ratified our membership commitments within the racial equity alliance

to support better sustainable leadership capacity and accountability during this phase of the work

part of the continuing conversation that will happen with alliance members around membership is

looking to kind of build out and enlarge in our foundational membership again knowing that

the more people that we have involved with this work the better kind of diverse pool of information that we

will be able to gather and increase capacity for the work as well so that would be my quick little update

for you guys here and i will hand the mic over to the next individual press the button on that thing

good morning council members my name is moise mir here as an organizing and advocacy manager for asian

american liberation network and also as of the past couple of months proud member of the racial equity alliance

was really glad to get to attend the may 19th planning session in partnership with council member my

bang's office the office of diversity and equity the mayor's office and race forward present as well as

the racial equity alliance that meeting was a a long deep dive meeting of conversation which was great for me

stepping into the space to get lots of context what we did during that meeting was a lot of deep conversation

and kind of catching up and aligning around shared values shared understanding of co-governance what it

looks like and tangibly feels like when we when that facet of co-governance what it means like to work together

is working effectively and we reaffirmed a vision where racial equity is embedded across city governance and

talking about how is this not just in one specific department but operationalized across all city

departments and we named the need to move away from practices rooted in scarcity fear and control trying

to think expansively with abundance of what we can accomplish together and uplifted community-led models

like participatory budgeting as is operationalized already in measure u and is a great opportunity for

more broadly the city budget and looking to the county with the chip program as blueprints for

shared decision making that the city could look to as models to adopt and learn from and emphasized

value in community leadership as we talked about the racial equity alliance listening really into

people's lived experience in our community and applying oversight input into tangible action fostering civic

spaces rooted in belonging trust transparency and curiosity really these values that makes your

governance feel like oh this is a place where our city is working with our community members and we

have a tangible difference in the day-to-day impact and i'll pass it to pavie

so the review of the work plan um i just want to say it's not complete it's an ongoing process and that is very

intentional um because of this vision of co-governance and shared decision making where community um care

holders are part of the process of uh creating uh the strategy for the city to operationalize racial equity

in our review uh at may 19th um we did provide um we were able to accomplish the things that uh moise

mentioned and also provided feedback on the work plan and this was some of our feedback we recommended

adding the budget tool to be reflected as a deliverable within the work plan because we know

that the budget tool is very much closely tied to the way that we create um racial equitable decisions in

the city we also suggested naming additional institutional plans to align with city-wide equity efforts this work

plan isn't about what's new and what we need to do that's different but also what's happening right

now that the city is doing and what's working and so that should be reflected in this in the work plan

we also through our discussions looking at this work plan agreed that wow we really do need a city-wide

implementation team to be able to effectively

uh create these goals that we are trying to work towards and it is going to include still the

alliance and we'll need to include the city manager hr ode mayor's office neighborhood development action

team and others good morning council my name is don baciano i was not present at the may 19th planning session

um but um our next steps is to continue developing the draft work plan focusing on respecting participants time and capacity

with that proposing a new meeting schedule meeting once a month in person for at least two hours

rotating meetings at various locations throughout the city and transition trio meetings to quarterly when appropriate

um we're also looking at phil um excuse me we're also looking at scheduling follow-up meetings with the mayor's office

to strengthen the alliance amongst city staff racial equity alliance and trio participants

following up on the city manager's hiring process as well as it is essential to ensure that candidates

considered for the position are committed to addressing the needs of our diverse communities

thank you

is there a last slide no there's not a slide that's it that's it that's all we got for you all today thank you

awesome yes thank you thank you so much uh do my colleagues have any any questions or comments i just uh really quickly just wanted to say

thank you so much for your heart work and really thank you so much for providing the update from the may 19th it's really great to see members of the alliance and our city staff working together on reviewing and drafting the work plan um

um and it it i am very also thrilled to see that there's going to be a city-wide implementation team

uh made of of not only city staff but also members of the alliance um the mayor's office as well and so

um it's just really great to see progress and we're moving forward so i don't know if my colleagues have any questions or comments

house member garrett yeah thank you i think the the key part of working hand in hand with staff and creating that

you know collaborative process is the most important part because we could outline all these different

pieces but it's that that practice of working together that's going to actually um you know achieve

something i mean rather than having a laundry list of of goals so but thank you madam chair that's

thank you so much i think that's it thank you so much for your update

all right with that then we will go to the score strategy and work plan thank you amy

yes good morning uh amy's and good morning to careholders online and um and in the chambers

and good morning to you members of the racial equity committee and city staff that are here

amy's and delay barnes pronouns are she and they i serve as the diversity and equity manager and so this

presentation is a brief overview and a follow-up from our march 18th as well as our april 29th i would also

like to highlight and thank the racial equity alliance for the presentation that they just gave

and hopefully you will see some alignment with some of the recommendations and next steps and again

these recommendations and next steps were greatly informed by the deep conversation and consultation

that we had on may 19th

all right so um just to kind of ground us and just remind us

um this effort is a bold and an inclusive one um for us to address systemic inequities uh through a

structured community driven strategy um that is within the framework of shared governance so its

emphasis is on collaboration and sustained action knowing that this is around setting a legacy uh foundation

for the work for the city of sacramento for the next two to five years on the work plan

but really what we want to see is impact in the next 10 to 20 years so we really want to use this as an

opportunity to embed equity into our city operations that's called for by our community and careholders but also

how what how do we imagine the city of sacramento and looking at what an equitable city of sacramento looks like

launched um in uh 2020 as uh provided in the previous presentation and then also grounded around in the city

infrastructure with the score contract and us organizing ourselves um in 2022 it's supported by many equity

centered efforts that city staff are doing and grounded by the operationalizing racial equity resolution

and 2024 0354 that's the citywide declaration that was passed by you all in december to commit to racial justice and embedding racial equity

so this is our opportunity to align our efforts and strategies institutionalize equity and make it a requirement

in city planning and in our decision making processes and this is about also being intentional on outcomes

related to core services wealth service delivery environment and other careholder engagement strategies

so we really want to move this i think as um committee member uh council member gara said moving from a list of

goals so that it's not symbolic to something that is actually actionable and that we can measure that is where we want to go

so racial equity is at the the at the center of scores mission at the same time it is an inclusive lens in which

it's always good to be reminded and ground us it's about also looking about race and disability race and income

so we sent a race but we're not exclusive to race so that's really important especially given these times

there's still a lot of confusion there's still a lot of misrepresentation around what racial equity is

it is an intersectional strategy where we can address all forms of marginalization but we have to center

race in order to move the needle on things that have been especially historic um and are historically impacted

communities so this is about being just centered governance um that's the path that we have been embarked on

with naming score this initiative puts a strong emphasis on inclusive policy making shared commitment

it promotes active collaboration between city and careholders residents who are the most impacted

through the voices of our community careholders such as the racial equity alliance and others that will be

joining and it's about co-designing solutions that reflect and improved lived realities so this isn't

it's always good to remind us as well it's not a sprint it's going to be a long haul and it's about

institutional as well as legacy change

to effectively address racial equity and other forms of marginalization it's

essential to understand the different levels and always be reminded at which inequities occur the score

initiative seeks to adopt a multi-layered approach to dismantling racial equity inequities structural inequities

involve deep rooted systems that span across sectors like housing education and health now while the

city doesn't necessarily directly serve those sectors right in our services and our core services it does

help us understand the institutional inequity stems from specific policies or practices that may be within

the city that intentionally or unintentionally disadvantage certain groups so on a more personal level interpersonal

inequities can manifest in our everyday interactions so while individual inequities arise from internal biases

continuous learning and capacity building is necessary and vital for us to continue to move forward

so what was presented was three phase so it's meant to be a phase strategy

that progresses for laying foundational elements to institutional change and long-term sustainability

in phase one the groundwork is laid with evaluation tools data studies or gathering uh the data that we have

and community partnership structures bless you um these structures are some of what was highlighted in the racial equity alliance presentation that you just heard

uh the phase two is focusing on is proposed to focus on embedding racial equity into all aspects

of city operations and expanding our training and our tools for our city staff and careholders and finally phase three aims to ensure longevity and by codifying processes and practices but at the same time expanding um how we're building and learning and growing that's a huge part of this we're not going to be successful in implementing these changes if we don't look at culture and culture shift how we're learning how we're communicating and how we're moving forward

and during this stage uh phase one which is really kind of our focus right now our collective effort is to establish crucial structures and mechanisms for sustained community engagement and accountability

um such as the the deep consultation uh that we had on may 19th we want to continue that and those are the recommendations that you saw from the alliance and i will get into some of these recommendations as well

um the citywide um uh we want to look at um you know developing uh and not developing uh but leveraging our current citywide racial equity study our cgis tool um and any other data um equity efforts that are happening in the city we also want to ensure there is training and capacity around that um the partnership structures are extremely important um

um as well as the uh the framework and what that looks like and that could be our alignment with uh the theory of change from gear and that could also involve other evaluative frameworks that we actually are currently learning as being part of uh

uh a gear cohort called jelly uh it's called uh jurisdiction exchange equity learning exchange yeah that's it um and that is a cohort that our office has been engaged with since last october

and it ends in october and we are literally learning and applying in real time evaluative um principles and structures that we are excited to bring to the conversation with our alliance members

phase one also establishing that foundation the strategic launch and do want to also echo um is really important that as we do the strategy and work plan that we have that ongoing consultation

as presented by our alliance um care holders uh it's that's going to be the key to this success so on april 29th well and we're continuing this conversation from may 19th and then the direction from you all on the april 29th about identifying potential resources

resources um and so the may 19th uh really helped to inform the approach um from all of those care holders that were involved about how do we um kind of map out our resources so that we can um see how where we can move um with flexibility where we can move sooner and then also help us to identify where potential resources might happen

and this is really important in order to um how should i say this this is really important for us to

be operationally pragmatic and realistic as well as understand how we leverage resources

first before we find new resources that's what we really want to do in terms of mapping out that will ensure long term sustainability but also involve

many of our city staff and care holders who are doing and centering their work around equity

so the resource mapping approach that was really informed by the may 19th is not just about compiling a list it's

about understanding how various departments and teams can align their efforts and support the phased implementation of the score work plan

so mapping citywide resources um enables us to have a strategic view of current capabilities and communicate with our care holders those capabilities

um and a shared understanding it also allows us to see where capacity exists and where it needs to be bolstered and how different departments can collaborate effectively

so we also want this to be a journey where we're also de-siloing the work so what we're doing over here in this department is connected to what we're doing over here in this department

and so that could have a greater impact on our community and our care holders as well

so this can help provide information about creating cross department networks structures that reinforce equity centered work from within the city and then out

crucially this approach was again really want to emphasize um the deep consultation and conversation with our alliance members

and district 8 mayor's office um and our staff team was really great and helped to inform this

work moving forward and look forward to more conversations as well so the resources that begin i believe on page 93 of your 98 page pdf

So the resources that begin, I believe, on page 93 of your 98-page PDF,

this part of the supplemental information,

thank you, Larissa Wall, for putting all that together,

is organized around these.

What we did is we did a scan and mapping out resources.

So it's people power, data and evaluation, training and capacity building,

equity tools and frameworks, plan and plan alignment, organizational structures.

So these are all defined and go into detail in your supplemental information,

but these are resources that we are already coming with.

So we wanted to kind of map those out in those categories.

I'm not going to go into detail for our time, but if there's questions there.

Also, we'd love to have further conversations with the Alliance members

to see if they're seeing and what they ideate anymore

in terms of there's resources that they would like to see added there.

that they may be aware of and are already working with that we did not name.

So this leads into kind of next steps, very similar to the Alliance.

So first, the strategic integration of existing equity work streams

and work products that ensure ongoing initiatives are not siloed

but instead embedded into a broader city racial equity framework.

This alignment will strengthen consistency and elevate equity as a standard of practice

and planning and in governance.

Second, a citywide racial equity implementation team to be formed.

This team will take the lead in drafting equity action plan

and utilizing those resources, working with those resources,

providing key feedback and information that will inform how we can coordinate across departments,

engaging care holders throughout the process.

And this role will be instrumental in driving the accountability and the vision.

And thirdly, the launch of a citywide racial equity study.

This was something that actually from the city manager's office funded

and we wanted this to be aligned with SCORE.

And so we have a draft RFP, but given where we are,

this is a fantastic resource that could help inform with community,

with the Alliance to implement a citywide racial equity study

that can inform the citywide racial equity action plan.

And that RFP and that project is already funded.

So it's something to be leveraged and put into action right now.

The last thing I would say as well is that we're going to be looking into the remaining tasks

and funds from the SCORE contract.

There are some remaining tasks from task four that have to do with the council retreat,

as well as actions to help develop a citywide racial equity action plan.

So we want to have that conversation with the Alliance and with the careholders

and you all and the city manager leadership about what that could look like.

Because again, that's another bit of resources that we might be able to leverage

to continue and advance the work moving forward.

Path forward.

Let me make sure.

There we go.

The SCORE strategy positions the Racial Equity Alliance City Manager's Office

and the City Council as co-architects of this transformation.

And these are some of the alignment principles that are being offered,

shared governance, creating the 2025 strategy, which is the work plan,

sustainable resourcing, and strategic alignment.

The community accountability mechanisms.

I know that we definitely heard from our Alliance careholders and colleagues

to engage community in listening sessions as we form the Racial Equity Action Plan citywide.

The voices of careholders and residents are going to be vital to the success of this.

We're going to look at, particularly with the citywide racial equity study,

I could easily see us developing a type of public dashboard and equity progress report

out of that scope of work to share citywide and monitor implementation.

And that is called for in the operationalizing racial equity resolution.

And then, of course, organizing ourselves around shared governance structures, formalizing that role.

And that, the first step, is developing that citywide racial equity implementation team.

And then, really, you saw this at the April 29th.

These are the guiding principles and grounding next steps that we want to continue to take with the Racial Equity Alliance.

Creating space to imagine an imaginary practice in all of our conversations.

Develop and foster a culture of learning so that we're coming at this with a growth mindset

and a sense of possibility, given the challenging times that we're in.

The bringing an evaluation framework.

How we communicate this.

How we monitor this.

How we report on this.

It's going to be really crucial to the success and the maintaining momentum of this work.

And then, of course, always the deep consultation and rigor.

And I really say that to say that the deep consultation and rigor maybe is not only sharing space,

but it's also questioning.

It's wrestling with issues.

It's wrestling with this new path that we are forging as a shared governance and co-governance model.

It has been a wonderful journey, but there's also been a lot of questions that have been raised,

and we're still going to be wrestling with that.

But that consultation and rigor will help move us forward.

And look forward to the discussion and conversation.

Thank you.

Thank you.

Thank you so much, Ami.

Do I have any questions from my colleagues?

Any questions?

No questions.

Council Member Jennings.

I don't have many questions.

I'm just very impressed with the work that's been done and the process and the procedures

and the systems that have been put in place to get us to where we're trying to get to.

I mean, it is a lot.

And I'm sitting up here trying to absorb it all and trying to capture it all.

And so I think if I had a question, my question would be,

how do we make sure that the people who we work with every day,

whether it be in our jobs or whether it be with the community,

how do we make sure that they grasp this enormous new language,

new procedures, new processes, new everything?

How do we make sure that,

how do we inspect what we expect to make sure that they've got it

and they can carry it forward?

You know, so if there's a question, it may not be an answerable question.

I just, I'm in my mind.

I'm just trying to make sure that as we go through this path,

it's a path that allows us to all understand equally

and be able to move forward at the same pace.

Yeah, I think what I would offer is a couple of things,

is to continue to ask yourself that question

and encourage all council members to ask that question

because it is a lot.

And I think we've heard that many times here at the Racial Equity Committee,

the dynamicism, the complexity.

We are moving a narrative that's like a Titanic on our communities,

and we're trying to lift it up and move it away at the same time.

That's the best way.

That's the feeling that comes up for me on it.

But I think those principles and the additional principles

that will be fostered from the conversation

is something that you have to keep sustaining.

You have to keep doing.

You have to document it.

We need to not be afraid to tell the story when things go well

and when things happen well so that there is,

I think our community careholders understand when things don't happen well,

it's the why of it,

and then how can they take a part in helping the city address it.

So those are kind of my initial thoughts

besides things that were shared in the presentation.

I think the evaluative framework

and how we come up with that in a shared way

so that we're communicating for understandability,

for clarity, for access to our careholders will help.

And we just have to keep extending our arms

to ensure that people understand

it's going to be an ongoing conversation

and that they're just moving with us,

but we're also learning from them about what's not working.

And we have to,

I think we have to be not unafraid

to be in those uncomfortable spaces

because I think that will help a lot

and will also garner partnership

and I think that shared understanding that we're looking for.

And we'll learn along the way

because this path is not forged,

but there are certain principles

that we can keep around accountability

and transparency and communication

and consultation that we know

that we can do all the time

to ensure that we're all moving in the same direction

and we understand why we're moving in that direction.

So I really appreciate that, Council Member.

I do.

It's extremely thoughtful

and it brings that up for, I think, for all of us

who are trying to advance racial equity and equity.

You did say that it's going to be a phased implementation

and I think the only...

That's what's proposed.

Yeah, and I know.

And I think the only caution I would give you

is that that plan,

even though we have dates on it right now,

it may not be the exact dates that we have to move at.

We may not be able to move at that same speed

because we have to carry so many people with us

and so many different institutions with us

and past history with us.

We have to carry all that forward

in order to affect change.

So that would be the only caution I'd give.

But I just think the committee,

you and the committee,

and everybody who's worked on this

has done a great job.

So I just wanted to offer that to you.

Yeah, absolutely.

And we learned that with the SCORE initiative, right?

There was things that we wanted to get done by 2022,

but they got done by 2024, right?

So it's a guide,

but it keeps us together on a vision,

working together.

So absolutely, we have to have that flexibility.

Mayor Protay, I'm going to go to you really quick.

Hold on real quick.

I'm going to have an interim city manager comment,

and then I'll go to you.

Thank you.

I think, Council Member Jennings,

thank you for your question,

and I think you've seen it

through the development creation

of the Race, Gender, Equity Action Plan,

which you're going to hear about in a minute.

EMEA is not wrong.

It is turning a big ship,

and if we can move that front of the ship a degree,

it will end in a different place.

And the commitment, internal and external,

to this work is what is going to anchor us

in making that kind of change

that we have seen through the work that started in 2018

that we have normalized and operationalized

an internal commitment to equity.

we are teaching and providing safe spaces for people

to have those uncomfortable conversations,

which we did not have space and or permission for,

I believe, prior to 2018,

as an organization and a community.

And that commitment from the leadership

on the city manager's side,

on this dais,

and in our community is what's going to help us move

the bow of that ship

so that we end up in a different place this time.

Thank you, interim city manager.

Mayor Pro Tem.

No, thank you.

I think the interim city manager is very eloquent

in the commitment that we have on that.

And for me,

what is important,

having worked at both state and local,

and then my time at the county,

as chair of the county planning commission,

is the point of the cross-departmental collaboration.

Because many times we look at the issues

that are affecting our communities

in specific departmental silos.

And just transportation, for example.

You know, I mean,

if you're thinking about the parks department,

looking at designing a park,

but getting to that park becomes a problem.

I think that, to me,

is one where we have to continue to think about,

okay, how is it affecting that community?

And what are the things that need to change?

So that, to me,

I think the interesting thing

and what has been successful

in when we've developed,

say, the Mayersville-specific plan

and the Stockton Boulevard-specific plan,

is we got cross-departmental entities coming in.

But when you overlay that

with the training that GARE does and others,

and you have that lens in between them,

then we can, you know,

not make the mistakes that planners made

over 30 years ago that we're facing today.

So to me, I think that making sure

that we're doing that cross-departmental communication

is going to be key.

So thank you.

Thank you so much.

Thank you, Mayor Pro Tem.

I'll keep my comments short.

I'll do my very best to keep it short.

I think this is really incredible work.

And I'm also wrapping my head

around the various phases

and recognizing that as of this moment right now

in terms of phase one,

it sounds like we are leaning in

on the resource that we currently have

to lay the foundation for the score work plan.

Because I believe my ask was to come back with,

you know, what is it going to take, right?

And you did lay that out on me.

So I do want to say thank you for that,

that it is going to take,

I think, some kind of alignment

of what we're currently doing.

And we have to be able to map that

in order to understand what resources we need.

So I'm telling myself that

because as someone who is a policymaker,

I want to make sure you have the resources you need,

you and the careholders and the Alliance.

But what I'm hearing from the Alliance and you

is that in order to identify the resources needed

to implement the racial equity resolution,

we have to make sure that we're doing that mapping.

And so I just wanted to reaffirm to myself

as I'm talking through this to myself about like,

okay, Council Member,

this is what we're doing to implement.

So I think one of the biggest thing,

and I know the motion on the table

is actually to move forward

with these three recommendation

on actively integrating

the City of Sacramento Equity Center work stream.

The second recommendation

is to establish the dedicated citywide

racial equity implementation team

that includes the careholders,

the Alliance, city staff.

And the third one is to launch the RFP process

for the citywide racial equity study.

So I will put a motion on the table

to move forward with those recommendations.

Something that I do want to say

in addition to this recommendation

is that as I was listening to the conversation

between you and Council Member Jennings

about this Titanic that we're working on

and really trying to change culture

is how are we telling this to the public?

And how are we telling this story?

And I don't know if we need a videographer

or we need something.

And I, because I think it's really important

for us to not only,

obviously it's memorialized

through our racial equity committee meeting.

People can go and watch an archive.

That's very different from telling the story

of what we're doing.

And I'm only putting that out there,

you know,

because I know we're doing

this racial equity study.

And this is just a conversation

perhaps for the Alliance

and city staff and city manager

to figure out like how do we tell that story?

Whether that's on a website,

whether that's in a documentary,

because this work is heavy and it's hard.

And there's so many people that came before us

that started this work.

And for me in this moment,

while we're doing phase one,

phase one laying the foundation

for the score work plan

to begin implementing

the racial equity resolution,

we have to be better at telling the story

of what we're doing,

the lessons learned,

the inherent conflict sometimes

that we have in spaces, right?

All of that

and what it takes to actually change culture

and move a city in a way

towards racial justice, right?

That's so important.

I don't know if we're doing that.

And that's the piece that I,

I think as we're doing that,

we need to think about

how do we tell that story?

If that's, you know,

I know we don't have a lot of resources,

but if that is figuring out

how to have resources to document this,

to tell the story of what's happening,

what didn't work well through the process,

what we're still grappling with

and the beautiful things

that are coming out of this organically

that we're seeing with our city staff

and the work in the community.

I think those are things

that are really important to share.

And so I just,

that's something I have to offer

to the city staff and the Alliance

is how do we tell that story

of the work that we're doing?

So with that,

I'll put the motion on the table

to move forward with the three,

the recommendations for,

the three recommendations

to begin this work for phase one.

So.

I'll second.

Okay.

I'll third.

Okay.

Any other questions?

I think what might be important

to also uplift to,

our Alliance care holders brought it up,

is that we're,

we're almost building this work plan.

And so I think depending again

on that citywide implementation team,

we are proposing to look at,

you know,

September,

October,

the next racial equity committee

that we can finalize these documents.

I think that would be important.

And again,

that all depend on how we are able to meet

and come together and consult

so that everybody's moving

in the same direction

and is comfortable what's being presented.

because that was a question

that was raised.

So you all are still affirming

the path moving forward.

There were recommendations

also from the Alliance

and their presentation

that we'll definitely consider

and put and integrate.

I see perfect alignment with that

at this point.

But I think just wanted to kind of

put that out there

here in this public space

that we're looking to do that.

It would be important to finalize

and have some kind of closure

so that we can be,

to know that we're beginning the work.

Yeah.

To implement.

Yeah.

And not just keep talking about the plan

but get to the work.

The work of it.

Yeah.

So kind of want to give that time frame

but I'm also,

we're also needing to give flexibility

depending on how we're able to meet

and do that consultation and rigor.

Okay.

As a whole team.

Absolutely.

Okay.

So yeah.

So that is the motion directing staff

to begin this work

on the recommendations outlined

in this mini,

this very thick package.

So yeah,

that is it.

Looks like we have a motion on the table.

A second.

And all in favor?

Aye.

All right.

That item passes.

Go forth.

We have lots of work ahead of us.

The next item that we have

is update.

Item number three.

Update on our race

and gender equity action plan.

Okay.

Yes.

Larissa.

Yes.

Good morning racial equity committee members,

colleagues and care holders

in the chambers and online.

My name is Larissa Wall.

My pronouns are she, her

and I'm the strategic workforce equity analyst

with the Office of Diversity and Equity

and we are excited to share an update

on the race and gender equity action plan

also known as the RGAP

which you will hear me refer it to

throughout the presentation

and the first public update

of the work of our department equity teams.

Before I provide updates

from the department progress reports,

Ami and I want to give a brief overview

of how we got here

and the work that's been happening

since the RGAP launched.

I'm going to turn it over to Ami

to ground us in that

what workforce equity means

and provide a timeline of the work.

Thank you.

We've had this definition

that we've adapted from the city of Seattle

since about 2018-19

when I began here

and it was really

one you don't have to necessarily

recreate the wheel

but it's how you can adapt it

because of the rich thinking

so we're very appreciative

to our racial equity practitioners

in the city of Seattle

for beginning

and really focusing on workforce equity.

So with this definition

workforce equity I want to highlight

is a principle of ensuring fairness

and justice within an organization's

employment practices,

creating an environment

where all individuals

have a genuine opportunity

to succeed, contribute, and advance

regardless of their background

or identity.

It goes beyond simply treating

everyone the same,

that's equality,

by recognizing that historical

and systemic disadvantages

have created uneven playing fields

for certain groups.

And so the key aspects

of workforce equity

include eliminating disparities,

fair access to opportunities,

fair treatment and respect,

tailored support and services.

And I really want to say that

and I think that our HR department

has strived to do that,

all of these things

in a variety of different ways

from creating a citywide hiring manual

in 1920

to creating mandatory training

on if you sit on an interview panel

you must go through implicit bias training

that we curated specifically

for the city of Sacramento.

Also the trainings that we do

to make sure that even city staff

have shared language

and understanding of these principles.

So these tailored support services

are a big part of that

in ensuring a culture

that we're moving forward.

And we still have a lot of work to do

and we're still maintaining that

but that must be a constant

is that training and support.

And so dismantling systemic barriers

as well.

One of the exciting things

about workforce equity,

you can,

there's a lot of low hanging fruit

at the same time

and there's training

and there's engagement of staff

but there's also a way

to start looking at structures

and looking at how you can redesign

the way that people are hired,

the way that people are developed,

the way that people can grow

in the city of Sacramento.

So wanted to kind of lift these things up

and that is what this definition

looks like operationalized.

And then moving on to the timeline,

we kept it real brief

because there's a lot,

there could be a lot more dots in there.

It really goes to everybody's points

about how,

what we're learning

and how long things take to move.

We were poised to launch the RGAP

literally in February of 2020

and then what happened in March of 2020?

Anybody?

A little thing called a pandemic happened.

And so,

but we still,

with city staff having to shift in recovery,

we still maintained a slower pace,

but we definitely rolled out the RGAP

with key meetings and key strategies

moving to,

from in-person to virtual.

That was quite an effort.

And so we still launched it.

We just had to do it in a different way.

And it was in a way

that needed to be mindful

of the support we needed to give

to communities to respond to the pandemic.

So in 2021,

we developed equity teams.

So each department has an equity team.

And that also includes

our charter offices as well,

have equity teams.

And then in 2023,

we were able to do

our first equity teams convening.

The equity teams convening

is a one-day experience

where we bring

all of the equity team members together

for capacity building

and support in their outcomes

and their performance measures

and really try to make it

actually a fun and engagement

around the principles

around racial equity

and the practice.

So it's really kind of

a mini conference

for our city staff.

And so we've been doing it every year.

The next one is scheduled

on September 12th.

And then the ongoing

working capacity building,

that never ends.

And so that's that,

what I mentioned earlier

about capacity building

and always seeking opportunities

that was shared here earlier

about how you are in shared space

with each other

to discuss these issues

as professional staff

and how you do it

with and in line

to base the lived experiences

of our community careholders.

And then I'll transition

to Larissa.

Thank you, Armin.

So born out of the cohort

is the City of Sacramento's

workforce equity goal,

which is short

but contains multitudes.

It is to reflect the city

to better serve the city.

And the Race and Gender Equity Action Plan

is the living roadmap

resulting from the racial equity analysis

tool process

and it encompasses

these sort of six areas.

So as Amit talked about,

using a shared analysis

and vocabulary

and building capacity

which we are continually doing,

implementing a variety of tools,

partnering with others,

using data and metrics,

operating with urgency.

And the goal

is to make systemic change

through this collective decision-making,

data systems,

policies, and practices.

And the City of Sacramento's

workforce equity goal

is central

to the Race and Gender Equity Action Plan.

It is central

to all of the 14 outcomes

and actions

that were identified

as part of this work.

And this includes

developing plans

and systems

to track progress

around the goals

and outcomes

outlined in the RGAP.

and racial equity

and equity goals

in local workforce development plans

help focus collective efforts

on achieving racial equity

instead of perpetuating disparities,

much like the SCORE initiative,

which we'll talk a little bit

about how this all fits together

towards the end.

And data systems

are crucial

to inform day-to-day decision-making

and track progress

toward closing equity gaps.

And both plans

and well-designed systems

give decision-making

the opportunity

to assess barriers

for underrepresented demographics

and address any gaps.

and in particular

for our workforce equity plan

focusing particularly

on race and gender.

And now I will pass it over

to Ami

to just briefly talk

about the GARE approach

and the GARE theory of change.

So the GARE theory of change

is also known as VNU

for visualize,

normalize,

organize,

and operationalize.

When we started in 2018,

it was primarily

the normalize,

organize,

and operationalize.

And over the last few years,

we've really seen GARE

really emphasize

the visualize piece.

And we are also bringing it,

if that is reminding you

of that imagineering practice,

visioning is a huge part

of racial equity work.

We want to have a vision

of where we're going.

We often know

where we don't want to go,

but where do we want to go?

Right?

And that could also,

it sets a different mindset

in terms of how you approach

the dynamicism of this work.

So VNU is about visualizing.

It's about creating

a multiracial society

that is thriving

and that is working together

for collective impact

to move and advance equity

for everybody.

The normalize is a key value

in developing

that shared understanding

of key concepts

across the entire organization

and create that sense

of urgency to make change.

Organize is to build staff,

organizational capacity

and competencies

through training,

but also building

the infrastructure

to support the work

and the internal

sustained work as well.

And then the operationalize

is put theory into action

by implementing new tools

for decision making

and measurement

and accountability.

So hopefully you can see

how we're actually taking

the VNU

and we're using it in SCORE.

All of these pieces

are in the SCORE initiative.

So we are doing our best

to continue

to incorporate

more visualization

but continue

our normalizing racial equity,

organizing ourselves

and capacity building

for collective impact.

Those are those

cross-department networks

and conversations

and expertise

that we want to create

and then the operationalizing piece.

And that is something

that is rooted

in the resolution.

That's why it's called

operationalize racial equity.

So that's where we want to go

and these are dynamic.

You just don't move

from visualize

to normalize

and then you're in organized.

You could be

in all four of those spaces.

You could be

in two of those spaces.

You could just be

starting at one.

I would say

and proudly say

that I think

that we as a city,

we're in all four

of those spaces

to some degree

when about four

or five years ago

we were squarely

and normalized.

So,

but it is continuing

to happen

and it's a continual

rinse and repeat.

Thank you, Ami,

for providing that context

of where this work sits.

So,

now diving into

the department equity teams

and the work

that's been happening.

So,

the role of the department

equity teams,

we have 14 department

equity teams

across the city

including in two

other charter offices.

Really important

to emphasize

that every department,

as you know,

is unique

in its size,

role,

culture,

and needs

which means

the teams

and how they operate

are also unique

and they're really

designed to involve

folks who have

the strong,

at the beginning,

the strong motivation

and interest

to learn racial

and gender equity

concepts and approaches

and I would say

that is still true

and some of the teams

have changed

how they are formed

to include more

managers

or decision makers

and some are more

representative

of different classifications

across the departments.

They really lead

the department's work

around meeting

the RGAP goals

and outcomes.

It's encouraged

to have managers

involved

and particularly

either the department

director directly involved

or to meet regularly

with the director

which is something

that we are still

supporting teams on

because as we know

we need to empower

the equity teams

to be able

to develop their actions

and plans

and outcomes

and then to move

on those

or to provide recommendations

that will be realized.

and then equity teams

are really encouraged

to look at areas

of growth

and identify specific ways

to work on systems change

at the department level

in one or two

of the areas

of the 14 outcomes

and actions

which encompass

everything from

outreach,

hiring

to retention,

shifting culture practices

to when folks leave.

So it's really

the entire life cycle

I would say

of an employee

at the city.

and just wanted

to highlight again

there have been

lots of transitions

in leadership

and some team turnover

over the last couple

of years

so teams are in

different places

in the work

but they are all

working towards

the same ultimate goals.

So going back

a little bit

originally

when the teams

were formed

and when AMIS started

teams were given

a 43 equity point

assessment roadmap tool

and the goal

of this tool

was to look

at these five areas

from organizational

commitment,

leadership and management,

recruitment,

retention,

development,

diversity and inclusion

learning and assessment

measurement

and continuous quality

improvement

to really hone in

on what areas

that their department

or team needed

wanted to specifically

work on

and look at

where the areas

of growth were.

Each team

approached this differently.

Some teams

turned it into a survey

that they disseminated

to the whole department.

Some teams,

the team themselves

answered it

on behalf

of the department

and so we get

different varying levels

of responses

but we do have,

it still does serve

as a baseline

for all of the teams

and it was ranked

from inactive,

passive

to best practice,

full inclusion

from one to five

in many different

subcategories

in these five areas.

So the results

of this tool

in the foundation

of this work

helped equity teams

identify those areas

of growth

around workforce equity.

We are actually

working to turn

this assessment

into one,

we are updating it,

dividing it

into a manager

or supervisor path

and a non-manager

or supervisor path

because we also

recognize that

the roles

and responsibilities

of employees

differ based on

their position

in the organization

into an accessible

online survey

and the goal

is that all employees

would take that

in 2026

which will help

the equity teams

take the burden

off of the equity teams

to have this baseline

and it will also

help us track progress

towards the outcomes.

So I think

given also

where the score initiative

is and where

all this work is

we are going to be

taking that into consideration

as we think about

where this assessment

might fit.

We also want to be

cognizant of

over-surveying employees.

We know that there

are other surveys

that employees take

and we want to make sure

that if we are going

to do this

that we have

a good response rate

so we really get

a good baseline

for that work

moving forward.

Yes, I think

that's all I wanted

to say for that.

And then Ami

is going to talk

just a little bit

about our developing

equity leadership

through action

through leadership

delta work

and then I will

provide more information

on the department

updates.

All right.

So for

Delta,

if you all know me,

I love me some acronyms.

And so

Delta was actually

adapted from

the city of Portland

for their program

that they do there

for training managers.

And I thought

it was a really

intentional strategy

for us to re-imagine

what the equity

and inclusion

leadership series was.

One of the first things

that our office did

when I arrived

is started to create

training and spaces

for folks to learn

and start having

the conversation

around diversity,

equity, inclusion,

racial equity,

othering, exclusion,

marginalization,

and on and on.

So in 2024,

we spent a good amount

of time talking

with staff.

One of the areas

that we want

to improve on

as we apply Delta

is we want

to be able

to engage staff

that don't necessarily

work in front

of a laptop

or a computer

or have an office space.

That's a huge part

of our staffing

and so how do we deliver

in a way

that's not burdensome

for the managers

but also engaging staff

that could help them

along their career path

but also help

their skills development

and capacity as well.

So we're still figuring

that out

and still talking

to departments

about what that

could look like

but it's really meeting

them where they are

and how do we

talk about the work,

how do we communicate

the work to our staff

that don't necessarily

have an office.

The other future goals

that we wanted

to emphasize

and we really learned

and Larissa touched

on it is really having

learning journeys

for managers

and non-managers

and that's something

that we really need

to think about.

The role of managers

is extremely crucial

in setting

an inclusive environment

for staff

and so with that level

of authority

and responsibility

they need unique

support and resources.

So having a different

track for managers

very similar

how we did

the mandatory training

for electeds

and charter offices

right?

It needs to be designed

with that audience

with that participant

in mind

so that's what

our future goal

of creating

those learning journeys

for managers

and non-managers

and in addition

something that you all

have brought up

around using acumen

for the mandatory training

we want to see

how we can leverage

our learning management

system in the city

to create those

learning journeys

as well

so there's online content

but we don't want

to just create online

we do want to create

in person

we all know

in person experiences

are very different

than when you take

a course online

so but how do we leverage

the capacity of our team

to do that

throughout the year

so that if you're

a new staff person

within three to six months

you are already taking

and you've already been

exposed

exploring

understanding

a DEI

racial equity

centered training

so that's where

we want to get to

for Delta

thank you

so on to

our department update

so this

first public update

is focusing

on progress reports

for fiscal year

2023-24

I would say

there's a lot of

work that is

continuing to happen

so you'll see

when I talk a little bit

about what's included

a lot of the teams

included work

that is currently

happening

and ongoing

but this is really

just a snapshot

for that fiscal year

but I first want to

thank and acknowledge

the teams

for their work

dedication and leadership

over the past few years

this work is not linear

and each team

and department

as I said

is unique

in their own needs

and the teams

have really been

doing an amazing job

even in light

of transitions

and struggles

to get going

they are continuing

to be dedicated

and move through

that to progress

the work forward

so while you may

see that teams

either don't

currently have an update

we're still working

with them

that doesn't mean

that work isn't

happening

and teams may be

in different places

but they are all

moving forward

so what's included

in these updates

there is an introduction

from the department

or office director

or chief

so an intro letter

there's also a message

from the equity theme

that dives a little bit

more deeply

into some of the things

that have happened

over the last year

or so

as well as highlights

from the work

that they wanted

to lift up

the department

or office

is working

racial equity statement

so at last year's

equity teams convening

we led a session

on developing

a racial equity statement

these are meant

to be revisited

and iterative

some teams

are more comprehensive

than others

depending on where

they are in the work

and some of them

are shorter

with the idea

that they will grow

over time

so those are also

in different stages

and then finally

there is a spreadsheet

that identifies

which of the 14

outcomes and actions

that each equity team

focused on

for their performance

measures

and steps taken

mostly through June 2024

you will see

some mention

of into the summer

particularly in the fall

and some mention

of work

that is projected

to happen

all right

so for

and I would also

like to mention

the goal is

that we are hoping

to make updates

to the public facing

website in the next

couple of weeks

I would say

the next week or two

we will be updating

with the ones

that are

have been approved

by the department directors

so those will be

rolling out

over the next couple

of weeks

so out of the 14

outcomes and actions

the most common

outcomes

that teams

have identified

and have been working

on are number 2

10 13 and 14

so number 2 and 10

in particular

focus on outreach

and making sure

that youth of color

and young women

have the basic knowledge

of careers

in government service

and fostering employee

career development

so once folks

come into the city

they know how

to promote

and 13 and 14

which talk more

about professional

development capacity

building

and then those

retention efforts

which are very much

connected

so often times

you'll see teams

pair 2 and 10

together

and also 13 and 14

depending on their efforts

so I'm going to give

through this section

just a high level

update from teams

with completed progress

reports

and we will provide

more detailed updates

at future racial equity

committee meetings

but we're really excited

to finally be doing

this first public update

I also just wanted to

before I share

from about each

of the teams

a little bit

of the high level

impact

of what the changes

have been

that I have seen

in working really closely

with the equity teams

over the last couple

of years

and this ties directly

to what Amin was

talking about

and I think also

Mayor Prentum-Geta

and Council Member

Jennings

about the collaboration

is that there has been

better collaboration

across the city

we're seeing

by bringing teams

together

and employees

who might not

work together normally

we're actually seeing

them identify

shared issues

or problems

or brainstorming

and finding that

they're then connecting

outside of the

workforce equity work

in other ways

so there's better

collaboration

across the city

normalizing this work

as Amin says

we're continuing

to do that

departments are more

organized in their efforts

or see and learn

from other departments

who are doing this

and showing them

the roadmap

to become more organized

and increase

in expansiveness

and thinking

and then more opportunities

for equity teams

and team members

to learn from each other

for example

the Center for Sacramento

History

has been hosting

many equity teams

to learn about

the work that they do

and to learn about

the historical

and structural racism

that exists in the city

to ground their work

we host round tables

multiple times a year

around different topics

to enhance learning

the convenings

that Amin talked about

and then continuing

to build networking

and connections

outside of that

so I'm going to

first start

I'm going to highlight

two teams

and the work

that they've been doing

which I think

has been really wonderful

and critical

and are a little bit

further along

and then I'll give

some highlights

from some of the other teams

so I first wanted

to talk about

the Department of Utilities

so they have

I would say

they have a very strong

foundation

in terms of their leadership

and their equity teams

they have a community

and youth outreach sub team

and have attended

many job fairs

and other career opportunities

and they even have

a partnership

and have developed

a webinar

for Sac City Unified

District

showcasing many careers

so that's a point

of external care holder

collaboration

and they've also

been working

for many years

on developing

career pathways matrices

and training programs

specifically for the

DOU plant operator series

so they have been

working specifically

on series

where they want

to make sure

that folks know

when they enter the city

how they progress

through those careers

and they've made

significant progress

towards those goals

and continue to support

department efforts

to reduce bias

and performance evaluation

as well as staff

to support professional

growth and development

conversations

and what I appreciate

is that they've been

working with supervising

plant operators

to complete a draft

of the proposed series

so they're actually

engaging their employees

in that process

so that it's collaborative

and they're getting feedback

including the specs

and skills needed

for each classification

so that's a very specific

example of a need

for a department

and how they've been

approaching that

and I also want

to highlight

from a data point

perspective

DOU

in their progress report

they highlighted

that they saw

a decrease

in vacancy rates

from 18%

in 2022

to 13%

in 2024

what's important

is they said

they can't be certain

of the reason

but would like

to believe

that outreach efforts

contributed to that

they also saw

increases in applicants

in 2024

minor increases

for black or African

American

and Asian applicants

and women applicants

and again

can't necessarily

attribute that

but I will plant

the seed now

and talk a little bit

about the next steps

that this is one

of the reasons

why we want

to improve data collection

improve the systems

for data

so that we can connect

and tie some of the

work that's happening

in the race and gender

equity action plan

to the trends

that we are seeing

because we know

we can't always

attribute that

but we would like

to get better at that

and then I wanted

to highlight

the city attorney's office

which yes

some amazing work

that's been happening

so they led the effort

to meet the requirements

of the California State Bar's

new DEI leadership seal program

and they actually

were awarded

the gold DEI leadership seal

which is the highest

distinction offered

for legal employers

that have implemented

research driven actions

that further workplace

diversity equity

and inclusion

they also implemented

a mentorship program

to provide guidance

and support to mentees

as they navigate

their personal

and professional growth

and they also offer

quarterly lunches

for cohorts

and monthly meetings

for mentors

and mentees

so I think that is

and when they took

this work

they said we're going

to have an equity team

but we want to make sure

that it's integrated

throughout our whole office

so it's a really

wonderful example

of how they've taken

the race and gender

equity action plan

and actually expanded

it beyond

YPSI

the youth in parks

have done mock interviews

for career development

and reducing barriers

for onboarding

by hosting mobile

medical appointments

for medical clearances

and efforts to recruit

from communities

they serve

the Sacramento Police Department

hasn't been ensuring

that oral assessment panels

are composed

with diversity in mind

to ensure a broad range

of perspectives

and lived experiences

the fire department

finally finalized

their contract

with behavior leader

which is currently working

with the fire department

to provide training

and support

to improve workplace

culture systems

and processes

public works

has been participating

also in community

career fairs

but specifically looking

at areas of the city

where they want to recruit

where there may be

underrepresentation

they purchased

a recruitment advertisement

and they have

they have actually

also seen an increase

in the number of women

hired in the past

in classifications

and recycling

and solid waste

and fleet dominated

by men

which again

we can't necessarily

fully attribute

but would like to believe

that the efforts

of their recruitment

and the changes

that they've made

have helped with that

the Office of Innovation

and Economic Development

hosted lunch and learns

to deepen engagement

provide space for discussion

around relevant topics

which led to recruitment

to their equity team

human resources

has made progress

toward launching

a pilot performance

appraisal process

for HR leadership

finance has successfully

administered

a satisfaction survey

and survey results

were reviewed

by equity team members

and shared with the director

CDD supervisors

and managers

participated in a

learning baseline assessment

around DEI

to help provide

direction on training

and outreach strategies

for increasing

knowledge around

these topics

and the Office

of the City Auditor

staff have participated

in audit focused

DEI trainings

through professional groups

and updated

three guiding documents

to address equity

through their audit work

they also updated

their mission statement

to include equity

and establish vision

statement for their office

so I just want to pause there

I know that was a lot

but I think it really shows

the breadth

and the depth

of this work

and how it's very different

for each department

and office

depending on the nature

of their work

and also where they are

and I know that a lot

of department equity teams

look at each other

and the work that they're doing

and say hey

we're not there yet

but we're excited

to get there

and we're excited

to learn from them

to figure out

how they approached it

so many teams

have done lunch and learns

two departments

have done assessments

with various levels

of leadership

which we work closely

with them on

to develop that assessment

with the intention

for that to be guiding

how they approach

capacity building

and training moving forward

of course there's been

more intentionality

around interview panels

and the assessment

or the bias training

that is required now

for anyone who sits

on interview panels

and I really think

that departments

are seeking out resources

from our office

in a different way

and from each other

as a way to enhance

their collective ability

to do this work

and have been consulting

us on that

which has been

really wonderful to see

and some of the challenges

I want to name

we have very large departments

YPSI and CCS

are good examples of that

how do we help them

include goals

when they have so many

different needs

in their divisions

and I would say

they are working hard

to ensure

their teams are representative

of all the needs

across the departments

but that continues

to be something

we navigate with them

as I mentioned before

leadership and staff transitions

staff capacity

the structural deficit

greater capacity

for training

and not having a shared

understanding

are all challenges

that we've identified

and are ongoing

and that we're being

cognizant of

as we do this work

so what's next

and we're excited

so first

we will be publicly

updating the website

in the next couple of weeks

but in terms of

what's next

for our race and gender

equity action plan

and the work

with the department

equity team

so since October

we have had the privilege

to participate

in GER's jurisdiction

evaluation learning exchange

the JELI cohort

that Ami mentioned earlier

and as part of this cohort

we have received

technical assistance

from convening organizations

to review and enhance

our workforce equity work

during a meeting

with Marcos Marquez

of Clear Impact

which is one of these

amazing organizations

that focuses on

results-based accountability

and provides data management

software to track

performance measures

across small

and large projects

we learned about

his work with

Sacramento County's

Department of Family

and Children's Services

after this meeting

we began the process

to learn more

about how they are

utilizing Clear Impact

software and how we

could benefit from

the same infrastructure

we are excited to be

launching this software

with our equity teams

this September

at our annual equity teams

convening

and to prepare

we are working with

each equity team

throughout the summer

to help them develop

actionable performance

measures for their

workforce equity efforts

that are trackable

and this will streamline

reporting and make it

more effective

so that they don't have

to submit word documents

that I created to PDFs

that I upload to the website

so we are really trying

to make it so that

everybody's reports

look the same

and they are working

with the same system

and just in terms of

what that is going to

look like this summer

so we have already started

our 30 minute listening

sessions with each equity team

and it is really a quick

30 minutes to say

what do you do

who do you serve

who are your clients

we will then identify

performance measures

from these listening sessions

with the support of Marcos

we will have one hour

follow-up meetings

with each equity team

to discuss, refine

get feedback from them

so that they see themselves

in these performance measures

and then once we get

to the equity teams

convening

that's really where

this work will be launched

and these updates

and this work

with the teams

is important

for our office

to make recommendations

on what the next iteration

of the RGAP

could look like

and to elevate practices

that need to be citywide

not just on the departments

and we want to

we'll be consulting

with city leadership

to do that

and finally

as a way

to bring this all together

and to connect

these two presentations

three presentations

wanted to talk

a little bit

about the RGAP

strategic alignment

with SCORE

so again

the RGAP

was created

before SCORE

came to be

and the SCORE

work plan

discussions

will include

how we approach

embedding

and transforming

the RGAP

and bringing

workforce equity

efforts

into the citywide plan

because it is part

of the whole

but we also recognize

that departments

some departments

are internally facing

some externally facing

so we really want

to make sure

that this aligns

and is embedded

in a way

that moves

the work forward

and doesn't leave

the department

equity teams

with the work

that they're doing

but is aligned

with the rest

of SCORE

and the RGAP

was only intended

to be a five-year plan

from 2020 to 2025

and while we got

a later start

the 2025 conclusion

is here

so we really

have been thinking

about how do we

restructure

for example

mentoring and coaching

pipeline onboarding

efforts

and lift some

of these up

maybe even beyond

the equity teams

to an executive

leadership level

and the RGAP

is mentioned

in page four

of the work plan

to address inequities

at the institutional

and interpersonal

and individual levels

so this is really

crucial for this

to be part

of the overall strategy

so we are thinking

about how do we

restructure the RGAP

outcomes to be citywide

and continue thinking

about what that

strategic alignment

looks like as we

move forward

with the equity teams

and thank you very much

that's the presentation

happy to answer

any questions

thank you so much

Larissa

do my colleagues

have any questions

or comments

that was very

comprehensive

yeah

no questions

or comments

really great job

and this is a great

progress report

and really appreciate

that your office

in particular

is doing its very best

to make sure

that this is in alignment

with the score initiative

right

I think that's

really important

because we don't want

to see this as something

that's just siloed

happening internally

but how is it also

informed by our

care holders

and how is it connected

to the score work

so I really appreciate that

and then earlier

I do like to apologize

I did walk over

to talk to interim city manager

because I had a question

and I guess I'll ask

the question

it's just

I know that

the equity teams

in particular

I was asking

interim city manager

is this voluntold

is this like volunteer

like you know

because

right

and so

I just wanted to know

like what is the

percentage of staff

that's part of these

equity teams

even though they go back

to work within

their departments

right

it's kind of like

teaching the trainer

and then they go back

but just curious

to know how that's been

and yeah

none of this is really

forced

right

no

so it's

it depends

it varies

there are some departments

I think that

were voluntold

in more ways

so we do have one department

where the equity team

they're trying to expand

but are mostly managers

so I think that was like

we're taking this on ourselves

and we're putting it on ourselves

I think there were some departments

where folks were voluntold

and there were some departments

and offices that said

hey we're looking for volunteers

and honestly

I think that contributes

sometimes to the challenges

of how they function

and their longevity

so it really varies

in terms of numbers

or percentages

again that varies

depending on the size

of the department

I would say that

for the most part

departments are

good about making sure

there's representation

from all the divisions

and there are some departments

that are still looking

for representation

from some of their divisions

yeah

and just to give a

excuse me

just to give a guidance

like you could have

an equity team

could be three people

and then it could be

as big as 20-25 people

and then they might

have subgroups

the way that they

organize themselves

yeah

the other thing is

that we do offer

and highly reference

GAR's

the role of equity teams

their insight paper

on how to structure

and support equity teams

you really want

the equity teams

to be as diverse

as possible

those different perspectives

representing different

classifications

or different levels

different points of view

different ways

of problem solving

besides gender

ethnicity

and other lived experiences

all create

a really dynamic

equity team

so we really encourage

that as where

as possible

and as much as possible

but just to give you

that kind of range

so it kind of depends

and it's really relational

to the size of the department

and here again

the leadership

of the director

really helps to create

the environment

for the equity teams

and I'm actually really

I should say

I'm really proud

of the fact

that there was no resistance

to like

no we're not going to do

an equity team

I'm sorry

right

that did not happen

departments leaned in

they may have leaned in

in different ways

but they've all leaned in

and so every department

and then those

who were not able to

we have some charter offices

that are not

it's because they're so small

and they've been dealing

with turnover

and so

but they're still leaning in

and so we're trying

to find a way

of how we can maybe

network

those teams together

so there's still

that work advancing

so nobody is left out

of the citywide effort

so I hope that gives you

some sense

of the equity teams

thank you so much

I just wanted to say

great job

love the work

that y'all are doing

and I think the only

direction for this

particular is to ensure

that as we move forward

on this work

in particular

that it's in alignment

with the score

and it sounds like

we're doing that

so great job

and I have no more

other comments

this is a receive

and file provide direction

so that was my direction

great thank you so much

all right

great job

do we have any

committee comments

or ideas

oh sorry go ahead

no good for me

we have no public

comments on this item

no public comments

and then I just wanted

to put on the record

for our next racial equity

committee meeting

and I know that I usually

work with our city manager

and our city clerk

to set the agenda

but I know that

the disability

our DAC committee

our disability advisory

commission

one of their recommendation

was that they wanted

to come to the racial

equity committee

to do a presentation

so I wanted just

to put that on record

that we'll make sure

to do that as well

and then the other piece

I just wanted to ask

city staff just

I think it's not

just a city staff

I think it's actually

the city clerk

regarding status

on the city

mandatory diversity

equity inclusion

belonging training

for city electives

and officials

I know that we have

a new mayor

and council

and we just wanted

to get a status update

and so wanted to

circle back

with the city clerk's

office because I know

that that's kind of

within mayor city council

role and the city clerk

so I think getting

an update on that

what's the status

on that

and I know that

there are some

city staff

on the fifth floor

mayor and council

that has not

completed the training

so I just wanted

to make sure

that the part two

training is happening

and so maybe

we can just

just check in

with the city clerk's

office

with city staff

on that

I see Larissa

walking up

you don't have to

answer but

I didn't know

if it was

I think it's

under the city

so I'm happy

Mindy and I

were emailing

so I just have

some information

you should definitely

check with her

but I know

they were working

to move everything

to acumen

to track it

so that's

that is happening

and I believe

there's only one

staff member

who has not

taken the training

I believe everybody

else has completed

part two of part one

I believe

so it's

it's completing

the part one

training

the second round

of it