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2021.09.27 Council Workshop Packet
AGENDA City Council Workshop Meeting 7:00 PM - Monday, September 27, 2021 City Council Chambers & GoToWebinar Page 1. MEETING INSTRUCTIONS for REMOTE ACCESS - The Pasco City Council Workshops are broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive and on the City’s Facebook page at www.facebook.com/cityofPasco. To listen to the meeting via phone, call (213) 929-4212 and use access code 398-399-253. 2. CALL TO ORDER 3. ROLL CALL (a) Pledge of Allegiance 4. VERBAL REPORTS FROM COUNCILMEMBERS 5. ITEMS FOR DISCUSSION 3 - 16 (a) Pasco Public Facilities District - Updates to Charter & Ballot Issue Process 17 - 147 (b) Lodging Tax Advisory Committee (LTAC) Recommendations for 2022 148 - 301 (c) Inclusion, Diversity and Equity Commission Strategic Equity Plan Recommendation 302 - 303 (d) Life and Safety Program for Commercial Structures 304 - 316 (e) Downtown Master Plan Update 317 - 323 (f) Resolution - Naming of New Park in Chapel Hill Neighborhood Page 1 of 332 324 - 326 (g) Resolution - Acceptance of Work for Gesa Stadium Batting Cages 6. MISCELLANEOUS COUNCIL DISCUSSION 7. EXECUTIVE SESSION (a) Consider the Minimum Offering Price for Sale or Lease of Real Estate (if there’s a likelihood that disclosure would decrease the price) Per RCW 42.30.110(1)(c) (10 minutes) 8. ADJOURNMENT 9. ADDITIONAL NOTES 327 - 332 (a) Adopted 2020-2021 Council Goals (Reference Only) (b) REMINDERS • Monday, September 27, 4:00 PM: Hanford Area Economic Investment Fund Advisory Committee Meeting – Ben Franklin Transit Main Conference Room (COUNCILMEMBER PETE SERRANO, Rep.) This meeting is broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive. Audio equipment available for the hearing impaired; contact the Clerk for assistance. Servicio de intérprete puede estar disponible con aviso. Por favor avisa la Secretaria Municipal dos días antes para garantizar la disponibilidad. (Spanish language interpreter service may be provided upon request. Please provide two business day's notice to the City Clerk to ensure availability.) Page 2 of 332 AGENDA REPORT FOR: City Council September 22, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Eric Ferguson, Attorney Executive SUBJECT: Pasco Public Facilities District - Updates to Charter & Ballot Issue Process I. REFERENCE(S): Proposed Ordinance Proposed Amended PPFD Charter II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: N/A IV. HISTORY AND FACTS BRIEF: As a result of changes in State law, specifically Revised Code of Washington (RCW) Section 35.57.027, it is necessary to review and consider amending the Pasco Public Facilities District (PPFD) Charter. V. DISCUSSION: The proposed amendments to the Charter, delineated in the attachment, with strikeouts and underlining, are as follows: • Updated date to “October 2021.” • Article IV Purpose – the term “defined” is amended to “allowed” and the words “or Recreational Facilities” is added to the last sentence. • Article V, Section 5.2 (E) - deleted in its entirety. • Article VII, Section 7.1 (C) – corrected scrivener’s error by replacing “RCW 42.30.010” with “RCW 42.30.110.” Page 3 of 332 The proposed amendments will serve to better align the PPFD Charter with Washington State law. Also, these amendments modify the manner in which the PPFD would proceed with any future ballot initiative. Page 4 of 332 Ordinance – Amending the PPFD Charter - 1 ORDINANCE NO. ______ AN ORDINANCE OF THE CITY OF PASCO, WASHINGTON, PROVIDING FOR AMENDMENT TO THE CHARTER OF THE PASCO PUBLIC FACILITIES DISTRICT AND PUBLISHING AS RESTATED CHARTER WHEREAS, Chapter 35.57 of the Revised Code of Washington (RCW) (the “City PFD Act”) authorizes the Pasco City Council (the “Council”) as the legislative authority of the City, to create a public facilities district coextensive with the boundaries of the City for the purposes, among others, of acquiring, constructing, operating, and financing one or more “Regional Centers” through cooperative and joint ventures with one or more qualifying public facilities districts; and WHEREAS, by adoption of Ordinance No. 3558 (effective July 29, 2002), the Pasco City Council created the Pasco Public Facilities District (the “District”) and approved the Charter thereof; and WHEREAS, House Bill 1499 amended Chapter 35.57 RCW to allow cities who have created a public facilities district under RCW 35.57.010(1)(a) and that participated in the creation of an additional public facilities district under RCW 35.57.010(1)(e), the authority to acquire, construct, own, remodel, maintain, equip, re-equip, repair, finance, and operate one or more recreational facilities other than a ski area; and WHEREAS, in exercising that authority granted by House Bill 1499, the District is authorized to seek voter approval to fund such recreational facilities pursuant to RCW 82.14.048(4)(a); and WHEREAS, the public facilities district possesses all powers with respect to recreational facilities other than a ski area that all public facilities districts possess with respect to regional centers; and WHEREAS, the City Council has determined that it is necessary to amend the Charter with respect to the new authority granted to the District under House Bill 1499; and WHEREAS, Substitute Senate Bill 5984 amended Chapter 35.57 RCW to prohibit the forming jurisdiction or forming jurisdictions or by any action of the public facility district , to restrict the statutorily authorized taxing authority of the public facilities district in any manner; and WHEREAS, Article V, Section 5.2(E) of the Restated Charter currently states that the District shall not impose any tax under Chapter 35.57 and 82.14 RCW without prior Council approval and is in conflict with the changes made by Substitute Senate Bill 5984 and must be amended. Page 5 of 332 Ordinance – Amending the PPFD Charter - 2 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. Approval of Restated Charter. The Restated Charter of the Pasco Public Facilities District is hereby approved in the form set forth in Appendix A. The Restated Charter shall be issued in duplicate original, each bearing the City seal attested by the City Clerk. One original shall be filed with the City; a duplicate original shall be provided to the District. Section 2. This Ordinance shall take full force and effect five (5) days after its approval, passage and publication as required by law. PASSED by the City Council of the City of Pasco, Washington, and approved as provided by law this ____ day of _______________, 2021. _____________________________ Saul Martinez Mayor ATTEST: APPROVED AS TO FORM: ______________________________ ____________________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorney Published: ___________________________ Page 6 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 1 RESTATED CHARTER OCTOBER 2021MARCH 2020 OF THE PASCO PUBLIC FACILITIES DISTRICT ARTICLE I Name and Seal; Definitions Section 1.1 Name. The name of this public facilities district shall be the PASCO PUBLIC FACILITIES DISTRICT (hereinafter referred to as the “District”). Section 1.2 Seal. The District’s seal shall be a circle with the name “PASCO PUBLIC FACILITIES DISTRICT” inscribed therein. Section 1.3 Definitions. All capitalized terms used but not defined herein shall have the meanings set forth in City of Pasco Ordinance No. 3558, adopted on July 15, 2002 (the “Formation Ordinance”). ARTICLE II Authority and Limit on Liability Section 2.1 Authority. The District is a public facilities district organized pursuant to RCW 35.57.010, and the Formation Ordinance. Section 2.2 Limit on Liability. All liabilities incurred by the District shall be satisfied exclusively from the assets, credit, and properties of the District, and no creditor or other person shall have any right of action against or recourse to the City of Pasco (the “City”), its assets, credit, or services, on account of any debts, obligations, liabilities or acts or omissions of the District. Section 2.3 Mandatory Disclaimer. The following disclaimer shall be posted in a prominent place where the public may readily see it in the District’s principal and other offices. It shall also be printed or stamped on all contracts, notes, bonds, and other documents that may entail any debt or liability by the District. The PASCO PUBLIC FACILITIES DISTRICT is organized pursuant to RCW 35.57.010 and the City of Pasco Ordinance No. 3558 (the “Formation Ordinance”). The Formation Ordinance provides as follows: “All liabilities incurred by the District shall be satisfied exclusively from the assets, credit, and properties of the District, and no creditor or other person shall have any right of action against or recourse to the City, its assets, credit, or services, on account of any debts, obligations, liabilities or acts or omissions of the District.” Page 7 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 2 ARTICLE III Duration The duration of the District shall be perpetual except as provided in the Formation Ordinance. ARTICLE IV Purpose The purpose of the District is to provide a legal entity under RCW 35.57.010 and the Formation Ordinance to acquire, construct, own, remodel, maintain, equip, re-equip, repair, finance, operate one or more Regional Centers or Recreational Facilities as defined allowed by RCW 35.57.020 and/or to participate jointly, by interlocal agreement, in such activities with one or more qualifying public facilities districts for the development of one or more Regional Centers or Recreational Facilities together with related parking facilities. ARTICLE V Powers Section 5.1 Powers. The District shall have and may exercise all lawful powers conferred by State law, the Formation Ordinance, this Charter and its Bylaws. Section 5.2 Limitation of Powers. The District organized under this Charter in all activities and transactions shall be limited in the following respects: A. The District shall have no power of eminent domain; B. The District may not incur or create any liability that permits recourse by any person to any assets, services, resources, or credit of the City. All liabilities incurred by the District shall be satisfied exclusively from the assets and credit of the District. No creditor or other person shall have any recourse to the assets, credit, or services of the City on account of any debts, obligations, liabilities, acts, or omissions of the District; C. All revenue, receipts, assets, or credit of the District shall be applied toward or expended upon services, projects, and activities authorized by State law, the Formation Ordinance and this Charter; D. The District may contract with the City for all support staff and support services and shall not employ staff or contract for professional services without express authority from the Council; and E. The District shall not impose any taxes under Chapters 35.57 RCW or 82.14 RCW without prior approval of the City Council. Page 8 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 3 ARTICLE VI Board of Directors and Corporate Officers Section 6.1 Powers. The Board shall govern the affairs of the District. All corporate powers of the District shall be exercised by or under the authority of and the business, property and affairs of the District shall be managed under the direction of the Board except as may be otherwise provided in this Charter, the Formation Ordinance or State law. Section 6.2 Board Composition. Pursuant to RCW 35.57.010 and the Formation Ordinance, the Council has established that the Board has five members. The Council shall appoint the members of the Board as follows: (i) two members appointed by the Council; and (ii) three members appointed by the Council based on recommendations from local organizations. The members appointed under (i) of this subsection shall not be members of the Council. The members appointed under (ii) of this subsection, shall be based on recommendations received from local organizations that may include, but are not limited to the local chamber of commerce, local economic development council, and local labor council. Except for certain of the initial Board members [as set forth in Section 6.3(A)], the members shall serve four-year terms. Section 6.3 Terms of Office. A. The terms of office of the initially appointed members of the Board shall commence on the date of their appointment and shall be staggered as follows. Of the initial members, one must be appointed for a one-year term, one must be appointed for a two-year term, one must be appointed for a three-year term, and the remainder must be appointed for four-year terms. B. With respect to the appointments of the initial Board members, the Council shall designate which members are assigned to the one-, two-, three- and four-year terms identified in subsection 6.3(A) above for purposes of determining the length of terms of such initial Board members. C. The Council shall fill vacancies during and at the expiration of the term of Board members in the same manner as initial appointments. D. Except for the initial members of the Board, each member shall be appointed to serve for a four-year term. Each member shall continue to serve until his or her successor has been appointed and qualified. E. Terms shall expire on the day prior to the anniversary date of the Charter of the year in which the respective director is scheduled to terminate. Section 6.4 Quorum and Manner of Action. At all meetings of the Board three directors then in office shall constitute a quorum. The Board may adopt resolutions of the Board only by an affirmative vote of a majority of the Board members then in office. Page 9 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 4 Section 6.5 Officers and Division of Duties. A. The initial officers of the District shall be the President, Vice President and Secretary/Treasurer of the Board. In no event shall there be less than two officers designated, nor shall the same person occupy more than one office. Additional officers (permanent or ad hoc) and temporary officers may be created by majority approval of the Board or amendments to this Charter. B. The President shall be the agent of the District for service of process; the Bylaws may designate additional corporate officials as agents to receive or initiate process. The corporate officers, who shall be selected from among the membership of the Board, shall manage the daily affairs and operations of the District. C. The Board shall oversee the activities of the corporate officers, establish and/or implement policy, participate in corporate activity, and shall have stewardship for management and determination of all corporate affairs consistent with this Charter. Section 6.6 Executive Committee. An Executive Committee, which may be appointed and/or removed by the Board, and shall have and exercise such authority of the Board between meetings of the Board. Section 6.7 Removal of Board Members. The Council may by resolution remove from the Board for any reason, with or without cause, any member of the Board at a public meeting, with prior notice to the District. In the event of removal, members shall be replaced in the same manner as provided for in filling vacancies on the Board. ARTICLE VII Meetings Section 7.1 Board Meetings. A. The Board shall meet at least quarterly each year; special meetings of the Board may be called as provided by the Charter, the Bylaws or RCW 42.30.010 et seq. B. The Board shall be the governing body of a public agency as defined in RCW 42.30.020, and all meetings of the Board shall be held and conducted in accordance with RCW 42.30.010 et seq. Notice of meetings shall be given in a manner consistent with RCW 42.30.010 et seq. In addition, the District shall provide, where practicable, notice of meetings mailed at least three days prior to the time of the meeting, to any individual specifically requesting it in writing. C. All Board meetings, including all other permanent and ad hoc committee meetings, shall be open to the public to the extent required by RCW 42.30.010 et seq. The Board and committees may hold executive sessions to consider matters enumerated in RCW 42.30.1010 et seq or privileged matters recognized by law, and shall enter the cause therefor upon its official Page 10 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 5 journal. At all public meetings, any citizen shall have a reasonable opportunity to address the Board either orally or by written petition. Voting by proxy is not permitted. Section 7.2 Parliamentary Authority. The rules in Robert’s Rules of Order (revised) shall govern the District in all cases to which they are applicable, where they are not inconsistent with the Charter or with the special rules of order of the District set forth in the Bylaws. Section 7.3 Minutes. Copies of the minutes of all regular or special meetings of the Board shall be available to any person or organization that requests them. The minutes of all Board meetings shall include a record of individual votes on all matters requiring Board approval. ARTICLE VIII Procedural Requirements Section 8.1 Board Review. A. At least quarterly, the Board shall review monthly statements of income and expenses, which compare budgeted expenditures to actual expenditures. The Board shall review all such information at regular meetings, the minutes of which shall specifically note such reviews and include such information. B. General or particular authorization or review and concurrence of the Board by resolution shall be necessary for any significant transaction including execution of any contract for an amount more than $5,000, adoption of an annual budget, which such adoption shall occur no later than December 1 of the year prior to the budget year, certification of reports and statements to be filed with the City as true and correct in the opinion of the Board and of its members except as noted, and proposed amendments to the Charter and Bylaws. Section 8.2 Establishment and Maintenance of Office and Records. The District shall: A. Maintain a principal office at a location within the boundaries of the City; B. File and maintain with the City Clerk a current listing of all Board officials, their positions and their home addresses, their business and home phone numbers (which information is personal non-disclosable information), the address of the District’s principal office and of all other offices used by it, and a current set of its Bylaws; and C. Maintain all of its records in a manner consistent with the Preservation and Destruction of Public Records Act, RCW Chapter 40.14. Section 8.3 Access to Records. A. The District shall keep an official journal containing the minutes of proceedings at all regular and special meetings of the Board and the resolutions of the Board. Page 11 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 6 B. Any person shall have access to records and information of the District to the extent allowed by State law. Section 8.4 Deposit of Public Funds. All District monies shall be invested in investments that would be lawful for the investment of City funds. Section 8.5 Reports and Information. The District shall, within three months after the end of its fiscal year, file an annual report with the City containing financial statements of assets and liabilities, revenue and expenditures and changes in its financial position during the previous year; a summary of significant accomplishments; a projected operating budget for the current fiscal year; a summary of projects and activities to be undertaken during the current ye ar; and a list of District officials. Section 8.6 Audits and Inspections. The District shall, at any time during normal business hours and as often as the City Manager or his designee, the Council or the State Auditor deem necessary, make available to the City Manager or his designee, the Council or the State Auditor for examination all of its financial records. The District shall permit the City Manager or his designee, the Council or State Auditor to audit, examine and make excerpts or transcripts from such records, and to make audits of all records relating to all the aforesaid matters. The District shall review with the City Manager within 45 days of receipt and take immediate corrective action to address any audit findings or qualifications in its audit reports. Section 8.7 Insurance. The District shall maintain in full force and effect public liability insurance in an amount sufficient to cover potential claims for bodily injury, death or disability and for property damage, which may arise from or be related to projects and activities of the District, naming the City as an additional insured, if such insurance shall be available at a reasonable price as determined by the Board. If insurance is not maintained, the District shall maintain adequate reserves, as determined by the Board, to cover potential claims and losses. Section 8.8 Bylaws. A. Bylaws of the District may be adopted as the official rules for the governing of meetings and the affairs of the District. B. The Bylaws may be amended as provided in Article IX of this Charter and consistent with the Formation Ordinance in order to provide additional or different rules for governing the District and its activities as are not inconsistent with this Charter. C. Amendments to the Bylaws shall be effective 10 days after filing with the City Clerk, unless such amendment(s) shall have been passed by unanimous vote of the Board and an earlier effective date shall have been set. Page 12 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 7 Section 8.9 Conflict of Interest. A. A Board member or employee of the District may not participate in Board decisions if that person or a member of that person’s immediate family has a financial interest in the issue being decided. B. A Board member or employee is not considered to be financially inter ested in a decision when the decision could not affect that person in a manner different from its effect on the public. C. No Board member or employee of the District shall accept, directly or indirectly, any gift, favor, loan, retainer, entertainment or other thing of monetary value from any person, firm or corporation having dealings with the District when such acceptance would conflict with the performance of a Board member or employee’s official duties. A conflict, or possibility of conflict, shall be deemed to exist where a reasonable and prudent person would believe that it was given for the purpose of obtaining special considerations or influence. D. The Board may adopt additional conflict of interest and ethical rules it considers appropriate. E. For purposes of this section, “participate in a decision” includes all discussions, deliberations, preliminary negotiations, and votes. Section 8.10 Discrimination. A. Board membership may not directly or indirectly be based upon or limited by creed, age, race, color, religion, sex, national origin, marital status or the presence of any sensory, mental or physical disability, unless such limitations are necessary for the performance of the role and no less discriminatory alternatives are available. B. To ensure equality of employment opportunity, the District shall not discriminate in any matter related to employment because of creed, age, race, color, religion, sex, national origin, marital status or the presence of any sensory, mental or physical disability, unless such limitations are necessary for the performance of the role and no less discriminatory alternatives are available. The District shall, in all solicitations or advertisements for employees placed by or on behalf of the District, state that all qualified applicants will receive consideration for employment without regard to creed, age, race, color, religion, sex, national origin, marital status or the presence of any sensory, mental or physical disability, unless such limitations are necessary for the performance of the role and no less discriminatory alternatives are available. Page 13 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 8 ARTICLE IX Amendments to Charter and Bylaws Section 9.1 Proposals to Amend Charter. A. The District may propose to the Council that its Charter be amended by resolution passed by a procedure outlined in its Bylaws at a regular or special meeting of the Board for which 30 days’ advance written notice was given. B. When required by law, the District shall propose to the Council an amendment to this Charter that will conform to and be consistent with said law. C. As necessary and appropriate in the discretion of the Council, the Council may propose to amend this Charter on its own initiative. Section 9.2 Charter Amendments. The Charter may be amended only with the approval of the Council. After adoption of a Charter amendment, the revised Charter shall be issued and filed in the same manner as the original Charter. Section 9.3 Amendments to Bylaws. The Bylaws of the District may be adopted or amended by a resolution passed by a majority of the Board members in office at the time, provided amendments are consistent with the Formation Ordinance and this Charter. Bylaws shall be reviewed annually after the election of officers with recommendations, if any, for amending the bylaws proposed by the Executive Committee of the District, if such committee is established, otherwise by an ad hoc Bylaws Committee appointed by the Board President. At any other time, any Board member may introduce necessary amendments to the Bylaws to the Board for consideration. As provided in the Formation Ordinance, as necessary and appropriate in the discretion of the Council, the Council may amend the Bylaws. Amendments to the Bylaws adopted by the Council may not be further amended by the District for one year except with Council approval. ARTICLE X Commencement The District shall commence its existence effective July 29, 2002. Page 14 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 9 ARTICLE XI Dissolution Section 11.1 Dissolution Process. A. If the Board makes an affirmative finding that dissolution is necessary or appropriate because the purposes of the District may not be fulfilled for any reason, the Board may adopt a resolution requesting the Council to dissolve the District. B. Upon adoption of a motion by the Council requesting the following information, or upon adoption by the District board of a resolution requesting its own dissolution, the District shall file a dissolution statement with the City Clerk setting forth: 1. The name and principal office of the District; 2. The debts, obligations and liabilities of the District, including conditions of grants and donations, and the property and assets available to satisfy the same; the provisions to be made for satisfaction of outstanding liabilities and performance of executory contracts; and the estimated time for completion of its dissolution; 3. Any pending litigation or contingent liabilities; 4. The Board resolution requesting such dissolution and the date(s) and proceedings leading toward its adoption, whenever the dissolution be voluntary; and 5. A list of persons to be notified upon completion of dissolution. Section 11.2 Trusteeship. A. Superior Court jurisdiction over dissolution arises in the event the dissolution Ordinance enacted by the Council requests Superior Court trusteeship. In the event that the dissolution Ordinance so requests Superior Court trusteeship, the Superior Court of Franklin County shall have jurisdiction and authority to appoint trustees or receivers of corporate property and assets and supervise such trusteeship or receivership. B. The trustees appointed by the Superior Court shall take such actions as necessary during the trusteeship to achieve the object thereof as reasonable. The trustees shall have the power and authority to reorganize the District and recommend amendment of its Charter and/or its Bylaws; suspend and/or remove District officials, and manage the assets and affairs of the District; and exercise any and all District powers as necessary or appropriate to fulfill outstanding agreements, to restore the capability of the District, to perform the functions and activities for which it is chartered, to reinstate its credit or credibility with its creditors or obligees, and, if so authorized by the Superior Court, to oversee its dissolution and appropriate subsequent transactions. Page 15 of 332 Restated Charter Pasco Public Facilities District, March October 20202021 Page 10 ARTICLE XII Approval of Restated Charter APPROVED by Pasco City Council Ordinance No. 4485, adopted on 2nd ____ day of MarchOctober, 20202021. Saul Martinez, Mayor ATTEST: APPROVED AS TO FORM ONLY: Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorney Page 16 of 332 AGENDA REPORT FOR: City Council September 20, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Angela Pashon, Senior Management Analyst Executive SUBJECT: Lodging Tax Advisory Committee (LTAC) Recommendations for 2022 I. REFERENCE(S): 2022 Lodging Tax Requests 09.10.2021 LTAC Minutes II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Lodging Tax Funds - $556,900 IV. HISTORY AND FACTS BRIEF: State law authorizes the collection of a 2% local tax on lodging facilities (hotels and motels).Originally, the funds could be used for stadiums and tourism promotion activities. In 1993, like several cities prior to that time, Pasco was granted by State law the authority to assess an additional 2% lodging tax fund specifically for the City's share of TRAC, currently known as the HAPO Center. The legislature subsequently increased the base lodging tax to 4% and eliminated the individual taxing authorizations. The amendment also required the establishment of a Lodging Tax Advisory Committee (LTAC) to review and recommend proposed uses of the lodging tax annually. V. DISCUSSION: For the 2022 application process, staff identified strategies to expand outr each efforts in the solicitation of applications including: publishing on social media and Page 17 of 332 City website; direct communication with Downtown Pasco Development Authority (DPDA), Hispanic Chamber of Commerce, Colima-Pasco Friendship Association (COPA), Franklin County Historic Society and Museum, Eagle Media Company, Latin Business Authority (LBA), Pasco Chamber, and Visit Tri- Cities; and communicating application to the Arts and Culture Commission and Inclusivity, Diversity, and Equity Commission (IDEC). The Pasco LTAC convened on September 10, 2021, to review six proposals received for use of the 2022 Lodging Tax receipts. Based on the Committee's review of allowable uses and individual requests, the LTAC recommends fund allocations as outlined below: • $250,000 (est.) TRAC (HAPO Center), 50% of actual operating costs • $126,000 Baseball Stadium Improvements Debt Service (20-year obligation on $2 million beginning 2019) • $149,000 (est.) Visit Tri-Cities Promotion Services (agreement for 50% of 2%) • $ 3,900 Fund Administration and Expenses • $ 20,000 Pasco Chamber of Commerce Events • $ 8,000 LBA Tamale Event Marketing & Operations • $556,900 TOTAL Impacts of COVID-19 has greatly impacted tourism which staff projects will continue to impact the industry through 2022.The $556,900 LTAC recommendation exceeds projected 2022 lodging tax revenues estimated at $500,000. The Hotel/Motel Fund has a balance of approximately $445,000 (estimated fund balance as 1/1/2022), which is available for 2022 expenditures in excess of revenues. With respect to the recommendations of the LTAC, per RCW 67.28.1816 2(b)(ii), the City Council must either accept the recommendation of the local lodging tax advisory committee or in the alternative, the Council can determine that the recommendation is not acceptable and remand the matter back the LTAC Committee. Staff requests discussion and further direction on the LTAC recommendations. Page 18 of 332 Page 19 of 332 Page 20 of 332 Page 21 of 332 Page 22 of 332 AGENDA REPORT FOR: City Council October 30, 2018 TO: Dave Zabell, City Manager Regular Meeting: 11/5/18 FROM: Daniela Erickson, City Clerk Administrative & Community Services SUBJECT: Approval of Minutes I. REFERENCE(S): Minutes 10.15.18 and 10.29.18 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: MOTION:To approve the minutes of the Pasco City Council Regular Meeting dated October 15, 2018 and the Special Meeting dated October 29, 2018. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: V. DISCUSSION: Page 23 of 332 REGULAR MEETING MINUTES PASCO CITY COUNCIL OCTOBER 15, 2018 1 CALL TO ORDER: The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Ruben Alvarado, Blanche Barajas, Craig Maloney, Saul Martinez, and Matt Watkins. Excused: Pete Serrano and David Milne. Staff present: Dave Zabell, City Manager; Stan Strebel, Deputy City Manager; Leland Kerr, City Attorney; Steve Worley, Public Works Director; Rick White, Community & Economic Development Director; Richa Sigdel, Finance Director; Zach Ratkai, Administrative & Community Services Director; Bob Metzger, Police Chief; Ed Dunbar, Deputy Fire Chief; Mary Heather Ames, Senior Engineer. The meeting was opened with the Pledge of Allegiance. CONSENT AGENDA: Approval of Minutes To approve the minutes of the Pasco City Council Meeting dated October 1, 2018. Bills and Communications To approve claims in the total amount of $3,129,012.39 ($1,826,730.50 in Check Nos. 224944-225282; $503,213.35 in Electronic Transfer Nos. 822296, 822336- 822340, 822387-822388, 822405; $33,067.98 in Check Nos. 52226-52257; $762,110.12 in Electronic Transfer Nos. 30125664-30126191; $3,890.44 in Electronic Transfer Nos. 521-525). To approve bad debt write-off for Utility Billing, Ambulance, Cemetery, General Accounts, Miscellaneous Accounts, and Municipal Court (non-criminal, criminal, and parking) accounts receivable in the total amount of $220,105.38 and, of that amount, authorize $134,018.53 to be turned over for collection. Lodging Tax Advisory Committee Recommendations To approve the allocation of 2019 Lodging Tax receipts as recommended by the Lodging Tax Advisory Committee as shown in the minutes of August 21, 2018. MOTION: Mr. Maloney moved to approve the Consent Agenda as read. Ms. Barajas seconded. Motion carried by unanimous Roll Call vote. PROCLAMATIONS AND ACKNOWLEDGEMENTS: Mr. Zabell introduced Griselda Garcia, Senior Accountant, a new hire for the Finance Department formerly with the State Auditor's Office. VISITORS - OTHER THAN AGENDA ITEMS: • Antonio Costa, Local 59 member, hopes the City will utilize area contractors for the Lewis Street Overpass project. Page 24 of 332 REGULAR MEETING MINUTES PASCO CITY COUNCIL OCTOBER 15, 2018 2 • Jerry Hammond - Journeyman Carpenter and resident since 1959 also commented on supporting local workers. REPORTS FROM COMMITTEES AND/OR OFFICERS: Verbal Reports from Councilmembers • Mr. Martinez attended the Lewis Street Overpass Open House. Great turnout. Also attended the Open House for the Argent Fire Station. Attended the AWC Meeting Thursday night regarding local and regional issues including mental health. • Mr. Maloney attended the Ruckelshaus meeting last Tuesday for updates to planning framework. • Ruben Alvarado also attended the AWC Meeting. It was encouraging to have all the Pasco representation there. Also, he was at the BFCOG Policy Advisory Committee Meeting where they reviewed the transportation improvement program. • Ms. Barajas attended the AWC Meeting and liked the positive feedback. • Mr. Watkins commented that at the Benton Franklin Transit Meeting the recent demo routes were exceeding expectations. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND RESOLUTIONS RELATING THERETO: Special Permit Appeal: Mor-Stor Mini Storage Expansion in a C-1 Zone (MF# APPL 2018-002) MOTION: Mr. Maloney moved to continue the Closed Record Hearing to the November 19, 2018 Regular Council Meeting. Mr. Martinez seconded. Motion carried unanimously. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS: Special Permit: Location of Wireless Communication Facilities in a C-1 Zone (MF# SP 2018-008) MOTION: Mr. Maloney moved to approve Resolution No. 3867, granting a special permit for the location of wireless communication facilities at 115 South 10th Avenue. Ms. Barajas seconded. Motion carried by unanimous Roll Call vote. Boating Facilities Program Grant - Authorizing Resolution MOTION: Mr. Maloney moved to approve Resolution No. 3869, authorizing the Administrative & Community Services Director to act as the authorized representative/agent on behalf of our organization and to legally bind our organization with respect to the above project for which we seek grant funding assistance managed through the Recreation and Conservation Office. Mr. Martinez seconded. Motion carried unanimously. Final Project Acceptance - 2017 Trail Rehabilitation MOTION: Mr. Maloney moved to adopt Resolution No. 3870, accepting work performed by Arrow Concrete and Asphalt Specialties, Inc., under contract for the 2017 Trail Rehabilitation project. Mr. Alvarado seconded. Motion carried unanimously. Page 25 of 332 REGULAR MEETING MINUTES PASCO CITY COUNCIL OCTOBER 15, 2018 3 Final Project Acceptance - WWTP Immediate Needs Electrical Improvements MOTION: Mr. Maloney moved to adopt Resolution No. 3871, accepting work performed by Northpoint Electrical Contracting, Inc., under contract for the WWTP Immediate Needs Electrical Improvements project. Ms. Barajas seconded. Motion carried unanimously. UNFINISHED BUSINESS: Electronic Traffic Control Rick Willing with Redflex, Inc., gave a presentation on Electronic Traffic Control and answered Council questions. Council did not make a motion to approve the Redflex Contract to allow staff to make further adjustments. It will be brought back for consideration at a future meeting. MISCELLANEOUS DISCUSSION: Mr. Zabell attended the Ruckelshaus Meeting with Jacob Gonzalez, Senior Planner. It was well facilitated. He also complimented wastewater treatment plant staff on their fourth year of perfect compliance with the Department of Ecology. ADJOURNMENT: There being no further business, the meeting was adjourned at 8:44 p.m. PASSED AND APPROVED this 5th day of November 2018. APPROVED: ATTEST: Matt Watkins, Mayor Daniela Erickson, City Clerk Page 26 of 332 SPECIAL MEETING MINUTES PASCO CITY COUNCIL OCTOBER 29, 2018 1 CALL TO ORDER: The meeting was called to order at 7:00 p.m. by Matt Watkins, Mayor. ROLL CALL: Councilmembers present: Ruben Alvarado, Craig Maloney, David Milne, Pete Serrano, and Matt Watkins. Excused: Blanche Barajas and Saul Martinez. Staff present: Dave Zabell, City Manager; Eric Ferguson, Acting City Attorney; Steve Worley, Public Works Director; Rick White, Community & Economic Development Director; Richa Sigdel, Finance Director; Zach Ratkai, Administrative & Community Services Director; Bob Metzger, Police Chief and Bob Gear, Fire Chief. The meeting was opened with the Pledge of Allegiance. HEARINGS AND COUNCIL ACTION ON ORDINANCES AND RESOLUTIONS RELATING THERETO: 2019 Ad Valorem Tax Levy Council and Staff discussed the details of the options for the 2019 Ad Valorem Tax Levy Mayor Watkins declared the public hearing open to consider the 2019 Ad Valorem Tax Levy. Jeffrey Robinson, Stephen Bauman and John Cloud all provided public testimony in favor of the levy. Following three calls for further comments, Mayor Watkins declared the Public Hearing closed. MOTION: Mr. Maloney moved to table the decision on this item until the next regularly scheduled business meeting. Mr. Milne seconded. Motion carried unanimously. ORDINANCES AND RESOLUTIONS NOT RELATING TO HEARINGS: Pacific Power Franchise Extension MOTION: Mr. Maloney moved to adopt Ordinance No. 4399, extending the franchise for Pacific Power Corporation for a period of six months. Mr. Alvarado seconded. Motion passed unanimously. NEW BUSINESS: Bid Award: 1800059 Wastewater Treatment Plant PLC and Controls Upgrade MOTION: Mr. Maloney moved to award the Wastewater Treatment Plant (WWTP) PLC and Controls Upgrade project to Townsend Controls and Electric, LLC. in the amount of $814,172.48 and, further, authorize the City Manager to execute the contract documents. Mr. Serrano seconded. Motion passed unanimously. Page 27 of 332 SPECIAL MEETING MINUTES PASCO CITY COUNCIL OCTOBER 29, 2018 2 Performance of a City Official MOTION: Mr. Maloney moved to accept the final report by Kenbrio Inc. reflecting the City Council's corporate view of the City Manager's performance for the period June 2017 - June 2018 and in recognition a 2% salary increase effective July 1, 2018. Mr. Alvarado seconded. Motion passed by unanimous roll call vote. ADJOURNMENT: There being no further business, the meeting was adjourned at 8:27 p.m. PASSED AND APPROVED this 5th day of November 2018. APPROVED: ATTEST: Matt Watkins, Mayor Daniela Erickson, City Clerk Page 28 of 332 Page 29 of 332 Page 30 of 332 Page 31 of 332 Page 32 of 332 Page 33 of 332 Page 34 of 332 Page 35 of 332 Page 36 of 332 Page 37 of 332 Page 38 of 332 Page 39 of 332 Page 40 of 332 Page 41 of 332 Page 42 of 332 Page 43 of 332 Page 44 of 332 Page 45 of 332 Page 46 of 332 Page 47 of 332 Page 48 of 332 Page 49 of 332 Page 50 of 332 Page 51 of 332 Page 52 of 332 Page 53 of 332 Page 54 of 332 Page 55 of 332 Page 56 of 332 Page 57 of 332 Page 58 of 332 Page 59 of 332 Page 60 of 332 Page 61 of 332 Page 62 of 332 Page 63 of 332 Page 64 of 332 Page 65 of 332 Page 66 of 332 Page 67 of 332 Page 68 of 332 Page 69 of 332 Page 70 of 332 Page 71 of 332 Page 72 of 332 Page 73 of 332 Page 74 of 332 Page 75 of 332 Page 76 of 332 Page 77 of 332 Application for 2022 Pasco Lodging Tax Funds Amount of Lodging Tax Requested: $___________ Organization/Agency Name: Federal Tax ID Number: Contact Name and Title: Mailing Address: City: State: Zip: Phone: Email Address: ☐Non-Profit ☐For-Profit ☐Public Agency Type: Title of Proposed Use/Activity: Description: Funding Outline: Sources Requested Lodging Tax Funds** $TOTAL Uses Tourism Marketing Event/Festival Marketing/Operation Tourism Facility Operation _____________________________ TOTAL $ Please attached the following (if applicable) to your application: Lodging Tax from Kennewick and Richland** Private Industry Investments* TPA Assessments •If your agency is a non-profit a copy of your agency’s current non-profit corporate registration with the Washington Secretary of State. •Brochures or other information about your event/activity/facility, in particular items showing recent tourism promotion efforts. (Optional) Visit Tri-Cities 2020 Annual Report is attached. In addition, following are links to the Visit Tri-Cities website, www.VisitTri-Cities.com and Visitor Guide, http://online.fliphtml5.com/hqid/wzdo/#p=1. The Visit Tri-Cities 2021 Budget for Lodging Tax is also attached. *Estimated budget for 2022 will be approved by the Tri-Cities Board of Directors in December of 2021. **Actual revenue to be calculated using 5-year average as per contract. $1,871,914 $ 150,992 $ 533,690 $ 338,037 2,894,633 $2,894,633 2,894,633 150,992 Page 78 of 332 As a direct result of your proposed tourism-related service, provide an estimate of: What method was used to determine attendance in previous years? a.Overall Attendance Enter the total number of people predicted to attend this activity and select the method used to determine the attendance. Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate b.Attendance, 50+ Miles Number of people predicted to travel more than 50 miles to attend this activity and select the method used to determine the attendance. Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate c.Attendance, Out of State, Out of Country Of the total listed in "b" above, number of people predicted to travel from another state and country and select the method used to determine the attendance. Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate d.Attendance, Paid for Overnight Lodging Enter the number of predicted to attend this activity and pay for overnight lodging and select the method used to determine the attendance. Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate e.Attendance, Did Not Pay for Overnight Lodging Enter the number of predicted to attend this activity without paying for overnight lodging and select the method used to determine the attendance. Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate I am an authorized agent of the organization/agency applying for funding. I understand that: •Funds must be expended within the calendar year. •Reporting requirements meeting state guidelines outlined in this application must be submitted with final request for reimbursement. •All funded requests will be monitored for progress and consistency with scope and time line outlined in •All requests for reimbursement for approved costs shall be in writing and shall have supporting documentation to verify the expenditure of the funds included in request. The State of Washington requires an estimate for the following questions below: Direct Count: Actual count of visitors using methods such as paid admissions or registrations, clicker counts at entry points, vehicle counts or number of chairs filled. A direct count may also include information collected directly from businesses, such as hotels, restaurants or tour guides, likely to be affected by an event. Indirect Count: Estimate based on information related to the number of visitors such as raffle tickets sold, redeemed discount certificates, brochures handed out, police requirements for crowd control or visual estimates. Representative Survey: Information collected directly from individual visitors/participants. A representative survey is a highly structured data collection tool, based on a defined random sample of participants, and the results can be reliably projected to the entire population attending an event and includes margin of error and confidence level. Informal Survey: Information collected directly from individual visitors or participants in a non-random manner that is not representative of all visitors or participants. Informal survey results cannot be projected to the entire visitor population and provide a limited indicator of attendance because not all participants had an equal chance of being included in the survey. Structured Estimate: Estimate produced by computing known information related to the event or location. For example, one jurisdiction estimated attendance by dividing the square footage of the event area by the international building code allowance for persons (3 square feet). *The following overall attendance is for Pasco Conventions and Sports only and based on actual attendance as reported year-to-date in the 2021 Conventions and Sports Digest. Business and Individual Travel are not included. Signature:Name (Printed): Date: f.Paid Lodging Nights Predicted: ☐ Direct Count ☐ Indirect Count ☐ Representative Survey ☐ Informal Survey ☐ Structured Estimate Enter the number of predicted paid lodging nights and select the method used to determine the attendance. Lodging night = one or more persons in one room 15,458* 252,785** 168,523 Number of sold guest rooms in Pasco in 2020 reported by STR **The Attendance for Paid Overnight Lodging is calculated based on the total number of Paid Lodging Nights and an average of 1.5 people per room per night. Michael Novakovich August 23, 2021 NA NA NA Page 79 of 332 RENEWAL AGREEMENT FOR THE PROMOTION OF TOURISM THIS RENEWAL AGREEMENT is entered into between the CITY OF PASCO, a municipal corporation, hereinafter referred to as the "City", and the TRI -CITIES VISITOR AND CONVENTION BUREAU, a Washington non-profit corporation, doing business as Visit TRI- CITIES," hereinafter referred to as the "Bureau." IN CONSIDERATION of the mutual covenants as set forth herein, the parties agree as follows: The Bureau agrees to perform promotional services for the City including, but not limited to, advertising, publicizing and otherwise distributing information for the purpose of attracting visitors and encouraging tourist expansion to and within the City. In providing such services the Bureau shall: Develop and implement a marketing and promotional plan that advertises and promotes the Tri -Cities and the City for the purpose of attracting visitors. Appropriate activities would include the production and distribution of a visitor guide, brochures, participation in travel shows, conducting advertising campaigns and other activities designed to promote the attractions of this area in targeted markets. 2. Manage and execute a comprehensive website and digital marketing campaigns designed to educate travelers, drive demand, assist local businesses in staff recruitment & relocation efforts, and complement City economic development strategies. 3. Provide City staff with accurate and detailed information on tourism statistics including but not limited to hotel occupancies, economic impact figures, and group histories to support the City's efforts to recruit businesses within the hospitality industry. 4. Act as a membership organization and liaison to small businesses located in the City of Pasco that are dependent on tourism spending for financial success. 5. Solicit convention business and sports tournaments for the Tri -Cities and the City at the regional and state level through activities such as: A. Making contact with convention and sports planners and executives of organizations and groups to solicit sports, meetings and conventions in the Tri -Cities and the City. B. Researching convention and sports leads and contacting convention representatives of association groups and tournament representatives of sports groups, promoting the Tri -Cities and the City and offering convention and sports planning assistance. Renewal Agreement for the Promotion of Tourism - Page 1 Page 80 of 332 C. Preparing and distributing invitational convention and sports bid packets including information on the Tri -Cities and the City and the convention and sports facilities available therein. 6. Provide prospective sports organization and convention representatives with familiarization tours of venues and convention hotel facilities in the Tri -Cities and the City for the purpose of assisting in the selection of a hotel(s) and/or other venues in which to hold sports tournaments, conventions and meetings. 7. Provide convention chairpersons and/or association executives and sports tournament directors with a bid packet and a planner's workbook to assist in planning conventions and/or sports tournaments. 8. Assist future conventions and sporting events in maximizing attendance through pre -event promotion. Produce promotional videos, collateral material, press releases, display booths and marketing materials to be used twelve to eighteen months prior to the event to increase awareness and create enthusiasm for attendance at Tri -Cities events. 9. Operate a visitor information center in the Tri -Cities to promote the Tri -Cities as a destination of choice and encourage visitors to enjoy local attractions and amenities, driving economic impact. 10. Include advertising material in promotional packets and other releases promoting regular tourism related Tri -City activities and events. 11. Reserve a seat on the Bureau's Board of Directors for representation by the City Manager or City Council Member. 12. Specific activities to be undertaken by the Bureau each year reflecting actions to be taken in the above -noted categories of service shall be detailed in an annual work plan. The work plan will be presented to the City for approval in March of each year. II. For the services herein contemplated and more fully described in the annual work plan, the City agrees to pay the Bureau fifty percent (50%) of the annual average hotel/motel tax receipts of the City collected from the first two percent (2%) levied for the five-year period immediately preceding each year of the contract period. The Bureau shall invoice the City for such services on a monthly basis on the 11t of each month for the services provided the month prior. 1. Provision for Economic Downturn: In the event of an economic downturn wherein there is a -15% decline in hotel/motel taxes over a period of six months the parties agree to a payment for services as described herein. A. The base for comparison will be the same six-month period during the Renewal Agreement for the Promotion of Tourism - Page 2 Page 81 of 332 prior year, or the average of 2017, 2018 and 2019 (whichever is greater). B. The -15% reduction in hotel/motel taxes will trigger a joint conversation between all parties to this contract to establish, in good faith, a mutually agreeable annual contract payment amount. C. Should the parties be unable to come to an agreement the annual contract payment will be adjusted by the same percentage decline experienced over the six-month period identified above. D. The duration of Payment Adjustment will be a minimum of six months, a new calculation will be performed at the end of six months to determine if another six- month adjustment is warranted. If not, normal payment amounts will resume under the normal contract payment amount and be the basis for monthly invoices from the Bureau. 2. Future Annual Contract Payment Calculations: For purposes of calculating the five- year average used to determine the annual contract payment, the annual hotel/motel tax amount for any year in which the provision for an economic downturn is enacted will be replaced with the prior year's annual hotel/motel tax, assuming it is a higher amount, and would serve as the adjusted future annual contract payment amount supporting the basis for monthly invoices from the Bureau. 3. Reporting: On or before August 15 each year, the Bureau shall deliver a mid -year review and provide a written status report detailing the services provided and the activities and accomplishments of the Bureau. A formal presentation to the City Council will be made if requested. III. Pursuant to the governing statute, (Ch. 67.28 RCW), restrictions have been placed on the use of hotel/motel tax funds as set forth in relevant part as follows: "... used solely for the purpose of paying all or any part of the cost of tourism promotion, acquisition of tourism - related facilities, or operation of tourism -related facilities." RCW 67.28.1815 Funding is conditioned upon the Bureau entering into thisAgreementAgreement setting forth the purposes for which the funds will be used, providing a procedure for a project -end accounting and insuring compliance with the statute. To this end, the parties agree as follows: 1. The Bureau agrees to expend such funds to promote tourism in compliance with Ch. 67.28 RCW. 2. At the conclusion of the calendar year, the Bureau shall provide a complete accounting of the expended funds and the purposes therefore. Renewal Agreement for the Promotion of Tourism - Page 3 Page 82 of 332 3. In the event the accounting indicates that funds were used for purposes not permitted by law, the Bureau shall, within 30 days of notification by City to the Bureau of such improper expenditures, remit the disallowed amount back to the City. 4. The Bureau shall maintain accurate records, regarding expenditure of funds related to its purpose of promoting tourism in compliance with RCW 67.28, to support its annual accounting for a calendar year, which shall be subject to inspection by the City upon 30 days' notice of its intent to inspect the same. 5. Failing of the Bureau to either provide the accounting or remit disallowed funds as required herein shall constitute a breach of this Agreement. The remedies available to the City shall include but not be limited to, return of all funds delivered to the Bureau and denial of the right of the Bureau to apply for any future funding. 6. In the event of a dispute regarding the enforcement, breach, default, or interpretation of this Agreement, the parties shall first meet in a good faith effort to resolve such dispute. In the event the dispute cannot be resolved by agreement of the parties, said dispute shall be resolved by arbitration pursuant to RCW 7.04A, as amended, with both parties waiving the right of a jury trial upon trial de novo. The substantially prevailing party shall be entitled to its reasonable attorney fees and costs as additional award and judgment against the other. IV. This Agreement shall be effective on January 1, 2021, and shall expire on December 31, 2025; provided, however, the City may terminate the Agreement with at least one (1) year written notice delivered to the Bureau. IN WITNE S WHEREOF, the Parties hereto have caused this Agreement to be executed this /OZ" day of , 2020. CITY OF PASCO: APPROVED AS TO FORM: S;wil Ma.e- 'Zabe I Kerr guson Law, PLLC oaf y Attorney TRI -CITIES VISITOR AND CONVENTION BUREAU, a Washington non-profit corporation d/b/a Visit Tri -Cities APPROVED AS TO FORM: ichael Nova ovich, President & CEO Renewal Agreement for the Promotion of Touris Page 83 of 332 7130 W. Grandridge Blvd., Suite B Kennewick, WA 99336 509-735-8486 1-800-254-5824 www.VisitTRI-CITIES.com info@VisitTRI-CITIES.com August 23, 2021 Ms. Angela Pashon City of Pasco P.O. Box 293 Pasco, WA 99301 SUBJECT: Visit Tri-Cities 2022 Hotel/Motel Tax Fund Application Dear Ms. Pashon: We appreciate the opportunity to again submit an application for lodging tax to support our efforts to market Pasco and the entire region as a premier travel destination. The City of Pasco and Visit Tri- Cities have a signed agreement for the promotion of tourism that was approved by the Pasco City Council and the Pasco Lodging Tax Advisory Committee (LTAC). The agreement went into effect on January 1, 2021 and will expire on December 31, 2025. The Cities of Kennewick and Richland also have the same agreements established. In order to remain compliant with HB 1253, enclosed is Visit Tri-Cities’ 2022 Hotel/Motel Tax Fund Application for the LTAC to review. By investing lodging tax dollars with Visit Tri-Cities, the City of Pasco receives a multi-faceted approach to marketing the city to visitors, business investors and those looking to relocate. The enclosed application outlines the deliverables and services provided as outlined in the contract. If you would like any additional copies of the application or if I can answer any questions, please contact me. Sincerely, Michael Novakovich, CDME President & CEO Enclosures Page 84 of 332 ANNUALANNUALANNUALANNUALANNUALREPORTREPORTREPORTREPORTREPORT 2020 Page 85 of 332 Dear Tourism Partners, As we have all experienced, the coronavirus pandemic changed so many aspects of all our lives, challenging us personally and professionally. While no business segment was spared, the tourism industry has been adversely affected, and the impacts will be felt for years to come. But with great challenges come great opportunities, and Visit Tri-Cities embraced every opportunity presented during the past year. It is with great appreciation that we report to you the achievements we accomplished together in 2020. The following Annual Report showcases our stewardship of community trust and resources. 2020 began with hope and optimism, with a series of tourism focused campaigns planned. We started the year by inviting visitors to “Get Your Geek On” with a robust science-themed campaign in partnership with Battelle, our Official Champion of STEM Tourism. Unfortunately, just as we began promoting the STEM- related assets unique to the Tri-Cities, travel restrictions were put in place and the STEM campaign was cut short. Knowing that our local tourism-related businesses would need support, staff developed the ”Get Your Order On!” campaign, highlighting curbside service following the Stay Home, Stay Safe order. The video was complemented with a public service announcement featuring General James Mattis encouraging residents to support our local businesses, jobs, economy and quality of life by using curbside pickup, delivery and safe practices. We, like all of you, were hopeful that travel would return by early summer. However, it became obvious that travel to the Tri-Cities was not going to be allowable for some time. Knowing we needed to aggressively battle the pandemic, the team shifted their energies to support public health endeavors that would ultimately allow businesses to reopen and lead to the return of tourism. We partnered with Benton County, utilizing CARES ACT money to provide COVID-19 mitigation marketing communications to the Tri-Cities region. We collaborated with the Benton Franklin Health District to create campaigns in English and Spanish. Most effective was our use of humor to encourage social sharing and adoption of public health behaviors. We created a series of spots called CYA. As in, Cover Your Airholes. Additionally, the team continued to foster strong partnerships with the Tri-Cities Regional Chamber of Commerce and TRIDEC to create the Tri-Cities Open and Safe Coalition; provided leadership on the Municipality Advisory Council (MAC), which is comprised of representatives of nine local jurisdictions, Benton Franklin Health District, the Regional Chamber and TRIDEC; remade a popular 90s alternative rock song to promote good COVID practices and a produced a message to the Governor’s Office in support of reopening local businesses that follow local, state and federal health guidelines. These endeavors didn’t divert Visit Tri-Cities from its mission of driving visitor traffic to the community. While it’s true that it was difficult to promote travel during county-specific restrictions, the team developed campaigns to raise awareness of the destination with a key message: visitors are welcome when it is the appropriate time to travel. National Travel & Tourism Week was celebrated virtually, highlighting Tri-Cities amenities and over 150 area businesses. The team promoted the destination to meeting planners with a virtual familiarization tour of area hotels and meeting and convention spaces. Additionally, the staff offered leadership on the Washington Safe Meetings Coalition, which led to the return of safe meetings in an earlier Phase. The same support was provided for festivals and events. Finally, our Annual Report is not only a summary of our activities, but a reminder of the economic impact of the tourism industry for the Tri-Cities. The most recent numbers available are from 2019, a year when the Tri-Cities enjoyed $496.5 million in economic impact due to visitor spending. These dollars support a vibrant business community, attracting more amenities to the Tri-Cities. Sales tax revenue generated by tourism reduces each household’s tax burden in Benton and Franklin counties by an average of $737, supporting schools, teachers, emergency services, roads maintenance, parks and other services provided by our local municipalities. Moreover, 5,600 jobs were supported by tourism. The economic impacts of tourism in our community for 2020 are not yet available and will be a stark contrast to 2019 and the years before, but it is inspiring to see the positive impacts of tourism in the Tri-Cities. While 2020 was a difficult year, through community collaboration and tourism innovation we overcame many challenges, together. We’re looking forward to doing even more with our community partners in 2021. Michael Novakovich President & CEO To be an industry leader for destination marketing in the Pacific Northwest; the primary source of visitor information; and the lead advocate for visitor industry development in the Tri-Cities region. OUR VISION Rob Roxburgh 2021 Chairman of the Board WHY TOURISM MATTERS Page 86 of 332 Source: Tourism Economics 2019, An Oxford Economics Company 5,628 jobs in Benton & Franklin Counties CREATES HOTEL MOTEL TAX DISTRIBUTIONS Kennewick Pasco Richland Totals 2016 $539,578 $274,798 $475,641 $1,290,017 2017 $568,745 $323,445 $536,682 $1,428,872 2018 $592,249 $343,642 $598,997 $1,534,888 2019 $592,210 $324,891 $633,862 $1,550,963 2020 $277,886 $151,941 $270,733 $700,560 IMPERATIVE: ADVOCATE FOR THE DEVELOPMENT OF CRITICAL TOURISM INFRASTRUCTURE $108million 22% $82.3Recreation million 16% Retail million 26% million 20% $99 $79.8 million16% TransportationFood & Beverage Hotels $127.4 million$496.5 VISITOR SPENDING 4,418 Hotel Guest Rooms Available SPENDINGBREAKDOWN Sales tax revenued generated by tourism reduces each household’s annual tax burden in Benton and Franklin Counties by an average of $737 Visitor Spending represented in this report reflect the economic impact of tourism in the Tri-Cities for the year of 2019. The economic impacts of tourism in our community for 2020 are not yet available. WHY TOURISM MATTERS IMPERATIVE: DEMONSTRATE VALUE TO OUR PARTNERS, MEMBERS AND COMMUNITY Page 87 of 332 COUNTY 13.1% ADVERTISING 0.9% TPA 43.3% HOTEL 27.5 GRANTS & MISC 4% MEMBER 11.1% IMPERATIVE: DEMONSTRATE VALUE TO OUR STAKEHOLDERS, PARTNERS AND COMMUNITIES VISIT TRI-CITIES AT-A-GLANCE MARKETING AND PRODUCT DEVELOPMENT 2020 2019 Generating additional cash flow in to the region through visitor spending is important for the local economy. Visitor spending improves the business climate and offers opportunities for new endeavors to thrive. Visit Tri-Cities promotes the region as a premier destination for meetings, conventions, sports and leisure travel. Visit Tri-Cities’ Convention Marketing, Sports Marketing and Media Outreach departments all incorporate sales-driven strategies directed at markets with the greatest potential to bring new visitor dollars to the region. While marketing is important, product development is a priority as well. Through the Tri-Cities Rivershore Enhancement Council (TREC), Visit Tri-Cities works with local jurisdictions and hospitality partners to ensure that attractions are upgraded or added to the community in order to continue offering fresh experiences for visitors. 2019 Revenue Summary$2,684,038 TOTAL REVENUES 2020 Revenue Summary$2,547,498 TOTAL REVENUES The coronavirus pandemic had a significant impact on the tourism industry throughout the world, including the Tri- Cities. Travel restrictions coupled with uncertainly related to the COVID-19 virus, impacted Visit Tri-Cities’s revenue sources. Visit Tri-Cities worked to reduce expenses and seek additional revenue sources to support the organization’s mission to drive visitation when appropriate, including CARES ACT funding from Benton County and government grants. The following is a comparison of Visit Tri-Cities’ revenues for 2019 and 2020. TOURISM PROMOTION ASSESSMENT 58% HOTEL/MOTEL TAX 24.5% MISC 0.4% ADVERTISING 5.5% GRANTS/ MISC 4.1% MEMBER 11.6% MEMBER 11.1% TOURISM PROMOTION ASSESSMENT 43.3% HOTEL/MOTEL TAX 27.5% COUNTY/ CARES ACT 13.1% ADVERTISING 0.9% 2019 2020 MEMBER $312,289 $283,293 GRANTS/MISC $11,580 $102,246 ADVERTISING $147,534 $23,883 HOTEL $656,606 $700,560 TPA $1,556,028 $1,103,258 COUNTY $334,258 TOTAL $2,684,037 $2,547,498 Page 88 of 332 IMPERATIVE: ESTABLISH BRAND CLARITY AND INCREASE AWARENESS THROUGH UNIFIED EFFORTSTOURISMDEVELOPMENT AIRPORT/CONVENTION CENTER KIOSKS MEDIAOUTREACH ADVERTISING & MARKETING CONVENTIONS& SPORTS TRI-CITY REGIONALHOTEL-MOTELCOMMISSION Visit Tri-Cities manages tourism-related programs and infastructure within the community to position the Tri-Cities as a desirable ad compelling visitor destination. The Visit Tri-Cities’ website was emphasized as a community portal in all advertisements and visitor publications throughout the year. We activily encouraged all visitors to visit our website. The digital and social campaigns earned 16.8 million impressions leading to more than 36,000 click throughs to the Benton Franklin Health District website. 151 events scheduled to take place in 2020 were canceled due to COVID-19, representing 113,387 visitors and $32,371,689 in visitor spending. 17 events scheduled to take place in 2021 were canceled due to COVID-19, representing 3,992 visitors and $1,924,087 in visitor spending. WEBSITE HIGHLIGHTS 155,205 391,286 UNIQUE VISITS PAGE VIEWS UNIQUE VISITORS 2,061 PAGE VIEWS 7,447 The sales department’s primary focus is to market to convention, sports and group meeting planners through direct sales contacts, advertising in targeted periodicals and attending industry events. These activities mean “heads in beds” that generate hotel/motel tax revenues for our community. Twitter Followers 6,200 Facebook Followers 25,839 Instagram Followers 9,835 LinkedIn Followers 1,213 Stories 124 Positive Earned Media Views 270,324,560 Travel Writers Hosted 2 Kennewick Jerry Beach, SpringHill Suites by Marriott Mark Blotz, Clover Island Inn Pasco Monica Hammerberg, Hampton Inn & Suites Pasco/Tri-Cities Vijay Patel, A-1 Hospitality Richland Wendy Higgins, The Lodge at Columbia Point Andrew Lucero, Courtyard by Marriott Tri-Cities Rivershore Enhancement Council Tri-Cities Sports Council Tri-Cities Wine Tourism Council Tri-Cities National Park CommitteeDirectors of Sales VISIT TRI-CITIES COUNCILS MARKETING AND PRODUCT DEVELOPMENT Visitors attracted 2020 PROGRAM HIGHLIGHTS Number of conventions, sports & group activities $4,253,816 41 13,237 Convention and Sports visitor spending to region: 2021 & BEYOND Future visitor spending: Future visitors Future conventions,meetings and sports events. $28,221,611 110 77,04592Future conventions, meetings and sports events booked in 2020. BUSINESS BOOKED IN 2020 Of these 92 events booked, 38 events cancelled or rescheduled due to COVID-19. Future visitor spending: $15,358,458 Visit Tri-Cities focused on print, digital marketing, including commercials on streaming TV, with no broadcast media buys in 2020. Campaigns were limited due to pandemic related travel restrictions within the state. Tourism campaigns deployed in 2020 earned3,852,190 impressions & 11,327 click throughs Visit Tri-Cities develops and deploys a robust marketing plan annually, using a variety of effective tactics to raise brand awareness of the Tri-Cities. Visit Tri-Cities secured CARES ACT grant money from Benton County to develop and execute in-market advertising campaigns to encourage social distancing, use of face coverings and safety precautions to mitigate the effects of COVID-19, improve the health of our community and begin economic recovery. Creatives developed and deployed through digital, broadcast (TV & radio) and social 9/1-12/15/2020.24 Corporate Sponsor: Mission Support Alliance Television & 2,398 1,773 Radio Spots GRANTS/ MISC 4.1% HOTEL/MOTEL TAX 27.5% Ex-Officios: Marie Mosley, City of Kennewick Cindy Reents, City of Richland Dave Zabell, City of Pasco Corporate Sponsor: Washington River Protection Solutions Page 89 of 332 2020 A YEAR IN REVIEW JANUARY 13 Know Your Dam Facts Rally 21 Columbia River and Snake River Dams Meeting with U.S. Representative Dan Newhouse 23 Tourism Presentation to WSU-Tri-Cities Marketing Class 23 Columbia Basin College Hall of Fame Banquet 24 Visit Tri-Cities Staff Retreat 25 “Love Our Locals” – a program of Visit Tri-Cities & Tri-Cities Wine Tourism Council 29-31 Hosted TBEX (Travel Bloggers Exchange) Site Visit 30-31 Tri-Cities Legislative Trip to Olympia FEBRUARY 19 Leadership Presentation to Leadership Tri-Cities Class XXV 20 Presented on Tourism at Tri-Cities Economic Outlook Forum 20 Published the Official Tri-Cities Visitor Guide 20 Published Great Golf Getaways Brochure 22-23 Spokane Golf & Travel Show 24 New Board Member Orientation 26-27 Hosted Planning Visit for Association of Washington Cities (AWC) and included introductions with LIGO, B Reactor Museum Association and Port of Kennewick 27-28 Hosted representatives from Osborne Northwest Public Relations MARCH Presentation of the 2019 Annual Report and 2020 Work Plan to Pasco and Richland City Councils 1 Launched “Get Your Geek On” STEM campaign in partnership with Battelle 2 Snake River Dams Press Conference 4 Washington Wine Foundation 5 New Board Member Orientation 5 Visit Tri-Cities CEO/Board Member Collaboration Meeting 5 Published the 2019 Annual Report and Work Plan 6 New Council Member Meeting 8-10 Meeting Professionals International (MPI) Cascadia Conference, Bend, OR 12 Presented “Tourism in the Tri-Cities” to Kiwanis Club 13 Hospitality Meeting to discuss COVID-19 Challenges with Hotel and Meeting Venue Partners 17 Launched “Tri-Cities Open for Business” in partnership with TRIDEC and Tri-City Regional Chamber of Commerce 18-19 Conducted Olympia Sales Blitz Virtual Appointments with State & Regional Meeting Planners 19 Hosted a Virtual Meeting Planner Luncheon, “Making Vitality Your Reality” 25 PSA with General Mattis to Support Local Business 26 Launched “Come on Get Your Order On” Campaign 29-31 PPE Drive to collect critical health supplies in partnership with TRIDEC and Tri-City Regional Chamber of Commerce APRIL 10 Launched Sports Message from Visit Tri-Cities 10 WSU Tri-Cities Beverage Management Craft Beverage/Distilled Spirits Meeting 13 First Meeting to Bring Back Gatherings of 50+ Attendees 21 Presentation of the 2019 Annual Report and 2020 Work Plan to Kennewick City Councils 23 Launched STEM Travel Itineraries 24 TRIDEC’s Coffee with Karl – Rebuilding Tomorrow MAY 4 Launched of Excellence in Service Award Program 4-8 National Tourism Week 8 Launched VTC Staff Video, “Wipe It” 14 Hosted Tri-Cities Winemakers Virtual Panel 18 Launched segmented “When It Is Time Travel” tourism campaign, highlight wine country, family friendly activities and outdoor recreation. JUNE 1 Visit Tri-Cities Staff Strategic Planning Meeting 2 Initiate Tri-Cities Open & Safe Coalition with TRIDEC and Tri-City Regional Chamber of Commerce 3 Congressman Dan Newhouse Community Check-in Meeting 4 TRIDEC’s Coffee with Karl – Getting Ready for Phase 2 10 Unified Mask Media Event Visit Tri-Cities CEO/Board Member Collaboration Meeting 11-12 Washington Society of Association Executives (WSAE) Virtual Annual Conference 15-16 Tri-Cities Open & Safe PPE Donation Drive 16 Port of Benton Community Leader Focus Group for Strategic Plan 20 Launched Elected Officials PSA to encourage use of face coverings and social distancing 25-26 Tri-Cities Open & Safe Personal Protection Equipment (PPE) Distribution Drive 30 Meeting with Governor Jay Inslee and Press Conference Page 90 of 332 JULY Issued RFP for the design, execution and maintenance for a fully functional and interactive website 1 Road to Recovery Press Conference 3 Tri-Cities (Benton & Franklin Counties) advanced to Modified Phase 1 3 Tri-Cities Open & Safe Coalition launched the Business Pledge 9 Launched “Social Distance” music video featuring VTC Staff 14-15 Destinations International (DI) Virtual Annual Convention 17 TRIDEC’s Coffee with Karl – Tourism & Economic Diversification 20 Announcement that the Tri-Cities will host 2021 TBEX (Travel Bloggers Exchange) 20 DMA West Virtual Leadership Summit 21 Benton City Tour with Mayor Linda Lehman 22 Port of Kennewick Downtown Waterfront Master Plan Community Group Discussion 30 Washington Hospitality Association Southwest Washington Town Hall 30 DMA West Virtual Leadership Summit AUGUST Tri-Cities (Benton & Franklin Counties) advanced to an enhanced Modified Phase 1 3 Launched “We Are Tri-Citians” video 3 Awarded Benton County CARES Act Community Support Program Grant 3-21 Sports ETA SportsBIZ XChange Virtual Meetings 5 DMA West Virtual CEO Summit 10 Community Leaders Luncheon with Congressman Dan Newhouse 11 Association of Washington Business (AWB) Federal Affairs Summit 12 Diversity & Inclusion Panel hosted by Tracci Dial, KNDU 13 Tourism Presentation to Washington Economic Development Association (WEDA) 24 Awarded COVID Mitigation Agreement with Benton County 24 Launched In-Market Campaign with 24 creatives in English and Spanish running on TV, radio, social media and digital platforms 25-26 Virtual CVent CONNECT Conference SEPTEMBER 1 Battelle Announced as the Official of Champion of STEM Tourism 1 Selected Tempest to design and execute new Visit Tri-Cities website 9 Visit Tri-Cities CEO/Board Member Collaboration Meeting 16 Community Leaders Meeting with Congressman Dan Newhouse 18 Presented “Tourism in the Tri-Cities” to Kiwanis Club of Tri-Cities Industry 22 PNNL New Employee On-Boarding Presentation 23 Tri-Cities Hotel & Lodging Association 29 Washington Tourism Alliance (WTA) Brand Campaign Kick-off OCTOBER Tri-City Regional Hotel-Motel Commission 2021 Budget and Marketing Plan presented to Kennewick, Pasco and Richland City Councils 5-9 Washington Bike, Walk, and Roll Virtual Summit 7-10 Hosted SkyNav to film 3D/360 virtual reality video experiences 8 Washington State Tourism Conference 13 Tri-Cities Advanced to Phase 2 14 Launched tourism-focused TV Ad and Social Media Campaigns 14 Western States Virtual Expo with Washington Tourism Alliance (WTA) 14 Congressman Dan Newhouse and Washington Department of Fish & Wildlife Tour of Rattlesnake Mountain 19-22 Virtual TEAMS Conference & Expo 22 Washington Tourism Marketing Authority (WTMA) Annual Board of Directors Meeting NOVEMBER Interlocal Agreement signed by the Cities of Kennewick, Pasco and Richland for the increase of the TPA Assessment 6 DMA West Annual Business Meeting 10 Visit Tri-Cities Annual Meeting – 2020 in the Rearview Mirror 13 Launched Tri-Cities Region Wine Trail Pass in partnership with Bandwango 17-19 National Tour Association (NTA) Virtual Tour Exchange 19 Visit Tri-Cities Virtual FAM Tour for Meeting Professionals 19 Confederated Tribes of the Umatilla Indian Reservation (CTUIR) Treaty Rights Meeting 20 Hospitals and Public Health Press Conference DECEMBER Five-year Agreement for the Promotion of Tourism with the Cities of Kennewick, Pasco and Richland and Visit Tri-Cities signed 7 Benton-Franklin River Heritage Foundation Annual Meeting 7 Launched Tri-Cities Elected Officials Message to Governor and Community to Safely Lift Restrictions and Re-Open Businesses 8 WSU Tri-Cities Marketing Student Tourism Research Project Presentations 8 Comprehensive Economic Development Strategy (CEDS) Meeting 15-16 Destination International (DI) CEO Summit 17 Hosted IRONMAN Feasibility Meeting with Jurisdictions/Stakeholders Page 91 of 332 Visit Tri-Cities is the only organization dedicated to promoting the entire Tri-Cities area for leisure and group travel. Visit Tri-Cities offers a U.S. toll-free number for visitor inquiries and responds to requests for relocation, vacations, meetings, sports and community information. Visitor Center staff provide travel information, manage a community-wide events calendar and website, provide information through the Visitor Center, and maintain an informational kiosk at the Tri-Cities Airport and two satellite Visitor Centers. Rivershore, Heritage & Eco-Tourism The Tri-Cities Rivershore Enhancement Council (TREC) is made up of executive leaders from the cities of Kennewick, Pasco, Richland and West Richland; Benton and Franklin Counties; the ports of Benton, Kennewick and Pasco; and Visit Tri-Cities; and is sponsored by Bechtel National, Inc. TREC is focused on priortization of the tasks outlined in the Rivershore Master Plan II. The Rivershore Master Plan III outlines overarching themes for improving the Sacagawea Heritage Trail and shoreline areas including: wayfinding signage; art, culture and heritage; viewpoints and user amenities; water oriented activities; birding and wildlife viewing; inland linkages; and organized events. Each of the participating jurisdictions also worked on individual projects along the shoreline and adjacent parks that will add to the overall positive experience of visitors to the region. Telephone Email & Direct Mail PUBLICATIONS: VISITOR GUIDE GREAT GOLF GETAWAYS HERITAGE AND ECO- TOURISM CORPORATE SPONSOR: BATTELLE RIVERSHORE ENHANCEMENT CORPORATE SPONSOR: BECHTEL NATIONAL INC. In-person Visitors 2020 VISITOR INQUIRIES 2,469 651 Now the Official Champion of STEM Tourism Page 92 of 332 Deborah Barnard, Barnard Griffin Winery Commissioner Don Barnes, Port of Kennewick Jerry Beach, SpringHill Suites by Marriott Commissioner Jim Beaver, Benton County Troy Berglund, West Richland Chamber of Commerce Karen Blasdel, Battelle Mark Blotz, Clover Island Inn Washington State Representative Matt Boehnke Gloria Boyce, Ben Franklin Transit Washington State Senator Sharon Brown Council Member Rich Buel, City of West Richland Jennifer Cunnington, STCU Karl Dye, TRIDEC Colleen French, Department of Energy Shae Frichette, Frichette Winery Monica Hammerberg, Hampton Inn & Suites Pasco/Tri-Cities Colin Hastings, Pasco Chamber of Commerce Sandra Haynes, WSU Tri-Cities Wendy Higgins, The Lodge at Columbia Point Diahann Howard, Port of Benton Commissioner Robert Koch, Franklin County Council Member Phillip Lemley, City of Richland Andrew Lucero, Courtyard by Marriott Richland Brian Paul Lubanski, KAPP/KVEW TV Lori Mattson, Tri-City Regional Chamber of Commerce Brent Miles, Tri-City Dust Devils Maynard Plahuta, B Reactor Museum Association Dara Quinn, Emerald of Siam Justin Raffa, Mid-Columbia Mastersingers Cliff Reynolds, Red Lion Hotel & Conference Center Pasco Council Member Zahra Roach, City of Pasco Rosanna Sharpe, The REACH Museum Steve Simmons, CG Public House & Catering Council Member Chuck Torelli, City of Kennewick Nikki Torres, Tri-Cities Hispanic Chamber of Commerce Rebekah Woods, Columbia Basin College Founded: 1969 as a non-profit organization Staff: 10 full-time employees Structure: Governed by a 42-member Board of Directors Members: 643 Websites: www.VisitTriCities.com www.VisitTri-Cities.com www.VisitTri-Cities.org www.VisitTri-Cities.travel www.TravelTri-Cities.com www.TravelTriCities.com www.GolfWineCountry.com www.FriendsofOurTrail.com Michael Novakovich, President & CEO Kim Shugart, Senior Vice President Hector Cruz, Vice President Gretchen Guerrero, Director of Operations Lara Watkins, Director of Convention Sales Karisa Saywers, Director of Marketing Maria Alleman, Convention Sales Manager Chase Wharton, Business Development Manager Justin Hawkes, Marketing Manager Linda Tedone, Sales Administrative Assistant Rob Roxburgh, Washington River Protection Solutions Kathy Moore, The Hotel Group Corey Pearson, Three Rivers Campus Vijay Patel, A-1 Hospitality (Hotel & Lodging Representative) Buck Taft, Tri-Cities Airport/Port of Pasco Staci West, Bechtel National, Inc. Ron Hue John Raschko, Miller Mertens & Comfort, P.L.L.C. Monte Nail 2020 BOARD OF DIRECTORSOVERVIEW VISIT TRI-CITIES STAFF 2020 VISIT TRI-CITIES LEADERSHIP EXECUTIVE COMMITTEE CHAIR PAST CHAIR FIRST VICE CHAIR VICE CHAIR VICE CHAIR VICE CHAIR TREASURER LEGAL COUNSEL CPA Page 93 of 332 Economic Development Partners City of Kennewick City of Pasco City of Richland Tri-City Regional Hotel Commission Diamond Members ($10,000+) Three Rivers Campus Bechtel National, Inc. Mission Support Alliance, LLC Battelle Washington River Protection Solutions Lamb Weston Platinum Members ($5,000–$9,999) Ben Franklin Transit Benton County Benton PUD City of West Richland Franklin PUD The HAPO Center Jacobs Port of Benton Port of Kennewick Port of Pasco Gold Members ($1,000–$4,999) Amentum Atkins Banner Bank Benton-Franklion Council of Gov Best Western Plus Columbia River Hotel & Conference Center Best Western Premier Pasco Inn & Suites Clover Island Inn Courtyard by Marriott Richland Columbia Point Energy Northwest Fluor Federal Services GESA credit union HAPO credit union Hilton Garden Inn Tri-Cities/Kennewick Holiday Inn Express & Suites Pasco Tri-Cities Holiday Inn Richland on the River Lourdes Health Network Numerica Credit Union Quality Inn Red Lion Columbia Center Red Lion Hotel Pasco Airport & Conference Center Riverfront Hotel, SureStay Collection by Best Western SpringHill Suites by Marriott Kennewick Tri-Cities Tri-Cities Community Health Trios Health Community Members ($185–$999) 14 Hands Winery 3 Eyed Fish Wine Bar 3 Rivers Folklife A&A Motorcoach AAA Washington Abadan Academy of Children’s Theatre Ace Jewelry & Loan Antiques & Collectibles Adventures Underground Amentum Affinity at Southridge Aflac - Dennis Sams AHBL MEMBERSHIP Visit Tri-Cities member investors create the foundation for our programs through their financial support. In turn, Visit Tri-Cities is equally committed to promoting our members throughquality publications, tourism marketing and advertising opportunities, referrals, educational forums and newsletters. In 2020, Visit Tri-Cities’ membership total reached 643. AIA Magnum Promotions Airfield Estates Winery AJ’s Edible Arts Alaska Airlines Alexandria Nicole Cellars Alexandria Nicole Cellars Destiny Ridge Tasting Room Allen Brecke Law Offices Allied Arts Association - Gallery at the Park Amazon.com Amber Rose Consignment Boutique American Association of University Women (AAUW) Anelare Winery Anneliese M. Johnson, CRPC, Financial Advisor ANS (Alternative Nursing Services) Anthology Event Center by Castle Catering Anthony’s at Columbia Point Arlene’s Flowers & Gifts Art on the Columbia Art Without Borders Artmil Arts Center Task Force As You Wish Houses Aspen Limo Tours At Michele’s Atomic Ale Brewpub & Eatery Atomic Bowl/Joker’s Lounge & Casino Atomic Escape Rooms Atomic Screenprinting, Signs & Embroidery AutoZone AXE KPR Hatchet Range Azteca B & B Express Printing B Reactor Museum Association Badger Mountain Vineyards Baker & Giles Baker Boyer D.S. Baker Advisors Bank of the West Banner Bank Corp. & RE Loan Center Barnard Griffin, Inc. Baum’s Baymont Inn & Suites Bekins Northwest Bella Italia Bella Vista Apartments Bennett Rentals Benton City Chamber of Commerce Benton County Fairgrounds Benton Franklin Fair & Rodeo Benton Rural Electric Association Benton-Franklin Council of Governments Bergstrom Aircraft, Inc. Berkshire Hathaway Home Services Tri Cities Real Estate Best Western Convention Center Hotel Kennewick Best Western Kennewick Inn Better Business Bureau Northwest Big Bend Electric Cooperative, Inc. Big River IT Bike Tri-Cities Bill’s Berry Farm Bingo Boulevard BITE at the Landing Black Heron Spirits, LLC Bleyhl Co-op Blue Dolphin Car Wash & Steptoe Mini Storage Bob’s Burgers and Brew - Kennewick Location Bob’s Burgers and Brew - Richland Location Boiada Brazilian Grill Bombing Range Brewing Company Boys & Girls Club of Benton and Franklin Counties Brews Taphouse & Growler Fills Brick House Pizza Broadmoor RV SuperStore Brutzman’s Office Solutions Bud Knore Insurance Budd’s Broiler Buds & Blossoms Too Burger Ranch Burger Ranch - Pasco Camerata Musica Campbell & Company Canyon Lakes Golf Course Caribbean Golf Cascade Natural Gas Corp Catering To You Cedars at Pier 1 CG Public House & Catering (was Country Gentleman) Chandler Reach Winery Chapala Express Chaplaincy Health Care Chaplaincy Repeat Boutique Cherry Chalet Bed & Breakfast Chervenell Construction Company Chuck E Cheese Chukar Cherries Cigar Savvy Shop, LLC City of Kennewick City of Pasco City of Richland Clearwater Square Apartment Houses Cliff Thorn Construction, LLC CliftonLarsenAllen LLP CloudSigns. TV Clover Island Marina Col Solare Winery Coldwell Banker Tomlinson Associated Brokers Columbia Bank, Pasco Columbia Basin BMX Columbia Basin College Columbia Basin Paper Supply Columbia Basin Racquet Club Columbia Basin Veterans Center Columbia Center Columbia Center Heights Exec. Suites Columbia Crest Winery Columbia Industries Columbia Park Golf Tri-Plex Columbia Point Golf Course Columbia Sun RV Resort Comfort Inn Comfort Suites Kennewick At Southridge Communities in Schools of Benton-Franklin Community Concerts of Tri-Cities Community First Bank Community Real Estate Group Connell Heritage Museum Conover Insurance - Felicia Green Conover Insurance - Tawni Gama Corwin Ford Cougar Cave Expresso Country Mercantile Country Mercantile - Richland Courtyard by Marriott Pasco Tri-Cities Airport Cowan Estates Coyote Bob’s Roadhouse Casino Coyote Canyon Mammoth Site Coyote Canyon Winery Craig J. Griffiths Crazy Moose Casino Cyber Art 509 Dallas Green Team D-Bat Columbia Basin Dennis Sams, AFLAC DermaCare Desert Food Mart Desert Wind Winery Devoted Builders LLC Digital Image Tri-Cities Inc. Quality Printing Distinctive Properties, Inc. Downtown Pasco Development Authority DownUnderSportFishing DrewBoy Creative E Benton Co. Historical Society Museum Eastern Washington Transportation Econo Lodge Edith Bishel Center for the Blind and Visually Imparired Einan’s at Sunset Emerald of Siam Thai Restaurant and Lounge Entertainment Warehouse Eritage Resort Europa Events at Sunset EverStar Realty EVM Productions Experience 46 Degrees Fairfield Inn by Marriott Farmers National Company, Flo Sayre Farmhand Winery Fast and Curryous FastSigns Fat Olives Restaurant & Catering Fidelitas Wine Fieldstone Grandridge First American Title Five Guys Burgers & Fries - Richland WA Focal Point Marketing & Multimedia Ford Audio Services Fort Walla Walla Museum Franklin County Franklin County Historical Society & Museum Franklin County RV Park FreshPicks WA Smoothies Frichette Winery Friends of Badger Mountain Friends of Sacajawea State Park Frontier Title & Escrow Company Frost Me Sweet Bakery & Bistro Fujiyama Japenese Steak House and Bar Fuse SPC G & S Properties Garden Hop Pot Garrett Electric Company, Inc. Gesa Carousel of Dreams Going Fishing Guide Service Goodwill Industries of the Columbia Goose Ridge Estate Winery Gordon Estate Winery Grandridge Eye Clinic GRAZE - ‘a place to eat’ Great Harvest Bread Company Greenies Growing Forward Services HALO Branded Solutions Hamilton Cellars Page 94 of 332 Hampton Inn & Suites Pasco/Tri-Cities Hampton Inn Kennewick at Southridge Hampton Inn Richland HAPO Community Credit Union Harvey Insurance Agency Havana Café Heaston Thompson Vision Clinic Hedges Family Estate Hermiston Chamber of Commerce & Confer- ence Center Hightower Cellars Historic Downtown Kennewick Partnership Historic Downtown Prosser Association Holiday Inn Express Hermiston Downtown Holiday Inn Express Hotel & Suites Richland Home 2 Suites by Hilton Home Builders Association of Tri-Cities Homes & Land Magazine Homewood Suites by Hilton - Richland HoneyBaked Ham Café Hops n Drops - Kennewick Location Hops n Drops - Richland Location Horn Rapids Golf Course Horn Rapids RV Resort & Mini Mart Hot Tamales, LLC Huck Finn Kennels Ice Harbor Brewing Co. Ice Harbor Brewing Co. at the Marina IHOP Restaurants Image Fashions Indian Eyes, LLC Infinity Homes of WA Inline Computer & Communications Innovative Mortgage Inter-Mountain Alpine Club International Bigfoot Conference iplay Experience It’s All in the Details J. Bookwalter Jim Custer Enterprises, Inc. Joe & Lety Torres John Clement Photography JPI Insurance Solutions JRN Consulting, LLC Kadlec Regional Medical Center KAPP- KVEW Television Kayla Pratt, Realtor Keller Williams Realty Keller Williams Realty Kelley’s Tele-Communications Kennewick Irrigation District Kennewick School District Kennewick Suites KEPR (CBS)/KUNW/CW9 Kerr Ferguson Law, PLLC Kickstand Tours Kiona Vineyards and Winery Kiska Farms Inc. Kitzke Cellars Kiwanis Club of Horse Heaven Hills KNDU-TV Kris Watkins (Lifetime Honorary Member) La Quinta Inn and Suites La Serena at Hansen Park Lakeside Gem & Mineral Club Lampson International LCD Exposition Services Lemon Grass Liberty Christian School LIGO - Hanford Observatory Longship Cellars Lori Middleton - Realtor Keller Williams Lower Columbia Basin Audubon Society Lu Lu’s Craft Bar + Kitchen Lucky Flowers MacKay Sposito Magills Restaurant & Catering Magnolia Music Studio Margaret Merrifield, MD, CCFP Markel Properties Market Vineyards Martinez & Martinez Winery Maryhill Winery & Amphitheater Masala Indian Cuisine McCurley Business Elite McDonald’s Restaurant McKinley Springs MEIER Architecture * Engineering Melendy Entertainment Services Mercer Wine Estates Merrill Lynch Mezzo Thai Fusion Mid-Columbia Ballet Mid-Columbia Libraries Mid-Columbia Mastersingers Mid-Columbia Musical Theatre Mid-Columbia Symphony Middleton Six Sons Farms Milbrandt Vineyards Miller, Mertens & Comfort, PLLC Minuteman Press of Kennewick Miss Tamale Monarcha Winery Monte Nail, CPA P.S. Monterosso’s Italian Restaurant Moon Security Services, Inc. Moonshot Brewing Mooreshots Direct, Inc. Motel 6 Kennewick Motoring Services Auto Repair My Garden Overfloweth My Place Hotel NARFE Employees Association NCMI Corporation Northwest Golfmaps Northwest Paddleboarding Northwet United Protestant Church Nouveau Skin Care & Day Spa Nuclear Care Partners NV5 Octopus Garden OJEDA Pacific Shore Powersports Pahlisch Homes Paragon Corporate Housing Parkview Estates Pasco Aviation Museum Pasco Chamber of Commerce Pasco Golfland Pasco Specialty Kitchen Pay Plus Benefits, Inc. PayneWest Insurance Peak Mortgage Peak Mortgage Pepsi Cola Bottling Co Picture Yourself Piton Wealth PIXELSOFT FILMS Plateau Press, Printing • Branding • Design Polka Dot Pottery Power Up Arcade Bar Preszler’s Guide Service, LLC Pro Made Homes PROOF Gastropub Prosser Chamber of Commerce Prosser Economic Development Association Prosser Wine Network PS Media, Inc. Purple Star Wines Quality Inn - Kennewick Ranch & Home Rattlesnake Mountain Harley-Davidson RE/MAX Professionals REACH Museum Real Property Management Tri Cities Red Dot Paintball Red Lion Inn & Suites Kennewick Tri-Cities Red Lion Templin’s Hotel on the River Red Lobster Red Mountain AVA Alliance Red Mountain Photo Bus, LLC Red Mountain Trails Red Mountain Trails Winery Restaurante El Chapala Retter & Company, Sotheby’s International Realty Richland Players Theater Richland Public Library Richland School District Richland Senior Association RideNow Powersports Tri-Cities Roads2 Travel Company Rollarena Skating Center Rolling Hills Chorus Ron Hue Roxy Theater Antiques & Gifts RRoyal Rides Runners of the Sage Safeguard Printing & Promotional Products Sage Brewing Company Sageland Center Sandollar Farms & Alpacas Sandy’s Fabrics & Machines Sandy’s Trophies, Inc. Seattle Children’s Tri-Cities Clinic Seoul Fusion Korean Restaurant Shari’s Restaurant Sheep’s Clothing Shelby’s Floral & Gifts Simplified Celebrations Skippers Seafood n’ Chowder Sleep Inn Tri-Cities Sleeping Dog Wines Smooth Moves, LLC Snake River Adventures Soap Lake Natural Spa & Resort Solar Spirits Spare Time Lanes Speedy Movers Spencer Carlson Furniture & Design Sporthaus Northwest, Inc. Statewide Publishing STCU Stevenson Advertising Stonecrest Builders Sugar It Sun Willows Golf Course Sundance Aviation SunWest Sportwear Super 8 Kennewick SuperMex El Pueblo Market Swadee Thai Cuisine Swampy’s BBQ Sauce & Catering Tagaris Winery Tamastslikt Cultural Institute Tapteal Greenway Tapteil Vineyard Winery TC Black Teknologize Terra Blanca Winery & Estate Vineyard The Arc of Tri-Cities The Bradley The Children’s Reading Foundation The Crazy Crab Place The Edge Steakhouse & Sports Lounge The Educated Cigar, LLC The Endive Eatery The Garden Tri Cities The Grain Bin Inn The Hotel Group The L&W Team The Lodge at Columbia Point The Olive Garden The Pita Pit The Pub The Rude Mechanicals The Tip Pit The Uptown Business Improvement District Three Rivers Lacrosse Club Thurston Wolfe Winery Titan Homes, LLC Towne Place Suites by Marriott Toyota of Tri-Cities Traveler Mobile Espresso Treveri Cellars Tri City Furnished Home Rentals TRI•CU Credit Union Tri-Cities Alliance FC Tri-Cities Area Journal of Business Tri-Cities Auto Licensing Tri-Cities Battery, Inc. Tri-Cities Cancer Center Tri-Cities Figure Skating Club Tri-Cities Girls Fastpitch Softball Association Tri-Cities Hispanic Chamber of Commerce Tri-Cities Life Tri-Cities Newcomers Club Tri-Cities Prep, A Catholic High School Tri-Cities Sunrise Rotary / See3Slam Tri-Cities Tournament Committee Tri-Cities Wine Society Tri-City Americans Tri-City Association of Realtors Tri-City Dust Devils Tri-City Herald Tri-City Kart Club Tri-City Quilters’ Guild Tri-City Rage Semi-Pro Football Team Tri-City Regional Chamber of Commerce Tri-City Tappers Tri-City Water Follies Association TRIDEC Tri-Fun Tucannon Cellars Tumbleweeds Mexican Flair Twigs Bistro & Martini Bar U.S. Bank Tri-Cities Business Center U.S. Linen & Uniform United Way of Benton & Franklin Counties Uptown Antique Market US Army Corp of Engineers Vanguard Cleaning Systems Viking Homes Vintners Lodge Visit Lewis Clark Valley Walker Heye Meehan & Eisinger, PLLC Wallowa County Chamber of Commerce Washington Hospitality Association Washington State Railroads Historical Society Washington State University Tri-Cities Washington Trust Bank Water2Wine Cruises Wautoma Springs West Richland Area Chamber of Commerce West Richland Golf Course Wet Palette Uncork & Create Studio Wheelhouse Community Bike Shop White Bluff’s Brewing White Bluffs Quilt Museum Wildhorse Resort & Casino Windermere Group ONE Wine Valley Golf Club Wine Yakima Valley WingStop - Pasco Women Helping Women Fund Tri-Cities WoodSpring Suites WorkSource Columbia Basin Wright’s Desert Gold Yakama Nation Legends Casino & Legends Casino Hotel Yakima Federal Savings Ye Merrie Greenwood Players YMCA of the Greater Tri-Cities Z Place Salon & Spa Zintel Creek Golf Club Page 95 of 332 2020 CHAIRMAN’S CIRCLE MEMBERS GOLD MEMBERS Amentum Atkins Banner Bank Benton-Franklin Council of Governments Best Western Plus Columbia River Hotel and Conference Center Best Western Premier Pasco Inn & Suites Clover Island Inn Courtyard by Marriott Richland Columbia Point Energy Northwest Fluor Federal Services Gesa Credit Union HAPO Community Credit Union Hilton Garden Inn Tri-Cities/ Kennewick Holiday Inn Express Hotel & Suites Pasco-TriCities Holiday Inn Richland On The River Lourdes Health Network Numerica Credit Union Quality Inn Kennewick Red Lion Hotel Columbia Center Red Lion Hotel Pasco Airport & Conference Center Riverfront Hotel, SureStay Collection by Best Western SpringHill Suites by Marriott Kennewick Tri-Cities Tri-Cities Community Health Trios Health We acknowledge with pride and appreciation the support of our Chairman’s Circle members. It is their extra commitment to Visit Tri-Cities that helps us distribute our message about the Tri-Cities and welcome guests to our area. ECONOMIC DEVELOPMENT PARTNERS City of Kennewick City of Pasco City of Richland Tri-City Regional Hotel-Motel Commission DIAMOND Battelle Bechtel National, Inc. Mission Support Alliance Three Rivers Convention Center Toyota Arena Toyota Center Washington River Protection Solutions Lamb Weston PLATINUM MEMBERS Ben Franklin Transit Benton County Benton PUD City of West Richland Franklin PUD The HAPO Center Jacobs Port of Benton Port of Kennewick Port of Pasco 7130 W. Grandridge Blvd., Ste. B Kennewick, WA 99336 (509) 735-8486 I (800) 254-5824 www.VisitTri-Cities.com Page 96 of 332 INCOME 3050 ꞏ City of Kennewick 224,591.00 3055 ꞏ City of Pasco 127,977.00 3060 ꞏ City of Richland 196,978.00 Total Income 549,546.00 EXPENSES 5010 ꞏ Salaries 226,237.00 5012 ꞏ 401 (k) Employer 11,112.00 5015 ꞏ Health insurance 10,201.00 5030 ꞏ Payroll Taxes 21,351.00 5035 ꞏ Accounting 10,178.00 5050 ꞏ Telephone & Toll free 2,000.00 5060 ꞏ Office Expense 9,000.00 5070 ꞏ Office/Visitor Center Insurance 2,000.00 5080 ꞏ Postage 1,500.00 5090 ꞏ Equipment upkeep 4,000.00 5092 ꞏ Vehicle Expenses 1,220.00 5095 ꞏ Capital Exp/Set Up 2,000.00 5100 ꞏ Office/Visitor Center rent 10,000.00 5105 ꞏ Legal / Professional 2,000.00 5115 ꞏ Computer/Software Lic Fee 4,000.00 5120 ꞏ Visitor Guide 60,000.00 5185 ꞏ Visitor Center 2,000.00 5200 ꞏ Tourism Development 6,000.00 5225 ꞏ Website 8,500.00 5230 ꞏ Staff Development 1,000.00 5290 ꞏ Advertising 153,247.00 5315 ꞏ Conv Travel/Exp 2,000.00 Total Expense 549,546.00 Net Income/Loss … Visit Tri-Cities 2021 Lodging Tax Annual Budget Page 97 of 332 Page 98 of 332 Page 99 of 332 Page 100 of 332 Page 101 of 332 Page 102 of 332 Page 103 of 332 Page 104 of 332 Page 105 of 332 Page 106 of 332 Page 107 of 332 Page 108 of 332 Page 109 of 332 Page 110 of 332 Page 111 of 332 Page 112 of 332 Page 113 of 332 Corporations and Charities Division PO Box 40234 Olympia, WA 98504 Tel 360.725.0378 06/03/2021 COLIN HASTINGS 1110 OSPREY POINTE BLVD SUITE 101 PASCO WA 99301-5827 Registration Number: 1125688 Organization Name: GREATER PASCO AREA CHAMBER OF COMMERCE Dear COLIN HASTINGS, Thank you for your recent submission. This letter is to confirm that the following documents have been received and successfully filed: CHARITABLE ORGANIZATION RENEWAL You can view and download your filed document(s) for no charge at our website, www.sos.wa.gov/ccfs If you haven’t already, please sign up for a user account on our website, www.sos.wa.gov/ccfs to file online, conduct searches, and receive status updates. Additional information: Report any changes to your information online at www.sos.wa.gov/ccfs Make sure all solicitations include the required disclosure information as described in the Charitable Solicitations Act, RCW 19.09.100. Submit each commercial fundraiser contract , also available online at www.sos.wa.gov/ccfs before fundraising begins. Determine if the organization is a “trustee” as defined under the Charitable Trust Act, RCW 11.110.020. If so, it may be subject to the Act and required to register as a “charitable trust.” Visit the Combined Fund Drive (CFD) www.cfd.wa.gov to complete the registration process if the organization wishes to take part in the CFD. Please contact our office at charities@sos.wa.gov or (360) 725-0378 if you have any questions. Sincerely, Corporations and Charities Division Office of the Secretary of State www.sos.wa.gov/corps Page 114 of 332 Page 115 of 332 Page 116 of 332 Page 117 of 332 Page 118 of 332 Page 119 of 332 Page 120 of 332 Page 121 of 332 Page 122 of 332 Page 123 of 332 Page 124 of 332 Page 125 of 332 Page 126 of 332 Page 127 of 332 Page 128 of 332 Page 129 of 332 Page 130 of 332 Charity Renewal ORGANIZATION INFORMATION Organization Name: GREATER PASCO AREA CHAMBER OF COMMERCE Registration Number : 1125688 Also known as Names: Purpose/Mission of the Organization: PROMOTION OF TRADE AND COMMERCE IN THE PASCO AREA. TO PROVIDE SERCICES TO NEW AND E XISTING CITIZENS OF THE CITY OF PASCO FEIN Number: 91-0375775 Federal Tax-Exempt Status: Yes Federal Status Type: 501(c)(6) UBI Number: 601 128 692 Is this Charitable Organization associated with any Corporation or LLC?- Yes Organizational Structure: Jurisdiction: WASHINGTON CONTACT INFORMATION Organization Email: chastings@pascochamber.org Confirm Organization Email: chastings@pascochamber.org Organization Website: www.pascochamber.org Is Foreign Contact: No Country Code: 1 Phone Number: 5095479755 Ext: Mailing Address: Filed Secretary of State State of Washington Date Filed: 06/03/2021 Effective Date: 06/03/2021 Registration No: 1125688 Name PASCO CHAMBER OF COMMERCE This document is a public record. For more information visit www.sos.wa.gov/corps Work Order #: 2021060300346598 - 1 Received Date: 06/03/2021 Amount Received: $40.00Page 131 of 332 1110 OSPREY POINTE BLVD, SUITE 101, PASCO, WA, 99301-5827, USA Street Address: 1110 OSPREY POINTE BLVD, SUITE 101, FRANKLIN COUNTY, PASCO, WA, 99301-5827, USA Do you use any other addresses for Solicitation - No FINANCIAL INFORMATION Accounting year beginning date: 09/01/2019 Accounting year ending date: 08/31/2020 Beginning Gross Assets: $69,970.00 Ending Gross Assets: $41,272.00 Revenue Gross Contributions from Solicitations: $109,246.00 Gross Revenue from All Other sources: $293,479.00 Total Dollar Value of Gross Receipts: $402,725.00 Expenses Gross Expenditures from Program Services: $319,983.00 Total Gross from All Expenditures: $319,983.00 Percent to Program Services: 100% FINANCIAL HISTORY Fiscal Begin Date Fiscal End Date Begin Assets Revenue Program Services Expenses End Assets % To Program Services 09/01/2018 08/31/2019 $98,363.00 $372,348.00 $397,304.00 $397,304.00 $69,970.00 100% 09/01/2017 08/31/2018 $12,755.00 $422,137.00 $338,817.00 $338,817.00 $98,363.00 100% 09/01/2016 08/31/2017 $956.00 $331,505.00 $318,750.00 $318,750.00 $12,755.00 100% 09/01/2015 08/31/2016 $1,957.00 $339,204.00 $337,125.00 $337,125.00 $956.00 100% 01/01/2015 08/31/2015 $39,119.00 $215,190.00 $252,353.00 $252,353.00 $1,957.00 100% 01/01/2014 12/31/2014 $36,920.00 $330,362.00 $328,902.00 $328,902.00 $39,119.00 100% 01/01/2013 12/31/2013 $22,701.00 $282,403.00 $283,961.00 $283,961.00 $36,920.00 100% 01/01/2012 12/31/2012 $17,164.00 $301,610.00 $302,072.00 $302,072.00 $26,398.00 100% 01/01/2011 12/31/2011 $62,914.00 $213,363.00 $240,796.00 $240,796.00 $35,480.00 100% 01/01/2010 12/31/2010 $94,184.00 $365,098.00 $351,788.00 $351,788.00 $30,446.00 100% 01/01/2009 12/31/2009 $95,243.00 $223,435.00 $147,167.00 $236,938.00 $21,874.00 62% 01/01/2008 12/31/2008 $86,000.00 $256,145.00 $0.00 $244,353.00 $95,243.00 0% This document is a public record. For more information visit www.sos.wa.gov/corps Work Order #: 2021060300346598 - 1 Received Date: 06/03/2021 Amount Received: $40.00Page 132 of 332 Solicitation Comments: Did the Organization solicit or collect contributions in WA during the accounting year reported?- Yes l Entertainment/Special Events Is the Organization registered to solicit outside of WA?- No Does the Organization pay any of its officers or employees?- Yes PERSONS ACCEPTING RESPONSIBILITY Current Officers or Persons Accepting Responsibility for the Organization FINANCIAL PREPARER Person or Business that Prepares, Reviews or Audits Financial Information: Type: BUSINESS Business Name: BAKER & GILES Representative First Name: MARK Representative Last Name: MORRISETTE Title: PARTNER Address: 10110 CHAPEL HILL BLVD, PASCO, WA, 99301-8521, USA LEGAL INFORMATION Do you have any Legal Actions? - No COMMERCIAL FUNDRAISERS Does the Organization use one or more Commercial Fundraisers to solicit contributions in WA?- No RETURN ADDRESS FOR THIS FILING Attention: COLIN HASTINGS Email: CHASTINGS@PASCOCHAMBER.ORG Address: 1110 OSPREY POINTE BLVD, SUITE 101, PASCO, WA, 99301-5827, USA First Name Last Name Colin Hastings First Name Last Name Title Phone #Address JASON HOGUE PRESIDENT 5095479755 1110 OSPREY POINTE BLVD, SUITE 101, PASCO, WA, 99301- 5827, UNITED STATES JOSEPH ROACH PAST PRESIDENT 5095479755 1110 Osprey Pointe Blvd, STE 101, PASCO, WA, 99301, UNITED STATES This document is a public record. For more information visit www.sos.wa.gov/corps Work Order #: 2021060300346598 - 1 Received Date: 06/03/2021 Amount Received: $40.00Page 133 of 332 UPLOAD ADDITIONAL DOCUMENTS Do you have additional documents to upload? No EMAIL OPT-IN By checking this box, I hereby opt into receiving all notifications from the Secretary of State for this entity via email only. I acknowledge that I will no longer receive paper notifications. SIGNATURE/ ATTESTATION First Name: COLIN Last Name: HASTINGS Date: 06/03/2021 Phone Number: 509-547-9755 This document is a public record. For more information visit www.sos.wa.gov/corps Work Order #: 2021060300346598 - 1 Received Date: 06/03/2021 Amount Received: $40.00Page 134 of 332 Corporations and Charities Division PO Box 40234 Olympia, WA 98504 Tel 360.725.0378 06/03/2021 COLIN HASTINGS 1110 OSPREY POINTE BLVD SUITE 101 PASCO WA 99301-5827 Registration Number: 1125688 Organization Name: GREATER PASCO AREA CHAMBER OF COMMERCE Dear COLIN HASTINGS, Thank you for your recent submission. This letter is to confirm that the following documents have been received and successfully filed: CHARITABLE ORGANIZATION RENEWAL You can view and download your filed document(s) for no charge at our website, www.sos.wa.gov/ccfs If you haven’t already, please sign up for a user account on our website, www.sos.wa.gov/ccfs to file online, conduct searches, and receive status updates. Additional information: Report any changes to your information online at www.sos.wa.gov/ccfs Make sure all solicitations include the required disclosure information as described in the Charitable Solicitations Act, RCW 19.09.100. Submit each commercial fundraiser contract , also available online at www.sos.wa.gov/ccfs before fundraising begins. Determine if the organization is a “trustee” as defined under the Charitable Trust Act, RCW 11.110.020. If so, it may be subject to the Act and required to register as a “charitable trust.” Visit the Combined Fund Drive (CFD) www.cfd.wa.gov to complete the registration process if the organization wishes to take part in the CFD. Please contact our office at charities@sos.wa.gov or (360) 725-0378 if you have any questions. Sincerely, Corporations and Charities Division Office of the Secretary of State www.sos.wa.gov/corps Page 135 of 332 Corporations and Charities Division PO Box 40234 Olympia, WA 98504 Tel 360.725.0378 06/03/2021 GREATER PASCO AREA CHAMBER OF COMMERCE 1110 OSPREY POINTE BLVD SUITE 101 PASCO WA 99301-5827 Registration Number: 1125688 Organization Name: GREATER PASCO AREA CHAMBER OF COMMERCE Dear GREATER PASCO AREA CHAMBER OF COMMERCE, Thank you for your recent submission. This letter is to confirm that the following documents have been received and successfully filed: CHARITABLE ORGANIZATION RENEWAL You can view and download your filed document(s) for no charge at our website, www.sos.wa.gov/ccfs If you haven’t already, please sign up for a user account on our website, www.sos.wa.gov/ccfs to file online, conduct searches, and receive status updates. Additional information: Report any changes to your information online at www.sos.wa.gov/ccfs Make sure all solicitations include the required disclosure information as described in the Charitable Solicitations Act, RCW 19.09.100. Submit each commercial fundraiser contract , also available online at www.sos.wa.gov/ccfs before fundraising begins. Determine if the organization is a “trustee” as defined under the Charitable Trust Act, RCW 11.110.020. If so, it may be subject to the Act and required to register as a “charitable trust.” Visit the Combined Fund Drive (CFD) www.cfd.wa.gov to complete the registration process if the organization wishes to take part in the CFD. Please contact our office at charities@sos.wa.gov or (360) 725-0378 if you have any questions. Sincerely, Corporations and Charities Division Office of the Secretary of State www.sos.wa.gov/corps Page 136 of 332 Page 137 of 332 Page 138 of 332 Page 139 of 332 Page 140 of 332 Page 141 of 332 Page 142 of 332 Page 143 of 332 Page 144 of 332 Page 145 of 332 MINUTES Lodging Tax Advisory Committee 1:30 PM - Friday, September 10, 2021 GoToMeeting CALL TO ORDER The meeting was called to order at 1:30 p.m., by Saul Martinez, Chairperson ROLL CALL Committee Members Present: Mayor Saul Martinez, Monica Hammerberg, Taran Patel, Colin Hastings, Hector Cruz. Staff Present: Angela Pashon, Senior Management Analyst; Michael Gonzalez, Economic Development Manager; Rosa Moreno, Staff Accountant; Adam Lincoln, Deputy City Manager. APPROVAL OF MINUTES MOTION: Colin Hastings moved to approve the minutes of the October 9, 2020 meeting, seconded by Taran Patel. Motion carried unanimously. NEW BUSINESS 2021 Lodging Tax Activities Ms. Pashon stated year-to-date only long-term commitments have been expensed. Staff anticipates Water Follies and Franklin County Historic Society will also receive allocated funds by the end of 2021. 2022 Allocation Applications Ms. Pashon presented applications received for 2022 allocation: 1. Gesa Stadium Improvements Bond Debt - $126,000 2. HAPO Center Facility Operations - $250,000 3. Tri-Cities Visitor & Convention Bureau Tourism Marketing - $149,000 Page 1 of 2Page 146 of 332 4. Fund Administration Expense - $3,900 5. Pasco Chamber of Commerce Tourism Marketing - $20,000 6. LBA Tamale Event Marketing & Operations - $25,000 Ms. Pashon discussed outreach efforts for 2022 applications. In addition to advertising on the City's website and social media, the application was also sent to members of the Arts and Culture Commission, Inclusion, Diversity, and Equity Commission, and Lodging Tax Advisory Committee. Mr. Gonzalez stated he reached out to the Downtown Pasco Development Authority (DPD A), Hispanic Chamber of Commerce, Colima-Pasco Friendship Association, Franklin County Historic Society and Museum, Eagle Media Company, and Latin Business Association. 2022 lodging tax revenue is estimated to be $500,000, requests total $573,900. With uncertainty in COVID-19 impacts in 2022, and to ensure all long-term commitments are funded, staff recommended funding Gesa Stadium Improvements Bond Debt with Stadium Fund Reserves as done in 2021. As a first time applicant, LTAC discussed the LBA's application. As done with prior new applicants, LTAC discussed providing a portion of the requested amount for further evaluation of the correlation to tourism/lodging and possible additional funding in the future and, to ensure Washington State required metr ics are reported by LBA to meet City of Pasco's obligation. MOTION: Colin Hastings motioned to approve and recommend option 2 for 2022 allocations provided by City staff, funding long-term commitments as provided and, amending the LBA to $8,000. Monica Hammerberg seconded. Motion passed unanimously. ADJOURNMENT There being no further business, the meeting was adjourned at 7:00 pm. PASSED AND APPROVED THIS ___ DAY OF _______, 20__ APPROVED: Page 2 of 2Page 147 of 332 AGENDA REPORT FOR: City Council TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Angela Pashon, Senior Management Analyst Executive SUBJECT: Inclusion, Diversity and Equity Commission Strategic Equity Plan Recommendation I. REFERENCE(S): IDEC Work Plan DEI Strategic Planning Worksheet Resolution No. 3820 GARE Resources II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Estimated $15,000-$25,000 IV. HISTORY AND FACTS BRIEF: In 2018, the City Council proactively established the limited term Inclusivity Commission, since retitled the Inclusion, Diversity and Equity Commission (IDEC), by Resolution No. 3820. IDEC's focus was to provide recommendations to the Council, for implementation by staff, for City -wide inclusivity improvements. Although faced with several challenges including turnover in members and restrictions due to COVID-19, IDEC has remained determined to provide recommendations to Council for staff implementation. V. DISCUSSION: A top priority in the revised IDEC workplan recently presented to the City Council by the Commission is "to help the City of Pasco develop a strategic equity plan." A Strategic Equity Plan is both a process and a product. A successful process Page 148 of 332 will build capacity and also serve to familiarize staff and the community with the organization's equity vision and its theory of change. Many local jurisdictions are actively working on diversity, equity, and inclusion efforts; however, few (primarily metropolitan jurisdictions) have completed Strategic Equity Plans at this time. As with any strategic plan, resources are needed to execute the process; with an organizational strategic plan, additional ongoing staff resources will be required to evaluate policy changes and/or implementation, provide training, and ongoing evaluation of data/metrics. Tonight, IDEC Commissioner Naima Chambers-Smith will present the DEI Strategic Planning Worksheet (attached). The worksheet was approved by IDEC to forward to City Council as a recommended structure by which to develop a strategic equity plan. Staff would envision planning efforts and process to be managed through a consultant working with the Executive Department. Staff is seeking Council discussion and consideration. If favorable, staff will include appropriate funding in the mid-biennium adjustment. Page 149 of 332 Approved November 18, 2020 INCLUSION, DIVERSITY AND EQUITY COMMISSION WORK PLAN GOAL #1: Foster an environment that includes, accepts, respects and appreciates all members of our community by promoting the city’s commitment to Inclusion, Diversity and Equity. OBJECTIVES A. Work in conjunction with the Pasco School Board to create an Inclusivity Commission (IC) youth subcommittee for middle and high school students. 1. Provides opportunity and forum for youth advisement on what their needs and ideas to improve inclusion, diversity and equity in city government and the Pasco community. B. Create a portal on the City’s website and Facebook page. 1. Promote commission work products or events and share resources that can facilitate the mission. C. Support and promote diverse cultural and heritage events in Pasco. 1. Promotes community engagement and inclusivity. 2. IDEC will facilitate providing survey instruments and suggestion forum to the community, especially when translated to other languages, to help gather data from the community. 3. Impart information on city programs and services by engaging all media to feature efforts and increase participation. 4. Identify and partner with existing organizations and their events. D. Hold Inclusion, Diversity and Equity meetings in the community on a quarterly basis. 1. Provides forum outside of city hall to impart the mission and work plan and, for residents to share experiences and offer suggestions on inclusion, diversity and equity in Pasco city government. 2. Integrate a different cultural component (food, performance, presentation) to each meeting. 3. Establish a questionnaire consistent with other city survey instruments. 4. Solicit feedback about city government and Pasco. 5. Rotate among council districts. GOAL #2: Help the City of Pasco be more inclusive OBJECTIVES A. Improve engagement with the City. 1. Identify language, technology, and other barriers to accessibility to City Council meetings by making appropriate recommendations to City Council. 2. Assure that residency status is not a deterrent to engagement. B. Improve educational campaigns. Page 150 of 332 Approved November 18, 2020 1. Recommend ways to increase diversity in city campaigns and marketing to ols to reflect current community demographics as well as the desired growth. C. Recommend ways to increase diversity in city campaigns and market ing tools to reflect the current community demographics as well as the desired growth. 1. Provides an opportunity to use non-verbal tools to promote inclusivity and combat exclusivity. GOAL #3: Promote unity, equality, understanding, diversity , and inclusivity in city government. OBJECTIVES A. Introduce evaluation/assessment tools. 1. Increase accountability of commissions, departments, and activities. i. Periodically assign commission liaisons to observe and monitor City boards, commissions and advisory committees for recommendations to enhance inclusivity, diversity and equity. B. Introduce annual inclusion audit and score card. 1. Rate inclusivity, diversity and equity of City-sponsored activities, employment, and contracting. 2. Report to Administration and City Council with results and recommendations. C. Help the City of Pasco develop a strategic equity plan. 1. Recommend policies that increase recruitment and retention of a diverse city workforce. 2. Provide recommendations on further diversity, equity, and inclusion and anti - racism training to all city volunteers and staff to develop a culturally competent city government. D. Recommend opening trainings to be accessible to the community and local business owners looking to educate themselves on diversity, equity, and inclusion. Page 151 of 332 DEI Strategic Planning Worksheet Your DEI plan should articulate your vision, inspire commitment, and inform the actions of your organization. Consider these categories during your iterative assessment and planning process to develop a comprehensive strategy. Vision: ● Why is this work important to your organization? ● What do you want to accomplish? (needs met, issues resolved, changes desired) ● How does this work help you accomplish your organization's mission and goals? (new opportunities, new products/services, branding, outreach, operational effectiveness) Strategy: ● Where is your organization on the DEI continuum? ● How do you plan to approach this work? ● What organizational levers will you utilize? (leadership,talent management, staff development, community, culture, data, policies & practices) Goals: ● What 3-4 goals will you accomplish and by when? ● What obstacles are anticipated? Measurement: ● What metrics are important to your organization to measure?(financial, organizational culture, behavioral, workplace performance, program participation, accountability) ● What baseline data will be used to measure progress? (cultural competency, workplace climate, stakeholder sentiment, community partnerships, workforce profile, diverse leadership, learning & growth) Outcomes: ● Who will you be impacting and in what way? (economics,culture, processes, critical issues) ●What are the expected short-term outcomes of this work? ● What are the expected long-term outcomes of this work? Evaluation Plan: ● How will you evaluate the effectiveness of your activities and efforts? ● How will you evaluate the effectiveness of your plan and results? Partners: ● Who are your accountability partners in this work? Investment: ● What staff, time, and budget will be allocated to this work? Implementation: ● How will your work be communicated? ● What tasks are required to accomplish your goals? ●How will your action plan be implemented? Copyright 2021 All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and specific other non-commercial uses permitted by copyright law. Page 152 of 332 ●How will this work be sustained over time? ●Evaluation process. Copyright 2021 All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and specific other non-commercial uses permitted by copyright law. Page 153 of 332 RESOLUTION NO. 3'2,0 A RESOLUTION of the City of Pasco, Washington establishing an Inclusivity Commission to provide recommendations to the City Council for implementation by staff for City-wide inclusivity improvements. WHEREAS,the City of Pasco has historically been the home for diverse cultures within our region, creating its unique character and opportunities, as well as a source of pride for all who live here; and WHEREAS, the City Council of the City of Pasco desires to protect and encourage our diverse culture, as well as to protect the constitutional rights of its citizens, including the right to be free of discriminatory practices and the fair application of law and to demonstrate that Pasco is a welcoming and inclusive City, where laws apply equally to all who live here, and where individuals, families and businesses are welcome; and WHEREAS,the City Council of the City of Pasco is honored to serve the entire community, and seeks to provide equal protection to our residents and access to all of the City's services to those that live here; and WHEREAS, Article I, Section I of the Washington Constitution declares that"governments derive their just powers from the consent of the governed, and are established to protect and maintain individual rights"; and WHEREAS, the Washington State Legislature has established the "Washington Law Against Discrimination" which declares the "right to be free from discrimination because of race, creed, color, national origin, sex, honorably discharged veteran or military status, sexual orientation, or the presence of any sensory, mental, or physical disability or the use of a trained dog guide or service animal by a person with a disability is recognized as and declared to be a civil right"; and WHEREAS, the Pasco City Council, by oath, declares to uphold and support the Constitution and laws of the State of Washington, and hereby reaffirms its support to,do so for equal benefit of all those who live here; and WHEREAS, the Pasco City Council, to advise it in meeting these goals and responsibilities, desires to create an ad hoc Inclusivity Commission; NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF PASCO, DOES RESOLVE AS FOLLOWS: Section 1. Declaration of City Council. The City of Pasco is hereby declared to be an Inclusive City, committed to embracing diversity and promoting equality among our work force, residents, businesses, and visitors and, hereby establishes an ad hoc Inclusivity Commission to provide recommendations to the City Council for implementation by staff for City-wide inclusivity improvements. Section 2. Establishment of Pasco Inclusivity Commission. The City Council hereby establishes a citizen ad hoc commission to be known as the "Pasco Inclusivity Commission." The City Council further directs the City Manager to develop a charter for the Pasco Inclusivity Inclusivity Commission Resolution Page 1 Page 154 of 332 Commission to be submitted to the City Council for adoption within sixty(60) days of the date of the passage of this Resolution. Section 3. Mission of Inclusivity Commission. The primary mission of the Pasco Inclusivity Commission is to assist the Pasco City Council in promoting inclusivity in Pasco. The Commission shall conduct such activities, including public hearings, to identify means to promote and embrace diversity and inclusivity and to make such recommendations to the City Council for action, education, and guidance to foster an environment that includes, accepts, respects and appreciates all members of our community. Section 4. Selection of Inclusivity Commission. The Pasco Inclusivity Commission shall consist of seven(7) voting members. The Mayor shall appoint the members of the commission with confirmation of the appointments by the Pasco City Council as follows: 1. The Commission Chairperson shall be selected by the City Council who shall conduct the meetings of the Commission and report to the Pasco City Council as requested or provided below. 2. A Vice-Chair selected by a majority of the Commission shall fulfill the duties of the Chairperson in absence of the Chairperson. 3. In appointing members of the Commission, the City Council will strive to select such members to represent the general City population in age, gender, race, ethnicity, sexual orientation and national origin. 4. The term for service shall be one (1)year, and may be subject to reappointment. 5. The commission members or vacancies shall be in accordance with PMC 2.58.010. 6. The majority rule shall control commission meetings with each member having a single vote. 7. Commission members may not assign or grant proxies for their voting rights. 8. The City Council may appoint a City Councilmember to serve as a non-voting liaison to the commission. The City Council may direct the City Manager to appoint a staff advisor who shall serve as a non-voting liaison to the commission. Section 5. The Commission. The requirements of the commission will be as follows: 1. Meet one time per month at the date and time determined by the commission, or more often as may be necessary. 2. Develop a working plan and procedures in accordance with the Council adopted Charter. 3. Report to the City Council as progress occurs; however, not less than an annual report to the City Council. 4. All Commission Meetings shall be open to the public. Inclusivity Commission Resolution Page 2 Page 155 of 332 I 5. All Commission members must be residents who have lived within the Pasco City limits for at least one (1)year, or have a currently licensed business,operating within the City. 6. The Commission will issue special reports at the request of the City Council at any time during its sitting. 7. The Commission will be an advisory board to the City Council. Section 6. Goals of Inclusivity Commission. The goals of the Pasco Inclusivity Commission are as follows: 1. Examine the practices and procedures of the City of Pasco to identify strategies to create a greater feeling of inclusion and welcoming for all who live and work in Pasco. 2. Engage with Pasco residents, interest groups, and businesses, seeking feedback on their experiences that can improve life in our community. 3. Identify strategies that help the City to be more inclusive in engaging our residents and businesses that will better promote unity, equality and understanding in Pasco. 4. Identify funding strategies to implement these goals. 5. Provide the City Council with a report on opportunities to recognize and celebrate Pasco's diverse culture. 6. Present recommendations to the Pasco City Council on how to achieve the goals above. Section 7. This Commission shall expire within twenty-four (24) months of the date of this Resolution unless extended by a majority vote of the Pasco City Council no less than ninety(90) days prior to the date of expiration. If so extended, the term shall be extended by such period as determined by the City Council. Section 8. Effective Date. This Resolution shall be effective upon approval. PASSED by the City Council of the City of Pasco this 20th day of February, 2018. CITY OF P ASC`O Matt Watkins,Mayor AT ST:APPROVED AS TO FORM: J 1,/U,X/J J&.&b a? Daniela Erickson,City Clerk e and rr, City Attorney Inclusivity Commission Resolution Page 3 Page 156 of 332 RESOURCE GUIDE by Erika Bernabei RACIALEQUITYALLIANCE.ORG Racial Equity: Getting to Results Page 157 of 332 Author Erika Bernabei IntroductIon And supplementAl text Government Alliance for Race & Equity wIth the support of Julie Nelson, Simran Noor, Dwayne Marsh, and Ryan Curren, Government Alliance on Race and Equity / Center for Social Inclusion Kelly Larson, City of Dubuque, Iowa Karen Shaban, Fairfax County, Virginia Karalyn Kratowicz, City of Madison, Wisconsin Brenda Anibarro, City of Seattle, Washington Acknowledgments The authors would like to thank the following individuals who contributed to this guide by participating in interviews for case studies: Kelly Larson, City of Dubuque, Iowa Karen Shaban, Fairfax County, Virginia edItorIAl support, lAyout, And desIgn Ebonye Gussine Wilkins This resource guide is published by the Government Alliance on Race and Equity, a national network of government working to achieve racial equity and advance opportunities for all. GARE is a joint project of RACIALEQUITYALLIANCE.ORG Published May 2017. Updated July 2017. Page 158 of 332 TABLE OF CONTENTS Introduction by GARE ................................................................4 Tool Begins with the Data .........................................................6 What Is Racial Equity-Centered Results-Based Accountability™? .........................................................................7 Population Accountability: Start at the end ...........................8 1) What are the desired results ? .......................................................................................8 2) What would the result look like? ....................................................................................9 3) What are the community indicators that would measure the desired result? ..................................................................................................9 4) What do the data tell us? ...............................................................................................10 5) Who are your partners? ..................................................................................................11 6) What works to change the data trend towards racial equity? ..............................12 7) What actions should you start with? ...........................................................................13 Performance Accountability for Actions: The road to getting results .....................................................13 1) Who do you serve? ..........................................................................................................13 2) What is an action’s intended impact? .........................................................................14 3) What is the quality of the action? .................................................................................15 4) What is the story behind the data? .............................................................................15 5) Who are the partners with a role to play? ...................................................................15 6) What works to have greater impact? ...........................................................................16 7) What are the next steps? .............................................................................................17 Case Study: Dubuque, Iowa ....................................................19 Case Study: Fairfax County, Virginia .....................................20 Page 159 of 332 4 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results INTRODUCTION Currently across the country, regardless of region, racial inequities exist across every indicator for success—including health, criminal justice, education, jobs, housing, and beyond. We know these inequities are incongruent with our aspi- rations. The Government Alliance on Race and Equity (GARE), a joint project of the Haas Institute for a Fair and Inclusive Society at the University of California, Berkeley and Center for Social Inclusion, recognizes that we can and must do better. We know that government has a key role in advancing racial equity, and therefore are modeling at the local level how it is truly possible for government to advance racial equity and to develop into an inclusive and effective democracy. We know change is possible with intentionality and focus. We must recognize that from the inception of our country, government at the local, regional, state, and federal level has played a role in creating and maintaining racial inequities. Though we’ve made many strides toward racial equity, policies and practices have created and still create disparate results—even if the intention to discriminate is not present. Despite progress in addressing explicit discrimination, ra- cial inequities continue to be deep, pervasive, and persistent across the country. We are at a critical juncture with an exciting new role for government—to proactively work for racial equity. Our goal goes beyond closing the gaps; we must improve overall out- comes by focusing efforts on those who are faring the worst. Deep- ly racialized systems are costly for us collectively and depress out- comes and life chances for communities of color. To advance racial equity, government must focus not only on individual programs, but also on policy and institutional strategies that create and maintain inequities. GARE uses a six-part strategic approach geared to address all levels of institutional change. Normalize 1. Use a racial equity framework: Jurisdictions must use a racial equity framework that clearly articulates our vision for racial equi- ty and the differences between individual, institutional, and struc- tural racism—as well as implicit and explicit bias. It is important that staff—across the breadth and depth of a jurisdiction—develop a shared understanding of these concepts. 2. Operate with urgency and accountability: While it is often be- lieved that change is hard and takes time, we have seen repeatedly that when we prioritize change and act with urgency, change is em- Six-Part Strategic Approach to Institutional Change Normalize • Use a racial equity framework • Operate with urgency and accountability Organize • Build organizational capacity • Partner with other organizations and communities Operationalize • Implement racial equity tools • Be data-driven Page 160 of 332 5 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results braced and can occur quickly. The most effective path to account- ability comes from creating clear action plans with built-in insti- tutional accountability mechanisms. Collectively, we must create greater urgency and public will in order to achieve racial equity. Organize 1. Build organizational capacity: Jurisdictions need to be com- mitted to the breadth and depth of institutional transformation so that impacts are sustainable. While elected leaders and other top officials are a critical part, change takes place on the ground. We must build infrastructure that creates racial equity experts and teams throughout local and regional government. 2. Partner with other institutions and communities: The work of government on racial equity is necessary but not sufficient. To achieve racial equity, government must work in partnership with communities and other institutions to achieve meaningful results. Operationalize 1. Implement racial equity tools: Racial inequities are neither nat- ural nor random—they have been created and sustained over time. Inequities will not disappear on their own; tools must be used to change the policies, programs, and practices that perpetuate ineq- uities. Using this “Focusing on Racial Equity Results,” along with other tools, such as our Racial Equity Tool, will help us to achieve better results within our communities. 2. Be data-driven: Measurement must take place at two levels— first, to measure the success of specific programmatic and policy changes, and second, to develop baselines, set goals, and measure progress towards goals. It is critical that jurisdictions use data in this manner for accountability. Racial equity means that we no longer see disparities based on race and we improve results for all groups. We believe that in order to disrupt our nation’s deep and pervasive inequality of opportunity and results, generate new possi- bilities for community ownership of government, and establish a new narra- tive for a truly inclusive democracy, it is essential to transform government. Indeed, in order to advance racial equity and success as a nation, we must transform government. Prior to using this resource guide, you might want to familiarize yourself with some of GARE’s other tools. Page 161 of 332 6 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results • Advancing Racial Equity and Transforming Government: A Resource Guide to Put Ideas into Action • Racial Equity Toolkit: An Opportunity to Operationalize Equity • Racial Equity Action Plans: A How-to Manual If you are not familiar with GARE’s work and theory of change, you may want to start with the Advancing Racial Equity resource guide. This work builds on the work of numerous other organizations, including the People’s Institute for Survival and Beyond, Race Forward, Western States Cen- ter, the Haas Institute for a Fair and Inclusive Society, and many others. This issue paper also aligns with and builds upon Results-Based Accountability™ (RBA), developed by Mark Friedman. We have intentionally lifted up the importance of centering racial equity with- in an RBA framework. We have seen too many cases where not doing so re- inforces structural racism. Many planning or evaluation tools were designed within environments of institutional or structural racism. When we fail to name and center race, though we may be well-intentioned, we will reinforce racial inequities. Getting clear about racial equity first, then using a powerful tool like RBA flips the status quo on its head–it shifts the power to drive toward racial equity. Only through the use of a structured process will we achieve transformative results, shifting the very foundation of the institution we seek to change. By developing a clear racial equity lens first, we provide a founda- tion for a racial equity-centered RBA process that facilitates improved results. BEGIN WITH THE DATA Often, the work of identifying, collecting, and using qualitative and quantita- tive data to inform community change processes is left to staff or partners doing work behind the scenes. But, as noted in the Racial Equity Action Plans manual, the role of identifying, collecting, and using data must be shared and owned by community leaders and the early adopters (or Core Team) of staff responsible for developing a plan of action. The design and usefulness of the data will hinge on whether transparent, pro- active data analysis and use become a part of the culture of your group. This is different from the compliance structures often required in funding reports or the deficit orientation affixed to communities of color because of poor out- comes. The use and analysis of data are about empowering you to make good decisions–and to advance racial equity. Using a racial equity-centered RBA process requires you to use the same amount of rigor in your work with and in communities of color as you would put into any other endeavor. Racial equity implementation must be just as dis- ciplined, albeit with different results. This requires, as noted in the Racial Equi- Page 162 of 332 7 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results ty Action Plans manual, that every activity you pursue is specific, measurable, attainable, relevant, and timely. There is a difference between experimentation and deliberate testing of ideas designed to disrupt and shift those practices that create racially inequitable re- sults. When community is authentically engaged in the work, it becomes clear when something is a good idea and when a particular action lacks alignment with community values and goals. Furthermore, when the data trend goes in the wrong direction, authentic, trusting relationships with the group will en- courage and empower people to seek solutions rather than assign blame. An anti-racist, racial equity-focused Results-Based Accountability™ framework is one of many tools that can help you to move your plans forward in a disci- plined way that is structured for equitable results. The next section will give you more information about RBA. WHAT IS RACIAL EQUITY-CENTERED RESULTS-BASED ACCOUNTABILITY™? Results-Based Accountability™ (RBA) is a tool that starts with the desired re- sults and works backwards towards the means, to ensure that your plans work toward community results with stakeholder-driven implementation. This dis- rupts historic patterns of “doing what we’ve always done, because we’ve al- ways done it that way.” That way of work, done with the best intentions, does not produce the racial equity we demand in our communities. RBA also helps distinguish between population level (whole groups) indicators, that are the re- sponsibility of multiple systems and take a long time to shift, and performance measures (activity-specific) that organizations can use to determine whether what they do is having an impact. Tools are not the work, but they are a part of the work. The following guide will help you begin the process of using a powerful tool, Results-Based Account- ability™ that incorporates a racial equity lens. The overarching RBA framework shows a relationship between Results, Indi- cators, and Activities. The orange bar in the diagram separates the population level results and indicators that are the responsibility of many systems over time; below the orange bar are the activities for which jurisdictions can de- velop performance measures and hold themselves accountable. The activities below the line should contribute to the change toward which the jurisdiction aims. The illustration on the next page visualizes what that looks like. To start, Results-Based Accountability™ uses seven primary steps, also called questions of population accountability. Page 163 of 332 8 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results POPULATION ACCOUNTABILITY: START AT THE END 1) What are the desired results ? First, you need to be clear about what desired racial equity conditions you and your group want to see in your whole community. This requires the recognition that the whole community cannot experience well-being when communities of color experience it at disproportionately lower rates. Results focus on a city, county, or state and are articulated as positive conditions of well-being—such as people are healthy in [city], or Latino children are ready for school in [state]. This requires you to think about the larger context—toward the transformation of systems to get equitable results for communities of color. Because changing results is a bigger responsibility than any one agency can shoulder, you need institutional, agency, and community partners to accomplish your goals. For example, Portland, Oregon’s statement “Develop planning and sustainabil- ity solutions that eliminate racial disparities thereby creating prosperous, re- silient, healthy, and affordable communities for all Portlanders” includes four results toward which the Bureau of Planning and Sustainability’s planning and sustainability solutions aspire: prosperity, resilience, health, and afford- ability. In order to get to those results, the Bureau will have to partner with other groups. The first step, then, is for your group to determine results. Fill in the following statement: “We want families/communities that are…” These statements should be positive (i.e. “healthy” versus “not sick”). They should also be about the condition itself, not a choice or possibility of a con- dition, (i.e. “educated” versus “the opportunity or to be educated”)—allowing the choice to be built in to the condition. Saying “the opportunity” reinforces notions that community members experience disparate outcomes because of choices they make rather than as a result of institutional and/or structural racism. RESULTS (A condition of well-being for people) Indicators (Measures of Results) Programs Policies Functions Agencies Performance Measures Performance Measures Performance Measures Performance Measures Page 164 of 332 9 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results 2) What would the result look like? The next step is to answer the following question: What would this result/con- dition of well-being look like if you experienced it in the community? What would it physically look like? What would it feel like? This question should be answered in a culturally relevant, contextualized manner that is connected to the vision you have for racial equity. The question is not about any community, but about this community. You should ask your- self, whose vision does this picture reflect? Does it reinforce a deficit orienta- tion about behaviors or does it authentically reflect what a result means to that city/county/state/community? 3) What are the community indicators that would measure the desired result? The next step is to identify community indicators, of the population-level re- sult(s). Indicators may not be quick to move because they should be communi- ty-level measures that reflect generations of policy and systems failures that have produced racial inequity. Nevertheless, they are powerful measures that focus and hold your efforts accountable to population-level systems change over time. These measures might look similar to others across the country, but once you disaggregate the data by race and ethnicity and review it, they tell a unique story about a particular community. The group should keep ambitions practical and identify a small number of indicators on which to concentrate; it is easy to get distracted or avoid work when taking on too much at once. You can use some of the guiding questions outlined in the Racial Equity Action Plan manual to help identify the most relevant indicators. • What needs or opportunities were identified during the informa- tion-gathering phase of this process? • What does our organization define as the most important racially equi- table indicators? • What are some known racial inequities in our organization’s field? Indicators are large-scale measures like unemployment rates, chronic disease rates, or academic achievement rates. Because of the scope and scale of the collection, population level data often comes from federal, state, city, or county government or agencies, university partners, or Census data. Once the group has identified the indicators that they would like to measure, partners should be identified to decide: (a) how to get this data, (b) how it can be disaggregated by race and ethnicity, and (c) with what regularity the data can be produced. Page 165 of 332 10 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results 4) What do the data tell us? Your group then needs to look at the data trend for each indicator, disaggregat- ed by race/ethnicity and whatever relevant demographic breakdowns matter to your work, while asking “what would happen if we did nothing different?” Longitudinal indicator trends can help you see the racially disproportionate results for communities of color over time, and therefore past data is critical at this point in the process. Then, facilitators will help the group to uncover the root causes behind the data trend, asking the group, “why does the trend look like this?” and for each answer, they should ask “why” three to five more times to move past superficial understandings of racial inequity and get to the underlying causes. During this part of the process, you need to maintain discipline to dig into the root causes represented by indicator data trends. The review of data trends and analysis of root causes of racial disparity are critical to setting the stage for the rest of your work with your group. The process must be facilitated by someone skilled at pushing back on views that reinforce individual responsibility and shifting the focus to institutional and structural racism, and able to actively surface the historic and present-day root causes underlying the assumptions. This is most effective when there are two facilitators in a multiracial team who can use their understanding of racial equity; individual, institutional, and structural racism; and power and politics to lead the conversation. For example, when seeking root causes, some participants will likely state as- sumptions about people’s behavior that presume that all people, when they make choices, start on an even playing field. This often comes up when re- viewing health data and child-related data on parenting—(i.e., assuming that THINKING THINGS THROUGH: A SAMPLE DIALOGUE Upon reviewing data that show a gap between the diabetes rates of white and African American residents of a city, a facilitator asks, “Why is the rate of diabetes so much higher for X residents?” A person might say “because X eat poor quality, sugary foods.” If the process ended there, it would not get at the root causes of the issue, and would also reinforce the assumptions some people make about the “choices” peo- ple make. Instead, the facilitator would ask the group, “But why?” and someone might say, “because it is cheap,” to which the facilitator might ask “so why would X people in city buy cheap food?” This might prompt the group to talk about the economic inequality wage and employ- ment difference, or food deserts/the lack of access to healthy foods by neighborhood. A final “why?” might bring the group to identify histori- cal, structural racism in the context of that community. Page 166 of 332 11 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results people make bad eating, purchasing, or parenting choices that cause poor out- comes). It is critical to understand structural and institutional racism and how it plays out in people’s lives, and to use a root-cause analysis to understand underlying causes of disparities and to disrupt deficit thinking. When done well, root-cause analysis produces the foundation upon which all actions and next steps are built. When done poorly, it causes confusion and tension in the group. When insufficient time is spent on root-cause analysis or it is skipped over, groups revert back to the same actions that they have used in the past rather than working with new processes or partners that would change results. 5) Who are your partners? After you’ve completed your root-cause analysis, your group should consider which partners you should work with in order to reach your goals. As noted in the Racial Equity Action Plan manual, in order to do systems change work, government must partner not only with community leadership, but also with a range of types of institutions. The group should consider: • other government agencies; • local government leadership; • nonprofits; • philanthropy; • community-based advocacy and community organizing groups; • the private sector; and • any other partners that would be required. For each of the identified partners, the group should also determine their role (“Why are they important? What are they needed for?”), and when it would be effective to bring that partner into the effort so as to phase the work strate- gically. Identify partners from other institutions whose participation will en- sure that you have impact in your priority communities. Representatives from community-based organizations and grassroots community groups bring a more holistic understanding of inequities, as well as innovative solutions. The group should also challenge itself to identify “unlikely suspects” or part- ners that have been avoided in the past—these might well be the exact part- ners you need in order to produce the results you seek. In addition, consider current partners and how they might expand or change what they are doing, allowing all options to be on the table. To reach impact, it is critical to set a cul- ture of transparency about past performance by current partners. Even if the group cannot yet determine how to engage a needed partner, the process of identifying strategic partners allows us to determine what we need, and prevents us from falling back on business as usual. Making the connec- tion with the partner is a separate step that can come at a later time. Page 167 of 332 12 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results 6) What works to change the data trend towards racial equity? When determining what might work to transform results in your community, begin by having brainstorming sessions. No one program or policy will change an entire result, but any can be a good starting point. Results-Based Accountability™ starts with these categories of ideas: • Low-cost, no-cost ideas: free or nearly free ideas that members of the group identify. Because these solutions are not resource dependent, they may help the group get started more quickly than other activities that require money. • Community knowledge: ideas and solutions that are culled from the wisdom and experience of residents and community members who have already informally tried out actions and have found them to be effective. • Promising practices: solutions that are not considered “evidence-based” because they haven’t been rigorously studied, but that people in or out- side of the community have tried that show promise. • Evidence-based practices: actions that research has shown to be ef- fective. • Out-of-the-box/“Imagine if” ideas: ideas that may seem unorthodox or nontraditional but that just might work. With a diverse partnership come a diversity of ideas, and RBA believes that the more initial ideas the better. Creative, out-of-the-box ideas that relate to the root cause analysis can be particularly impactful. Ask the group to think about the city/county/state’s current policies and ser- vice systems, and how they maintain or reinforce structural racism. During this part of the process, the group considers all actions—from policy changes or implementation to new, client-level programs with the end of decreasing racial disparities. Remember that the root causes they have already identified will inform their brainstorming. The group should identify a large number of actions in each of the categories above in a judgment-free zone. The brainstorm is not a research project for evidence-based practices, although that can be a part of the brainstorming process. The brainstorm is a way to gather the ideas that have the best chance of impacting indicators at the macro-level. 7) What actions should you start with? Once you’ve recorded the brainstorm, the group should use the following RBA criteria to determine which actions to begin with: Page 168 of 332 13 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results • Values : Is it strengths-based, people-centered, and culturally relevant/ anti-racist? Does it advance a racial equity agenda? • Leverage: How likely is it to change the trendline? What additional re- sources for change does it activate? • Reach: Is it feasible? Will it actually benefit communities of color expe- riencing racial inequities? • Specificity: Does it have a timeline with deliverables that answer the questions who, what, when, where, and how ? The Racial Equity Action Plan manual highlights action and accountability; in this large-scale, whole-community work, action commitments are critical to holding the group accountable. You should make action commitments at the end of each meeting to ensure that actions and new partnerships move forward. Action commitments require each member of the group to person- ally commit to one action related to moving indicators, and complete it by an agreed-upon deadline. People should report on progress on these actions at the beginning of every stakeholder meeting. PERFORMANCE ACCOUNTABILITY FOR ACTIONS: THE ROAD TO GETTING RESULTS The hard work begins after the groundwork has been laid. For each community indicator, the group has already identified a set of actions. Now, as noted in the Racial Equity Action Plans manual, facilitated action planning sessions—with- in departments, across departments, and sometimes with nonprofit or other partners—help to refine the potentially broad set of actions. The Core Team should bring population-level indicators and results to these sessions and be- gin to build a performance plan. Whether your actions are department-level policy changes, or changes to non- profit programming, each need a set of performance measures to ensure that the action or activity is crafted to decrease racial disparities. RBA’s seven steps of performance accountability will guide your action refinement and your de- velopment of performance measures. 1) Who do you serve? For each action, the group working on that measure must first identify the in- tended beneficiary. Identifying who you serve (whether an institution, people, a group, or a system) helps you gain clarity about the intended impact of your work and not attempt to make people accountable for change outside their scope of work. For example, some actions will impact community members directly (i.e. parenting program); some will impact other kinds of stakehold- ers, such as elected officials (i.e. policy brief development), board members (i.e. training), or internal staff (i.e. use of a Racial Equity Toolkit policy). Page 169 of 332 14 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results 2) What is an action’s intended impact? This simple question, articulated as a measure, is the most critical part of per- formance accountability. This is the difference between doing business as usual, which has produced racially inequitable results for generations, and be- ing accountable for the impact of our work. Begin by having the group answer these questions: • How would I know if this action worked? • What is the intended impact? • How would I know if anyone is “better off” as a result of it? These answers will inform the development of performance measures that will be critical to measuring the impact of your work. The three performance measures are: • How much did you do? (Quantity, number of clients and/or activities) • How well did you do it? (Quality, percentage of activity that was of high quality, percentage of common measures of appropriate/high quality) • Is anyone better off? (Impact, number or percentage change in skills/ knowledge, attitude/opinion, behavior, or circumstance) For example, a “better off” skills/knowledge measure might be the percentage of people that participated in an activity that have gained knowledge of their rights. An attitude/opinion measure could be the percentage of people that feel empowered as a result of an action. A behavior measure might be a change in the percentage of school attendance rate. And a circumstance measure could be the percentage working in family-sustaining wages as a result of a new employment policy. You can sometimes expect to experience skepticism from community mem- bers. Remember, there are many reasons why communities of color might not trust government. Restoring trust will require time and government must demonstrate a long-term commitment and a willingness to partner in respon- sive, engaging, and power-sharing new ways. Internal to government, some staff may be skeptical as well; some may have seen similar conversations or initiatives come and go. Similar to working with community, building trust with employees of color will require demonstrated commitment from leader- ship over the long term. 3) What is the quality of the action? It is essential to use metrics that measure the quality of the strategy in ways that span the gamut from cultural relevance, language access, and participa- tion rates to more technical measures of staff training and staff-to-client ratio. Page 170 of 332 15 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results The main purpose of this group of metrics is to ensure that action is being done well. If the “better off” measures show no change, quality measures some- times tell us why we are not having an impact. Alternately, just because the action is being implemented in a high-quality manner, does not mean that the “better off” data will move in the right direction. You can see how all three types of measures relate in this RBA graphic on page 16 (from Mark Friedman’s Trying Hard is Not Good Enough): 4) What is the story behind the data? Much of what was noted in population level accountability section for step four is the same for each performance-level action identified in your process. We recommend that you review that section again at this point. Even when groups select actions that they believe will address root causes at the population level, it is critical to regularly review data at the performance level and ask “why?” This is where the rubber hits the road on racial equity. This is the difference between perpetuating systemic failures to address racially disproportionate outcomes and disrupting them. 5) Who are the partners with a role to play? Again, this step is similar to the process at the population level, but it is often skipped at the action level. Generally, identifying partners after looking at data helps organizations fill in service, policy, and community gaps. Internally, organizations often fail to think about the partners that would make their work more effective. This can be because of ego, resources, or time. This failure causes them to continue business as usual, and prevents them from having the thought partners at the table that would allow them to take their THINKING IT THROUGH: QUESTIONS TO ASK Just because something is “evidence-based,” or should work, does not mean that it will work. A perfect, high-quality replication of an evi- dence-based service in your community does not mean that it is an impactful solution. You must ask yourself: Is it culturally relevant? Does it take into account community values? Was it selected with an eye to the root causes of racial inequity? If so, evidence-based prac- tices can be part of the solution as long as you pay attention to the as- sociated “better off” measure. But merely being evidence-based does not guarantee positive change, and some can have neutral or detri- mental impacts in communities, and others might result in overall improvement, but still result in increases in racial disproportionali- ties. It is important to maintain a focus on closing to racial inequities, as well as lifting up results for all. Page 171 of 332 16 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results work from good to transformative. If you are committed to racial equity, part- ners are critical to doing work differently, because they can expand and accel- erate impact. Organizations cannot afford to stay siloed any longer—multiple systems impact people and their efforts need to be coordinated and effective. Again, think about all of the types of partners named in step five in the pop- ulation part of this tool and consider who is needed, in what role, and when to move the work. 6) What works to have greater impact? After you’ve reviewed data on any action, it is time to use it. If you do not use the data, you perpetuate the same practices that have contributed to racial in- equities all along. When things are not going well, or as planned, or the data does not show impact, remember that you have already identified root cases and know that it takes time to see change. You should begin by thinking about how you might change the action. Start by reflecting on the lessons learned within the agency’s experience, but also think about what works in other parts of the community and in other communities—as well as formal best practices/ evidence-based practices that you can use or adapt. This may require you to consider the requirements of funding streams, contracts, and evidence-based HOW THREE MEASURES RELATE: RESULTS-BASED ACCOUNTABILITY How much did we do? # Clients/people served # Activities (by type of activity How well did we do it? % Common measures (e.g. client staff ratio, workload ratio, turnover rate, staff morale, % staff fully trained, % clients seen in their own language, unit cost) % Activity-specific measures (e.g. % timely, % clients completing activity, % correct and complete) Is anyone better off? #/% Skills/knowledge (e.g. parenting skills) #/% Attitude/opinion (e.g. toward drugs) #/% Behavior (e.g. school attendance) #/% Circumstance (e.g. working, in stable housing) Page 172 of 332 17 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results models—balancing what is required of you with what you believe will work to change systems. While it can be hard to change or stop existing practices, change can produce improved results. 7) What are the next steps? To figure out the next steps, you will need to ask and get answers to specific questions: • Who will do what, by when? • What resources are needed to get it done? • Is this a long-term action that needs time or can it be done tomorrow? • What is the active role of community leadership in making these deci- sions? A commitment to action, just like in the population level process, is critical. The more precise the better, and they must be written. THINKING IT THROUGH: EQUITY REQUIRES COMMUNITY INSIGHT To ensure maximum fidelity between the data and the intended im- pact of an action, ensure that community leadership is in the room for data reviews and root-cause analysis. Sometimes data looks like it is having an intended impact, but you need community residents or people on the receiving end of the implementing a solution to iden- tify the “why?”—or the unintended consequences of “success.” For example, new residents in a community may increase the number of business opportunities/jobs, hence increasing employment in the neighborhood. It is critical to notice/track the beginning stages of that increase in new residents to see whether it is moving into gen- trification, displacing existing residents or businesses, or if business- es are selling goods that are affordable to the existing community. Community leadership is best positioned to flag these root causes of otherwise neutral-seeming actions or other things “under the radar.” Community insight is also necessary when designing and refining solutions—so make sure to have them at the table. Page 173 of 332 18 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results A COMMITMENT TO RACIAL EQUITY AND BETTER RESULTS A Racial Equity-focused Results-Based Accountability™ (RBA) in and of itself is not the work; authentic and principled engagement with com- munity is the work. If a tool could accomplish the hard work of trans- formative public systems change that would produce better results for communities of color, jurisdictions would have solved racial inequities. On the other hand, without tools and a disciplined and focused way of doing work, communities can unintentionally perpetuate inequity by re- lying on goodwill and intellect alone. In places like Fairfax County and Dubuque, and many places around the country, hard work is underway— laying the foundation for systems change by investing in both a com- mon understanding of racism and tools for transformative change. Page 174 of 332 19 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results CASE STUDY: DUBUQUE, IOWA Dubuque, Iowa, a majority white community with disproportionately poor results based on race and ethnicity, is building the public will and institu- tional ability to look at racially-disaggregated data to inform decisions. They have been embedding the RBA framework into their already-evolved ra- cial equity-focused work on advancing housing equity, and building a local model from which other groups can learn. In addition, Dubuque is investing in empowering and developing the ability of local direct-service staff and managers to use disaggregated data to improve results for people of color in real time. They believe that when lawyers, social workers, and managers themselves do this work with data, it helps them internalize the related val- ues and skills over time, and they can apply those learnings more directly to their work. Dubuque is modeling how smaller, disproportionately white communities across the country can deliberately build a foundation using a racial equity lens—and embed a disciplined approach to use data to change systems. Page 175 of 332 20 Government Alliance on Race and Equity RESOURCE GUIDE Racial Equity: Getting to Results CASE STUDY: FAIRFAX COUNTY, VIRGINIA In July, 2016, the Fairfax County Board of Supervisors and School Board adopted the One Fairfax Resolution envisioning an opportunity-rich com- munity in which everyone can participate and prosper. This resolution provides the vehicle to understand how issues of equity impact all Fair- fax County residents and directs the development of a racial and social equity policy—at its core—to be applied in the planning and delivery of all public services and investments. The policy, once adopted, will facilitate the use of equity tools to ensure that equity becomes an intentional point of consideration in decision-making and resource-allocation processes. A cross-systems (County and Schools) Executive Leadership Team, along with an inter-disciplinary, multi-agency policy development workgroup was convened and charged to develop the policy and recommendations regarding the infrastructure necessary for implementation and sustain- ability. Meaningful metrics, supported by an accountability structure that bridges the County Government and the Public School System will ensure common terminology, disaggregated data standards, and “better off” measures to evaluate progress towards achieving racial and social equity. Finally, and importantly, to redefine public engagement in ways that affirm effective democracy through implementing inclusive actions, processes, and structures that build community capacity and reflect the diversity of all residents. Fairfax County is working hard to make their vision for racial and social equity a reality with and for the community. Page 176 of 332 Making a commitment to achieving racial equity Across the country, governmental jurisdictions are: When this occurs, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. Focusing on the power and influence of their own institutions Working in partnership with others Page 177 of 332 A Resource Guide to Put Ideas into Action Advancing Racial Equity and Transforming Government RESOURCE GUIDE RACIALEQUITYALLIANCE.ORG Page 178 of 332 This Resource Guide is published by the Government Alliance on Race and Equity, a national network of government working to achieve racial equity and advance opportunities for all. AUTHORS Julie Nelson Director, Government Alliance on Race and Equity Lauren Spokane, Lauren Ross, and Nan Deng UW Evans School of Public Policy Student Consultants ACKNOWLEDGMENTS Thank you to the following people who contributed to this guide by participating in interviews, feedback, and editing: Brenda Anibarro, Jordan Bingham, Lisa Brooks, Karla Bruce, Jane Eastwood, Jonathan Ehrlich, Pa Vang Goldbeck, Deepa Iyer, Michelle Kellogg, Wanda Kirkpatrick, Sanjiv Lingayah, Judith Mowry, Karen Shaban, Benjamin Duncan, Kelly Larson, Jenny Levison, Marlon Murphy, MaryAnn Panarelli, Heidi Schalberg, Libby Starling, Carmen White EDITING & COPYEDITING Sara Grossman and Ebonye Gussine Wilkins Haas Institute for a Fair and Inclusive Society LAYOUT/DESIGN Lauren Spokane, Rachelle Galloway-Popotas, and Ebonye Gussine Wilkins CONTACT INFO Julie Nelson julie.nelson62@gmail.com, 206-816-5104 RACIALEQUITYALLIANCE.ORG GARE IS A JOINT PROJECT OF COVER IMAGE BY SEATURTLE/CREATIVE COMMONS LICENSEPage 179 of 332 About the Government Alliance on Race & Equity ..........................................5 Introduction .......................................................................................................7 Section 1: Use a Shared Racial Equity Framework .........................................13 Section 2: Build Organizational Capacity for Racial Equity ............................21 Section 3: Implement Racial Equity Tools .......................................................27 Section 4: Use Data and Metrics ......................................................................35 Section 5: Partner with Others .........................................................................43 Section 6: Communicate and Act with Urgency ..............................................49 Bringing the Pieces Together ...........................................................................53 Conclusion .........................................................................................................53 References .........................................................................................................54 SPOTLIGHTS ON BEST PRACTICES Dubuque, IA .......................................................................................................18 Saint Paul, MN ...................................................................................................19 Multnomah County, OR .....................................................................................25 Seattle, WA ........................................................................................................29 Madison, WI ......................................................................................................31 Minneapolis Park & Recreation Board, MN ....................................................32 Fairfax County, VA .............................................................................................40 Portland, OR.......................................................................................................45 APPENDICES Glossary of Frequently Used Terms .................................................................57 Seattle Racial Equity Tool .................................................................................58 TABLE OF CONTENTS Page 180 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 4 Making a commitment to achieving racial equity Across the country, governmental jurisdictions are: When this occurs, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. Focusing on the power and influence of their own institutions Working in partnership with others Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 4 Page 181 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 5 The Government Alliance on Race and Equity (GARE) is a national network of government working to achieve racial equity and advance opportunities for all. Across the country, govern- mental jurisdictions are: • making a commitment to achieving racial equity; • focusing on the power and influence of their own institutions; and, • working in partnership with others. When this occurs, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. GARE provides a multi-layered approach for maximum impact by: • supporting a cohort of jurisdictions that are at the forefront of work to achieve racial eq- uity. A few jurisdictions have already done substantive work and are poised to be a model for others. Supporting a targeted cohort of jurisdictions and providing best practices, tools and resources is helping to build and sustain current efforts and build a national move- ment for racial equity; • developing a “pathway for entry” into racial equity work for new jurisdictions from across the country. Many jurisdictions lack the leadership and/or infrastructure to address issues of racial inequity. Using the learnings and resources from the cohort will create pathways for increased engagement and expansion of GARE; and, • supporting and building local and regional collaborations that are broadly inclusive and focused on achieving racial equity. To eliminate racial inequities in our communities, de- veloping a “collective impact” approach firmly grounded in inclusion and equity is neces- sary. Government can play a key role in collaborations for achieving racial equity, centering community and leveraging institutional partnerships. To find out more about GARE, visit www.racialequityalliance.org. ABOUT THE GOVERNMENT ALLIANCE ON RACE & EQUITY Page 182 of 332 6 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government “Government is one of the places where the community comes together and decides who it chooses to be as a people. Government is a key keeper of our values, and our policies and investments need to reflect that. Government has great opportunity to have an impact on the daily lives of all people and the power to shape policies that reduce our inequities.” - Mayor Betsy Hodges, Mayor of Minneapolis Page 183 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 7 Across the country, more and more cities and counties are making commitments to achieve racial equity. The Government Alli- ance on Race and Equity (GARE) is a national network of government working to achieve racial equity and advance opportunity for all. When government focuses on the power and influence of their own institution and works in partnership with others, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. Over the past decade, a growing field of prac- tice has emerged. This toolkit is based on the lessons learned from practitioners, as well as academic experts and national technical assistance providers. You may be participating in a structured workshop and using it as a part of the workshop; or you may be using it as a reference. It is a resource that will hopefully be informative, but more importantly, one that we hope will assist government leaders in opera- tionalizing racial equity. We know that is important for us to work together. If your jurisdiction has already initiated work to achieve racial equity, join the cohort of jurisdictions at the forefront. Sharing best practices, peer-to-peer learning, and academ- ic resources helps to strengthen work across jurisdictions. If your jurisdiction is just getting started, consider joining one of the new cohorts GARE is launching, focusing on jurisdictions at that initial stage. The cohort will be supported with a body of practice including racial equity train- ing curricula, infrastructure models, tools, and sample policies. If your jurisdiction needs assistance with racial equity training, racial equity tools, model pol- icies, communications coaching or assistance with particular topic areas, such as criminal justice, jobs, housing, development, health or education, please contact GARE. If you are in a region where there are opportunities to build cross-jurisdictional partnerships with other institutions and communities, GARE can help build regional infrastructure for racial equity. Together, we can make a difference. Why government? From the inception of our country, govern- ment at the local, regional, state, and federal levels have played a role in creating and main- taining racial inequity, including everything from determining who is a citizen, who can vote, who can own property, who is property, and where one can live, to name but a few. Governmental laws, policies, and practices created a racial hierarchy and determined based on race who benefits and who is bur- dened. When Jefferson wrote, “all men are created equal,” he meant men, and not women; he meant whites and not people of color; and he meant people with property and not those without. Abraham Lincoln’s aspirations in the Gettys- burg Address were about the transformation INTRODUCTION Page 184 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 8 of government, and a “government of the people, by the people, and for people” is still on the table. For us to achieve racial equity, the fundamental transformation of govern- ment is necessary. Current inequities are sustained by historical legacies, structures, and systems that repeat patterns of exclusion. The Civil Rights move- ment was led by communities, and govern- ment was frequently the target. One of the many successes of the Civil Rights movement was making racial discrimination illegal. However, despite progress in addressing explicit discrimination, racial inequities con- tinue to be deep, pervasive, and persistent across the country. Racial inequities exist across all indicators for success, including in education, criminal justice, jobs, housing, public infrastructure, and health, regard- less of region. In 2010, for example, African Americans made up 13 percent of the popula- tion but had only 2.7 percent of the country’s wealth. Additionally, the median net worth for a white family was $134,000, while the median net worth for a Hispanic family was $14,000, and for an African American family it was $11,000 (Race Forward). Clearly, we have not achieved a “post-racial” society, and taking a “color-blind” approach simply perpetuates the status quo. Unfortunately, what we have witnessed is the morphing of explicit bias into implicit bias, with implicit bias perpetuated by institution- al policies and practices. These policies and practices replicate the same racially inequita- ble outcomes that previously existed. Too often, government has focused on symp- toms and not causes when attempting to work on racial equity. We will fund programs and services, that act as simple bandages rather than addressing the underlying drivers of ineq- uities. While programs and services are often necessary, they will never be sufficient for achieving racial equity. We must focus on pol- icy and institutional strategies that are driving the production of inequities. We are now at a critical juncture where there is a possible new role for government—to pro- actively advance racial equity. Why race? Race is complicated. It is a social construct, and yet many still think of it as biological. Ra- cial categories have evolved over time, and yet many think of race as static. Race is often “on the table,” and yet fairly rarely discussed with shared understanding. More frequently, it is the elephant in the room. Race, income, and wealth are closely connect- ed in the United States. However, racial inequi- ties are not just about income. When we hold income constant, there are still large inequities based on race across multiple indicators for success, including education, jobs, incarcer- ation, and housing. For us to advance racial equity, it is vital that we are able to talk about race. We have to both normalize conversations about race, and operationalize strategies for advancing racial equity. In addition, we must also address income and wealth inequality, and recognize the biases that exist based on gender, sexual orientation, ability and age, to name but a few. Focus- ing on race provides an opportunity to also address other ways in which groups of people are marginalized, providing the opportunity to introduce a framework, tools, and resourc- es that can also be applied to other areas of marginalization. This is important, because to have maximum impact, focus and specificity are necessary. Strategies to achieve racial equity differ from those to achieve equity in other areas. “One-size-fits all” strategies are rarely successful. A racial equity framework that is clear about the differences between individual, institution- al, and structural racism, as well as the history and current reality of inequities, has applica- tions for other marginalized groups. Race can be an issue that keeps other margin- alized communities from effectively coming together. An approach that recognizes the in- ter-connected ways in which marginalization takes place will help to achieve greater unity across communities. Please note: In this Resource Guide, we include some data from reports that fo- cused on whites and African Americans, but otherwise, pro- vide data for all ra- cial groups analyzed in the research. For consistency, we refer to African Americans and Latinos, although in some of the original research, these groups were referred to as Blacks and Hispanics. Page 185 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 9 Why now? In addition to a moral imperative we may feel for righting wrongs, there is particular urgency in our current moment to integrate and incor- porate racial equity frameworks and tools due to our country’s changing racial demographics. By 2060, people of color will represent ap- proximately 57 percent of the US population, numbering 241.3 million out of a total popula- tion of 420.3 million (US Census Bureau, 2012). Latinos and Asians are driving the demograph- ic growth. According to the Pew Research Center, the Latino population is on the rise due to a record number of US births, while immigration is the primary reason behind Asian American growth (Brown, 2014). Simul- taneously, the white population will stay the same until 2040, at which point it will begin to decrease (US Census Bureau, 2012). We are well on our way to becoming a multiracial, pluralistic nation, in which people of color will comprise the majority population. These changes are visible around us already. In September 2014, the US Department of Educa- tion reported that the number of students of color surpassed the white student population in public schools for the first time (Krogstad and Fry, 2014; US Department of Education, 2014). Additionally, many counties and metro- politan areas have become multiracial jurisdic- tions already. As of 2013, the 10 largest metro- politan areas where the percentage of people of color was greater than 50 percent of the overall population included New York, Los An- geles, Houston, Miami, Dallas, the Washinton DC-Maryland-Virginia area, Riverside, Atlanta, San Francisco, and San Diego. Changes in migration flows are also respon- sible for these changes. In 1960, 75 percent of the immigrant population was from European countries. In 2010, the top five countries of birth for foreign-born residents in the United States were Mexico, China, India, the Philip- pines, and Vietnam (Grieco, 2012). Now, more than 80 percent of the foreign-born come from Latin America or Asia. The refugee populations from non-European countries are also on the rise. In 2013, of the nearly 70,000 refugees ad- mitted into the United States, 75 percent came from Iraq, Burma, Bhutan, and Somalia (Martin and Yankay, 2014). As the racial landscape in the United States changes, it is also important to recognize that greater numbers do not equal greater power. That is, even as people of color be- come larger numerical populations, their daily lives will not change unless the systems and institutions that create barriers to opportu- nity undergo transformation. From housing to criminal justice to health access, people of color and immigrant communities face disproportionately unequal outcomes. These conditions will not automatically change with the increase in the populations of people of color—stakeholders must work together to correct course through thoughtful and inclu- sive programs and services. What do we mean by “racial equity”? GARE defines “racial equity” as when race can no longer be used to predict life outcomes and outcomes for all groups are improved. Equality and equity are sometimes used interchangeably, but actually convey signifi- cantly different ideas. Equity is about fairness, while equality is about sameness. We are not interested in “closing the gaps” by equalizing sub-par results. When systems and structures are not working well, they are often not work- ing well across the board. Many of the exam- ples of strategies to advance racial equity are advantageous not only for people of color, but also for all communities, including whites. For more on this definition, see page 15. For definitions of other terms used in this guide, see the Glossary in the Appendix. How does advancing racial equity improve our collective success? Government focusing on racial equity is critically important to achieving different outcomes in our communities. However, the goal is not to just eliminate the gaps between whites and people of color, but to increase the success for all groups. To do so, we have to Page 186 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 10 develop strategies based on the experiences of those communities being served least well by existing institutions, systems, and structures. Advancing racial equity moves us beyond just focusing on disparities. Deeply racialized sys- tems are costly and depress outcomes and life chances for all groups. For instance, although there are a disproportionate number of African Americans, Latinos, and Native Americans who do not graduate from high school, there are also many white students who don’t graduate. We have seen strategies that work for youth of color also work better for white youth. Disproportionalities in the criminal justice system are devastating for communities of color, most specifically African American men, but are financially destructive and un- sustainable for all of us. Dramatically reduc- ing incarceration and recidivism rates and re-investing funds in education can work to our collective benefit. When voting was/is constrained for communi- ties of color, low-income white voters are also likely to be excluded. During the period of poll taxes and literacy tests, more eligible whites were prohibited from voting than African Americans. Systems that are failing communities of color are failing all of us. Deeply racialized systems depress life chances and outcomes and are costly. Advancing racial equity will increase our collective success and be cost effective. What are our strategies—what is our theory of change? Across the country, we have seen the intro- duction of many policies and programmatic ef- forts to advance racial equity. These individual approaches are important, but are not enough. To achieve racial equity, implementation of a comprehensive strategy is necessary. We have seen success with advancing racial equity and government transformation with the following six strategies: 1. Use a racial equity framework. Jurisdic- tions need to use a racial equity frame- work that clearly names the history of government and envisions and operation- alizes a new role; and utilizes clear and easily understood definitions of racial eq- uity and inequity, implicit and explicit bias, and individual, institutional, and structural racism. 2. Build organizational capacity. Jurisdic- tions need to be committed to the breadth (all functions) and depth (throughout hierarchy) of institutional transformation. While the leadership of elected members and top officials is critical, changes take place on the ground, and infrastructure that creates racial equity experts and teams throughout local and regional gov- ernment is necessary. 3. Implement racial equity tools. Racial inequities are not random —they have been created and sustained over time. Inequi- ties will not disappear on their own. Tools must be used to change the policies, pro- grams, and practices that are perpetuating inequities, as well as used in the develop- ment of new policies and programs. 4. Be data-driven. Measurement must take place at two levels—first, to measure the success of specific programmatic and policy changes, and second, to develop baselines, set goals, and measure progress towards community goals. 5. Partner with other institutions and com- munities. The work of local and regional government on racial equity is necessary, but it is not sufficient. To achieve racial equity in the community, local and re- gional government must be working in partnership with communities and other institutions. 6. Communicate and act with urgency. While there is often a belief that change is hard and takes time, we have seen repeat- edly, that when change is a priority and urgency is felt, change is embraced and can take place quickly. Building in insti- tutional accountability mechanisms via a clear plan of action will allow accountabil- ity. Collectively, we must create greater urgency and public will to achieve racial equity. The remainder of this Resource Guide pro- vides additional information about each of these strategies. Why are they important? What is the theory? What is the practice? How does change happen? How can govern- Page 187 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 11 ment normalize conversations about race, operationalize new behaviors, and organize to achieve racially equitable outcomes? The tool- kit shares the stories and lessons learned from local government leaders across the country who have built (and continue to build) racial equity strategies. We hope that by learning from others’ experiences, we can all strength- en our ability to achieve racial equity. Page 188 of 332 12 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government “This analysis is direct about confronting the ineffectiveness of our current practices, our policies, and our procedure. It is a bold step to address the root causes that lead to racial disparities.” - Supervisor Sheila Stubbs, Dane County, WI Page 189 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 13 Across the united stAtes, race can be used to predict one’s success. Deep and pervasive inequities exist across all indicators for success, including jobs, housing, education, health, and criminal justice. Taking a “col- or-blind” approach has not helped. In order for us to achieve equitable outcomes, it is necessary for us to understand the underlying drivers of inequity. Talking about race in our society can be diffi- cult, but it doesn’t have to be the case. Much of the challenge exists because we do not have a common understanding or shared definitions. There are four main concepts that are critical for shared understanding: A. Historical role of government laws, policies and practices in creating and maintaining racial inequities B. A definition of racial equity and inequity C. The difference between explicit and implicit bias D. The difference between individual, institutional, and structural racism A. Historical Role of Government in Creating and Maintaining Racial Inequities From the beginning of the formation of the United States, government played an instru- mental role in creating and maintaining racial inequities. Through decisions about who could gain citizenship, who could vote, who could own property, who was property, and who could live where, governments at all levels have influenced distribution of advantage and disadvantage in American society. Early on in US history, rights were defined by whiteness. As an example, the first immigration law of the newly formed United States, the Naturalization Act of 1790, specified that only “whites” could become naturalized citizens (Takaki, 1998). While the definition of race in American so- ciety was formed around the divide between whites and African Americans in the context of slavery, Native Americans as well as Asians and other immigrant groups came to be defined racially as non-white, maintaining a binary be- tween those who enjoy the privileges of white- ness and those who are seen as undeserving of such privileges (Kilty 2002). Even legislation that on its surface appeared to be race neutral, providing benefits to all Amer- icans, has often had racially disproportionate impact, as evidenced by the examples below. The National Housing Act of 1934 was osten- sibly passed to improve the lot of those who otherwise might not be able to afford to own a home, but the way it was implemented using a neighborhood grading system (now known as redlining) that labeled minority neighborhoods as too unstable for lending resulted in en- trenched segregation and benefits largely only accrued to white families (Jackson 1985). Another New Deal policy, the National Labor Relations Act of 1935, excluded agricultural and domestic employees as a compromise with Southern Democrats (Perea 2011). While the 1. USE A SHARED RACIAL EQUITY FRAMEWORK Page 190 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 14 law was written in “race-neutral” language, the predominance of African Americans in these occupations created disparities in labor protection that exist to this day, as these jobs remain largely held by people of color and have never been incorporated into the NLRA. The Serviceman’s Readjustment Act of 1944, also known as the GI Bill, is often credited for helping to build the modern American mid- dle class. While this program did not include explicit racial language, there were significant disparities in its impact (Herbold, 1994–95). Tuition benefits were theoretically offered to African American veterans, but largely could not be used where they were excluded from white colleges, and space was not made available in overcrowded African American colleges. Banks and mortgage agencies re- fused loans to African Americans, and when African Americans refused employment at wages below subsistence level, the Veterans Administration was notified and unemploy- ment benefits were terminated. As an example of the uneven impact of the GI Bill, of the 3,229 GI Bill guaranteed loans for homes, businesses, and farms made in 1947 in Mississippi, only two loans were offered to African American veteran applicants (Katznelson 2006). In response to the many acts of government that created racial disparities and exclusion, both explicitly and in effect, the Civil Rights movement of the 1960s put pressure on gov- ernment to address inequity. These new laws include the Supreme Court ruling in Brown v. Board of Education that judged school segre- gation unconstitutional; the Civil Rights Act of 1964, which prohibited discrimination based on race, color, sex, religion, or national origin and desegregated public facilities; and the Voting Rights Act of 1965, which made racial discrimination in voting illegal. Following the victories achieved during the Civil Rights movement, many overtly dis- criminatory policies became illegal, but racial inequity nevertheless became embedded in policy that did not name race explicitly, yet still perpetuated racial inequalities. The New Deal and GI Bill policies described above showcase how even before civil rights legislation became the law of the land, policy makers had found ways to accommodate those who benefit from continued racial disparities while appealing to broader American ideals of fairness and equality. Now, with a growing movement of government leaders examining the racial impacts of public policy on their communities, there is tremen- dous opportunity for the development of pro- active policies, practices, and procedures that advance racial equity. We are seeing a growing History of Government and Race Page 191 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 15 field of practice of local and regional govern- ments working to advance racial equity in a variety of realms, from internal hiring policies to criminal justice reform to education and workforce development. B. A Definition of Racial Equity and Inequity Equality and equity are sometimes used interchangeably, but actually convey signifi- cantly different ideas. Equity is about fairness, while equality is about sameness. We are not interested in “closing the gaps” by equalizing sub-par results. When systems and structures are not working well, they are often not work- ing well for most people. Although they might work a little bit better for white people than for people of color, when they are broken, im- provements work to the benefit of all groups. Racial equity means that race can’t be used to predict success, and we have successful systems and structure that work for all. What matters are the real results in the lives of people of color, not by an abstract conception that everyone has equal opportunity. As the historical examples above show, barriers to success attainment go far beyond whether the law contains explicit racial exclusion or dis- crimination. Because of the inter-generational impacts of discrimination and continued dis- parities due to implicit bias, policies must be targeted to address the specific needs of com- munities of color. This means that sometimes different groups will be treated differently, but for the aim of eventually creating a level play- ing field that currently is not the reality. C. The Difference between Explicit and Implicit Bias We all carry bias, or prejudgment. Bias can be understood as the evaluation of one group and its members relative to another. Acting on biases can be discriminatory and can create negative outcomes for particular groups. In its 2013 annual review, the Kirwan Institute defined implicit bias as, “attitudes or stereo- types that affect our understanding, actions, and decisions in an unconscious manner.” Much of the literature suggests that these bi- ases are activated unconsciously, involuntarily, and/or without one’s awareness or intentional control” (Kirwan Institute, 2013). These atti- tudes are often outside the consciousness of an individual and are often acted upon invol- untarily. Individuals may be unaware that they possess these potentially unfavorable opinions and fail to connect these unconscious biases to their actions. Unconscious biases are created through historical legacies and life experiences and influences from other individuals, but are difficult to pinpoint where they were actually developed. While expressions of explicit bias are no longer deemed acceptable in most of American society and, as a result, have de- clined significantly over the past half-century, implicit bias has been shown to be persistent and widespread (Blair et al. 2011). Implicit bias increases the difficulty in per- ceiving and resolving the existence of racial inequality. The “Implicit Association Test” (IAT), pioneered by Greenwald, McGhee, and Schwartz, is a helpful tool for measuring bias and revealing the extent to which we all hold biases without realizing it. Understanding the predictability and unconsciousness of racial bias can help government employees recog- nize the effect their individual actions and institutional policies have on racial inequity if not addressed through intentional change efforts. EXAMPLES OF IMPLICIT BIAS IMPACT In 1970, female musicians made up 5 percent of all players in the top five symphony orchestras in the US, but are 25 percent today. Research has shown that 25–46 percent of the increase can be explained by the use of “blind” audi- tions—auditions that happen behind a screen so that the conductor cannot see the identity of the auditioner (Goldin and Rouse, 1997). Researchers responded to fictitious resumes for help-wanted ads in Boston and Chicago newspapers, assigning each resume to either a very “African American-sounding” name or a very “white-sounding” name. Resumes with ostensibly white names garnered 50 per- cent more callbacks than the African Ameri- Page 192 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 16 can-sounding names, which occurred across occupations and industries (Bertrand and Mullainathan, 2003). Further, for the names deemed white, a higher-quality resume elicited 30 percent more callbacks whereas for African Americans, it elicited a far smaller increase. In a similar study, teachers are more likely to label a student with multiple disciplinary incidents a troublemaker if the student has an African American-sounding name, without knowing the student, and only seeing the name on the record (Okonofua and Eberhardt, 2015). In an analysis of over 600 capital cases in Philadelphia between 1979 and 1999 involving an African American defendant, researchers found that the more stereotypically “Black” a defendant is perceived to be, the more likely that person is to be sentenced to death, but only if the victim is white (Eberhardt, 2006). WHAT TO DO ABOUT BIAS? Several studies have found that when attention is paid to the source of an implicit bias that may be affecting one’s judgment, the effects of that intervention can be reduced or avoided (Green- wald and Banaji, 1995). In a 12-week longitudinal study, people who received the intervention showed dramatic reductions in implicit race bias (Devine et al., 2012). People who were concerned about dis- crimination or who reported using the strat- egies showed the greatest reductions. The intervention also led to increases in concern about discrimination and personal awareness of bias over the duration of the study. Peo- ple in the control group showed none of the above effects. In addition, focusing on areas of inequity allows institutions to develop inter- vention strategies. “Blind auditions” or remov- ing names from resumes is an example of an institutional strategy to address implicit bias. D. The Difference between Individual, Institutional, and Structural Racism Part of the anxiety around talking about race can be attributed to the idea of racism at the individual level. “Racial anxiety,” according to The Perception Institute, refers to “the heightened levels of stress and emotion that we confront when interacting with people of other races. People of color experience con- cern that they will be the subject of discrimi- nation and hostility. white people, meanwhile, worry that they will be assumed to be racist. Studies have shown that interracial interac- tion can cause physical symptoms of anxiety and that our non-verbal behaviors—making eye contact, using welcoming gestures or a pleasant tone of voice, for example—can be affected as well. When everyone in a conver- sation is anxious that it will turn negative, it often does. This causes a kind of feedback loop where the fears and anxieties of both white people and people of color are con- firmed by their everyday interactions. Recognizing the different forms racism can take is important for us to bring about change. When we recognize that racism operates at the individual, institutional, and structural lev- el, we can move beyond individual anxiety and focus on institutional and structural change. The following definitions of each help to set shared vocabulary to talk about racism with the level of specificity that is required to have productive conversations about race and how to work together to promote racial equity. Explicit Bias Implicit Bias Expressed directly Expressed Indirectly Aware of bias Unaware of bias Operates consciously Operates Unconciously E.g. Sign in the window of an apartment building—“We don’t rent to_____.” E.g. A property manager do- ing more criminal background checks on African Americans than on whites. Page 193 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 17 Individual racism—The room we’re all sit- ting in, our immediate context. Individual racism is pre-judgment, bias, or discrimina- tion by an individual based on race. Individ- ual-level racism includes both internalized racism—our private beliefs and biases about race and racism that are influenced by our culture—as well as interpersonal racism, which occurs between individuals when we inter- act with others and our private racial beliefs affect our public interactions (Race Forward 2014). Internalized racism can take expression as prejudice toward others, internalized sense of inferiority experienced by people of color, and beliefs about superiority or entitlement by white people. Institutional racism—The building this room is in, the policies and practices that dictate how we live our lives. Institutional racism includes policies, practices and procedures that work better for white people than for people of color, often unintentionally or inadvertently. Institutional racism occurs within institu- tions and organizations such as schools, businesses, and government agencies that adopt and maintain policies that routinely produce inequitable outcomes for people of color and advantages for white people (Race Forward 2014). For example, a school system that concentrates people of color in the most overcrowded schools, the least-challenging classes, and taught by the least-qualified teachers, resulting in higher dropout rates and disciplinary rates compared with those of white students. Structural racism—The skyline of build- ings around us, all of which interact to dictate our outcomes. Structural racism encompasses a history and current reality of institutional racism across all institutions, combining to create a system that negatively impacts communities of color. Structur- al racism is racial bias among interlocking institutions and across society, causing cumulative and compounding effects that systematically advantage white people and disadvantage people of color (Race Forward 2014, Lawrence 2004). This structural level of racism refers to the history, culture, ideology, and interactions of institutions and policies that work together to perpetuate inequity. An example is the racial disproportionality in the criminal justice system. The predominance of depictions of people of color as criminals in mainstream media, combined with racially inequitable policies and practices in education, policing, housing and others combine to produce this end result. And while some institutions play a primary responsibility for inequitable out- comes, such as school districts and dispro- portionate high school graduation rates, the reality is that there are many other institu- tions that also impact high school graduation rates, such as health care, criminal justice, human services, and more. once there is An understanding that a shared analysis is imperative to developing and implementing a strategy towards ad- dressing racial equity, jurisdictions need to determine ways to achieve this shared anal- ysis. In the spotlights that follow, you will find examples of how developing and using a shared analysis of racial equity has played an important role in practice. Page 194 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 18 Intentional work to address organizational change around diversity and inclusion began in Dubuque, Iowa in 2006 with an organizational assessment and capacity-building to increase un- derstanding and develop and implement institutional strategies that advance racial equity. This was carried out with the help of an outside consultant using an intercultural communication approach. Scenario-based workshops using adult learning principles were implemented with all government workers, focusing on cultural communication and conflict styles and introducing tools to assist employees in developing their personal skills. The training reduced defensiveness, established a common language, and empowered employees with an alternate narrative and tools to develop shared understanding in order to more successfully navigate deep cultural differences. This training is still given to all government employees, as well as many members of the communi- ty who have become ambassadors in the community. Work inside the city has been supplemented by work in the community with the creation of Inclu- sive Dubuque in 2013. Currently, its focus is both internal and external. For example, internally, a cross-departmental recruitment and retention team is working to recruit a more diverse applicant pool. Externally, the focus has been largely on capacity-building with local non-profit organizations and the Dubuque Community School District and developing a community-wide Equity Profile. Inclusive Dubuque Inclusive Dubuque is a community network of leaders committed to supporting an equitable and inclusive culture to meet the economic and cultural needs of a diverse community. It is comprised of faith, labor, education, non-profit, and government leaders. The vision is a community where all individuals feel respected, valued, and engaged. Inclusive Dubuque network partners have funded roles at the Community Foundation of Greater Dubuque, which serves as a hub for data and com- munication. Inclusive Dubuque is currently creating a Community Equity Profile, with the goal of increasing understanding of Dubuque’s population not only around race, but also gender, socioeco- nomic status, religion, and more. The Equity Profile will provide a snapshot of how diverse populations are affected by societal sys- tems in Dubuque. The particular focus areas include economic well-being, housing, health, educa- tion, neighborhood safety, transportation, and arts and culture. The research for the Equity Profile will be completed in 2015 and includes quantitative population level data, community surveys, community dialogue sessions to share experiences, and meetings with focus area specialists. To Learn More Inclusive Dubuque (inclusivedbq.org) Community Foundation of Dubuque (www.dbqfoundation.org) SPOTLIGHT ON Dubuque, Iowa Page 195 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 19 SPOTLIGHT ON Saint Paul, Minnesota Mayor Chris Coleman launched the City of Saint Paul’s racial equity work after being inspired by Valeria Silva, the city’s district superintendent of schools. Superintendent Silva brought to the Mayor’s attention that while Saint Paul was a majority white city, white students made up only 28% of the public school population in the pub- lic schools in the city. The school district had been working for a year with Pacific Educational Group when Superintendent Silva invited the Mayor and County Manager, elected offi- cials and senior staff to attend a two-day joint racial equity training. This led to the formation of a three-jurisdiction racial equity leadership group that continues today. The Mayor, along with Ramsey County administration, committed their jurisdictions to deepen their respective racial equity efforts. Due to the initial focus on schools, the city started bringing together departments serving youth: Parks, Library, and Police—with supporting departments including Human Resources, Human Rights & Equal Economic Opportunity, and the Mayor’s Office. The Mayor’s Office organized a series of “Beyond Diversity” sessions with department heads, learning about personal biases, and examining how racial equity issues play out in their current work. The city is focusing on internal operations, recognizing the impact of internal operations on racially disparate outcomes in the community. In 2015, Mayor Coleman directed all departments to develop annual racial equity plans. Depart- ments are focusing on their own lines of business, improving data collection and the ability to disaggregate data, and using a Racial Equity Assessment Tool to examine key policy, procedure and service decisions. Departments are also developing Racial Equity Change teams. Mayor Coleman has set a goal that by end of his term on December 31, 2017, all 3,000 employ- ees will have participated in foundational racial equity training. To date, 90% of 500 supervisers have been trained and the response has been positive. A new one-day foundational training was launched in late summer 2015 to all city departments and will be led by a team of trained City staff. Saint Paul Police Department will be training its staff using complementary training module that is customized for police departments. Saint Paul is employing a “train the trainer” approach so that internal expertise is built across departments. Finally, the City’s Emerging Leaders have launched a project to develop a portfolio of tools, case studies and recommendations for deeper and more inclusive community engagement in city oper- ations and policy-making. The six-person team is interviewing racial equity leads from other cities, as well as local community organizations, to inform their recommendations to the Mayor for ways Continued on next page Page 196 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 20 to improve community participation in shaping policy and programs. The Mayor, school district, and Ramsey County have continued to collaborate publicly on issues of racial equity. The three juris- dictional leaders meet monthly on education, racial equity and youth issues, and a broader group of jurisdictional leaders meet three times annually for training and shared learning. Although each jurisdiction is at a different stage of its work and they do not always share a common language or framework, the shared learning sessions have built trust and knowledge based on a shared vision of and commitment to racial equity. This has played out in several episodes in the past year where the school district and superintendent have been challenged for their changes to disciplinary poli- cies, mainstreaming Emotional Behavioral Disability and English Language Learner students, and realigning resources more equitably across schools. The Mayor has been a strong, public voice in support of the Superintendent, as have county staff and elected officials. The three partners have developed a strong collaboration on racial equity. Saint Paul staff believe that a key factor in the progress the city of Saint Paul has made is due to Mayor Coleman’s leadership. With a strong-mayor system of governance, Mayor Coleman has been able to make racial equity a priority and implement that priority city-wide. To Learn More: City of Saint Paul, contact jane.eastwood@ci.stpaul.mn.us. Saint Paul Public Schools Office of Equity (http://equity.spps.org/) Spotlight on Saint Paul cont. Page 197 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 21 institutions Are designed, by inten- tion or via perpetuation of the status quo, to maintain racial equity. After the Civil Rights victories of the 1960s, instead of redesigning government to advance racial equity, the sta- tus quo remained and implicit bias and institu- tionalized racism were baked in even deeper. To advance racial equity, it is critical to build organizational capacity. Building capacity for racial equity work takes two important forms: training and infrastructure. Training increases understanding of institu- tional and structural racism and use of racial equity tools. Training is designed not only for individual learning about institutional racism, but more importantly, training is focused on building skills to implement strategies that promote racial equity in employees’ daily work. While some jurisdictions have required racial equity training for all employees, others have begun with a voluntary program, developing a core of natural allies to help grow buy-in across the jurisdiction. Some jurisdictions have found that training may be better received if framed as professional development rather than another mandatory training added to a long list of other trainings— such as customer service or workplace ethics—that employees are required to attend. Whether it is mandato- ry or voluntary, called training or professional development, investing in building a common understanding among employees about the jurisdiction’s equity goals and analysis and its 2. BUILD ORGANIZATIONAL CAPACITY FOR RACIAL EQUITY key strategies to achieve them is critical. In a review of various approaches to increasing workforce diversity, Kim et al. (2012) grouped diversity training in the category of “progres- sive programs that have failed to increase workforce diversity.” The diversity trainings re- viewed by Kim et al. were noted as ineffective because they resulted in resistance from par- ticipants rather than encouragement to work toward the goal of workplace diversity. Kim et al. went on to describe programs that were effective at increasing workforce diversity, and included task forces that “engage managers from across the firm in seeking solutions to stubborn problems of recruitment, retention, and promotion.” Although this research fo- cused on diversity and representation, the les- sons learned are informative. Effective training must meet participants “where they’re at” and engage people in developing solutions. Building infrastructure. Capacity-building is critical to any large-scale organizational effort, regardless of sector or issue area (Eade, 1997). This is no different when considering how to implement a strategy to advance racial equity. Drawing insight from the literature on collec- tive action, the collective impact model, and building management capacity, organizational infrastructure must be created that enables a diverse array of stakeholders to work toward a shared vision of equity. Change will not occur if just one person or department is assigned the duties of advancing equity. Staff teams within every department must be sufficiently knowledgeable, equipped with the necessary tools, and given responsibility for incorporat- Page 198 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 22 ing racial equity policies and processes into their regular job duties if a jurisdiction is to advance its goals successfully. The “tipping point” concept popularized by Malcolm Gladwell (2000) has been adopted by organizational change theorists to iden- tify the conditions under which organiza- tion-wide change is possible. Dr. Andrea Sha- piro, a scholar of behavioral decision making and founder of the consulting group Strategy Perspective, argues that organizations change when engaged employees recognize both why the change is needed and the potential of the proposed solution. She notes that whole-sys- tem change requires people who are powerful and vocal advocates for change ideas, inter- action between advocates and others who are apathetic about the change, and an internal work environment that supports the change process and the change ideas (2003). Sha- piro has identified seven “levers of change” that set employee engagement in motion and give it momentum. Each of the seven levers require attention and planning for successful change management. The City of Seattle’s Race and Social Justice Initiative (RSJI) contracted with Dr. Shap- iro to train racial equity leaders in “Creating Contagious Commitment” and demonstrate how capacity can be built through the devel- opment of organizational infrastructure to support change. RSJI helped to create “change teams” in every city department. Change teams lead racial equity work in their department with the help of an Executive Sponsor and a liaison from RSJI. Each department has developed an annual work plan for racial equity since 2007, which can be found on the City of Seattle’s website. Although consistency has varied be- tween departments, over the course of years, the overall quality has improved, with more meaningful actions being implemented. The way in which Seattle has used “tipping point” organizational change strategies provides a useful example, outlined below. Seven Levers of Change from Andrea Shapiro The first two levers deal with making sure everyone knows about the change—they are called mass exposure and personal contact. Seattle implemented an RSJI e-newsletter and Introductory Racial Equity workshops for all employees. Using a “train-the-trainer” ap- proach, Seattle sought to maximize contact between racial equity advocates and others so that employees had the opportunity to learn about racial equity from people who under- stood and valued it. These contacts built trust and offered opportunities to ask questions, raise concerns, to learn firsthand about advan- tages, and to hear about potential pitfalls. The next two levers of change deal with re- sistance and expertise. Whatever is driving resistance should determine how to deal with it. When the topic is race, there are many commonly asked questions, such as “Isn’t this just about income, why are we talking about race?” or “I just treat people like people, I don’t know why we are talking about race?” These sorts of questions are often asked with good intent, and it is important to avoid as- sumptions and listen to concerns. Questions can also alert change leaders to issues that can be addressed before they develop into full-blown problems. Seattle developed ongoing strategies to deal with resistance, including a range of approaches to skill development and making sure to respond to frequently asked questions. Expertise is a critical lever for advancing change. Identifying and/or developing inter- nal advocates across functions and at varying levels of hierarchy is critical. Hiring expertise from outside is sometimes necessary, but it comes with the potential to alienate existing employees. Sometimes internal talent can be developed; other times, external expertise is needed. Recognize the potential side effects of bringing in experts and take steps to mitigate or compensate for these effects in advance, thus minimizing negative side effects. For Seattle, internal expertise was developed with the occasional use of outside expertise. People’s Institute for Survival and Beyond, Crossroads, Western States, Race Forward, Page 199 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 23 Center for Social Inclusion, and PolicyLink were all national organizations that helped to build Seattle’s internal expertise. The final three levers of change deal with fostering an environment that supports the change. These are investing in infrastruc- ture, such as tools and processes; recogniz- ing the role of leaders in setting an example and expectations; and rewarding and rec- ognizing accomplishments. Every change requires some form of infrastructure. Leaders who make the case for the change clear and integrate data from the change into their own decision making thereby signal that the change is important to the organization. Rewarding and recognizing employees’ efforts in imple- menting the change program is another way to make it clear that that the organization is serious. In Seattle, the development of annual Racial Equity work plans, use of a Racial Equity Tool (see section 3 for more detail), support from the Mayor and departmental directors in integrating racial equity into accountability agreements, and special events to recognize accomplishments all helped foster an environ- ment that is supportive of change. Each of the seven levers of change is import- ant, but it is the levers taken together that can be used to make racial equity sustainable with- in government (strategyperspective.com). While there is no single model for what shape racial equity infrastructure takes, jurisdictions should carefully consider how they will build the capacity to take on ambi- tious equity goals effectively. In some juris- dictions, such as Multnomah County, Oregon and Alameda County, California, racial equity strategies have first taken hold in a particular agency, such as Public Health, and later grown into a government-wide initiative. The figures on the following page provide two examples of how jurisdictions have designed organizational infrastructure to advance racial equity goals. Capacity Building in Seattle Race and Social Justice Initiative Organizational Chart Page 200 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 24 Capacity Building in Fairfax County Strategic Plan to Advance Opportunity and Achieve Racial Equity Citywide Racial Equity Goals & Strategies, City of Portland September, 2014 CITYWIDE RACIAL EQUITY GOALS & STRATEGIES We will end racial disparities within city government, so there is fairness in hiring and promotions, greater opportunities in contracting, and equitable services to all residents. EQUITY GOAL #1 We will strengthen outreach, public engagement, and access to City services for communities of color and immigrant and refugee communities, and support or change existing services using racial equity best practices. EQUITY GOAL #2 OVERALL STRATEGIES We will collaborate with communities and institutions to eliminate racial inequity in all areas of government, including education, criminal justice, environmental justice, health, housing, transportation, and economic success. EQUITY GOAL #3 Use a racial equity framework: Use a racial equity framework that clearly articulates racial equity; implicit and explicit bias; and individual, institutional, and structural racism. 1 2 Build organizational capacity: Commit to the breadth and depth of institutional transformation so that impacts are sustainable. While the leadership of electeds and officials is critical, changes take place on the ground, through building infrastructure that creates racial equity experts and teams throughout the city government. 3 4 Implement a racial equity lens: Racial inequities are not random; they have been created and sustained over time. Inequities will not disappear on their own. It is essential to use a racial equity lens when changing the policies, programs, and practices that perpetuate inequities, and when developing new policies and programs. Be data driven: Measurement must take place at two levels—first, to measure the success of specific programmatic and policy changes; and second, to develop baselines, set goals, and measure progress. Using data in this manner is necessary for accountability. 5 Partner with other institutions and communities: Government work on racial equity is necessary, but insufficient. To achieve racial equity in the community, government needs to work in partnership with communities and institutions to achieve meaningful results. 6 Operate with urgency and accountability: When change is a priority, urgency is felt and change is embraced. Building in institutional accountability mechanisms using a clear plan of action will allow accountability. Collectively, we must create greater urgency and public commitment to achieve racial equity. Page 201 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 25 Racial equity work in Multnomah County began within the Health Department, where a Health Equity Initiative was launched in 2008. The Initiative formed in response to a report on racial and ethnic health disparities in the county. Health Equity Initiative staff began developing shared analysis of the problems revealed by the report by screening the four-hour PBS documentary, Unnatural Causes: Is Inequality Making Us Sick? and hosting discussions of the film. Over 500 county officials and community members participated in 57 screenings of the film. The screenings gave participants new ways to talk about equity, and provided shared language to raise the level of conversation. These film-inspired conversations about the impact of inequality on health and the kinds of policies needed to address inequity set the stage for Multnomah County Health Department to build and expand equity-centered programs such as the Future Generations Collaborative in the Native Amer- ican community and the Healthy Birth Initiative in the African American community. Eighty-eight percent of Healthy Birth Initiative participants initiate prenatal care, more than the county’s white population and higher than the county’s overall prenatal care entry rate. Putting racial equity at the center and using a social determinants of health framework of analysis led the Multnomah County Health Department (MCHD) to engage in work outside of its traditional realm. Social determinants of health refer to the interplay between factors affecting a person’s life beyond health behaviors or physiological problems, including systems such as the economy, transportation, and neighborhood context (Social Determinants of Health in Multnomah County). Recognizing that income is one of the primary social determinants of health, MCDH has worked with communities on micro-enterprise projects, using its leverage as a contractor to promote equi- table practices, and is linking food access and health outcomes through the Healthy Retail Initiative (Health Equity Initiative Five-Year Reflection). In 2010, Multnomah County expanded its equity work beyond the Health Department and created the Office of Diversity and Equity (ODE). Within two years after ODE’s founding, a performance audit found that the office had gained respect among the county’s 4,500 employees (Tims, 2012). Draw- ing from the Health Department’s work, the county developed an Equity and Empowerment Lens to more intentionally examine and address root causes of inequities. In 2011, the Multnomah County Chair created a new position within the ODE to institutionalize and integrate the Lens County-wide (Equity and Empowerment Lens 2012). The County now has staff dedicated to doing equity training and offers a full suite of trainings to build the capacity of county staff to have conversations about racial equity and apply those lessons to their work. To Learn More Multnomah Co. Office of Equity and Diversity (https://multco.us/diversity-equity) SPOTLIGHT ON Multnomah County, Oregon Page 202 of 332 26 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government “The city of Seattle’s Racial Equity Toolkit takes the city from aspiration to implementation. City departments are using racial equity tools and strategies to develop and implement programs, policies, and procedures that move the needle towards racial equity for all.” Patricia Lally Director, Seattle Office of Civil Rights Page 203 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 27 3. IMPLEMENT RACIAL EQUITY TOOLS given the reseArch thAt shoWs we are all subject to implicit bias and behave in ways that reflect our biases, even without intention, it is not enough to set a shared goal of ad- dressing equity and build teams dedicated to that goal. Government must also create and implement tools that mechanize the practice of consid- ering racial impact when making and imple- menting policy. Racial equity tools developed in Seattle, Multnomah County, and other jurisdictions have served as national models for embedding analysis of a policy’s impact on racial disparities into the routine process of policy review. Use of a racial equity tool may begin with a particular government process, such as budget review, as occurred in Seattle. Once there is sufficient training around shared analysis and capacity built across depart- ments, tools can be implemented as routine throughout all policy decisions and processes, such as new public works projects or changes to juvenile justice programs. In Seattle, the City Council passed a resolution in 2009 that directed all City departments to use the Racial Equity Toolkit, including in all budget propos- als made to the Budget Office. This directive was reaffirmed by an executive order by Mayor Ed Murray in 2014. (See appendix for an exam- ple of a Racial Equity Tool used in Seattle.) A Racial Equity Tool (or Impact Assessment) proactively identifies opportunities to advance equity via consideration of expanded poli- cies, practices, programs or partnerships. To achieve maximum benefit, racial equity tools identify clear goals and objectives to set mea- surable outcomes and develop mechanisms for successful implementation. While each decision analyzed using a racial equity tool may only result in small changes, the cumulative impact of using a racial equity tool repeatedly over time can result in significant changes. Government units have strong habits and practices that are difficult to interrupt, and bureaucratic institutions are in fact designed to stand the test of time. The initial resistance to and eventual acceptance of Environmental Impact State- ments since the passage of the National Environmental Pro- tection Act in 1970 can serve as a helpful example of how such a policy analysis tool can evolve over time to have significant impact (Kershner, 2011). Just as with Environmental Impact Statements, imple- menting racial equity tools requires consistent monitoring, assessment, and support to staff tasked with conducting the analysis. For exam- ple, in Minneapolis, city officials have set out not only to develop a Racial Equity Assessment and training for staff, but also to implement a Components of a Racial Equity Tool • Proactively seeks to eliminate inequities and advance equity • Identifies clear goals, objectives, and measur- able outcomes • Poses questions about who would benefit or be burdened by a given decision, what are the potential unintended consequences of the decision, and who has been involved with developing the proposal and will be involved with implementation. • Develops mechanisms for successful imple- mentation Page 204 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 28 customer service help-line, tutorials, a speak- ers bureau, examples of racial equity assess- ments, FAQs, data, and directories (Minneapo- lis 2014 Report). GARE has identified common elements across racial equity tools. These elements can help inform the development, implementation, and evaluation of policies, programs, and practices that advance racial equity. Using a racial equity tool should incorporate each of the following: 1. Inclusion and Engagement— Promote racially inclusive collaboration and engagement. • Engage people most deeply affected in developing and implementing strate- gies, both within government and in the community • Develop long-term relationships for inclusion and engagement efforts to sustain results over time. • Support and/or develop leadership, infrastructure and networks for racial equity, both in government and in the community. 2. Be data-driven and accountable— Use data. • Set and monitor goals for achieving racial equity • Clearly document and track commu- nity conditions over time, including racial inequities. • Set goals for improving results and eliminating racial inequities, along with mechanisms for tracking progress towards goals over time. 3. Integrate program and policy strategies— Develop and implement program and policy strategies for eliminating racial inequity. • Develop specific strategies, programs, and policies that should be explicit about addressing institutional racism, as well as expanding opportunity and access for individuals. • Implement strategies and monitor rou- tinely for effectiveness. 4. Structural change—Develop cross-sec- tor, cross-jurisdictional partnerships to achieve systemic change. • Build partnerships across institutions and organizations to address structural racism, in collaboration with communi- ty. 5. Educate and communicate about racial equity—Educate on racial issues and raise racial awareness. • Integrate education about the history and current realities regarding race and racism into the strategy. • Make clear connections between in- dividual experiences and institutional and structural issues. Within government, the aim is to create learning cultures that operate in accordance with a value for racial equity, celebrate suc- cess, recognize progress, and operate with urgency. Across jurisdictions, GARE is sharing lessons learned, and lifting up policies, practic- es and programs that advance racial equity. Visit racialequityalliance.org for examples of racial equity tools that have been imple- mented in government. If your jurisdiction does not yet use a racial equity tool, consid- er piloting one that has been put into place elsewhere. Your experience during the pilot will help inform your thinking about any local customization that would be beneficial. Page 205 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 29 The City of Seattle created its Race and Social Justice Initiative (RSJI) in 2005, under the leadership of Mayor Greg Nickels. When Seattle created the RSJI, no other city in the country had created an initiative that focused on institutional racism. The creation of RSJI was motivated both by community pressure and by city staff who had already started work to address institutional and structural racism. Initiative Infrastructure RSJI is coordinated by a Strategy Team housed within the Seattle Office for Civil Rights. The team provides direction and support citywide. An RSJI Subcabinet, comprised of department heads, pro- vides overall leadership guidance. Within each department, Change Teams made up of staff from across lines of business champion the initiative within their department. Every department submits an annual RSJI Work Plan, reporting to both the Mayor and City Council on their accomplishments annually. The Change Team supports the department’s RSJI efforts by providing technical assis- tance, training, and support to ensure the work plan results in meaningful outcomes, including the department’s use of the Racial Equity Toolkit. The Racial Equity Toolkit The Racial Equity Tool is an analysis applied to City of Seattle policies, programs and budget decisions. The City of Seattle has been applying the Racial Equity Toolkit for many years, but as the Initiative becomes increasingly operationalized, the expectation and accountabilities relating to its use are increasing. In 2015, Mayor Murray required departments to carry out four uses of the toolkit annually. This will become a part of department director’s performance measures. The following examples are outcomes from use of the tool over the last few years. A Woman’s Right to Breastfeed in Public In 2011, members of the Breastfeeding Coalition of Washington, the Seattle Women’s Commission and the Seattle Office for Civil Rights worked together to address barriers women faced when breastfeeding in a public place. Many women had experienced harassment, were told to leave, cover up, or to move to another area while breastfeeding. The team applied a racial equity analysis to the issue to ensure the work was carried out inclusive of the voices of women of color. The demographic data and public input, both part of the racial equity analysis, revealed that low rates of breastfeeding were having an impact on the health outcomes for communities of color. SPOTLIGHT ON Seattle, Washington SOUNDERBRUCE/CREATIVE COMMONS Continued on next page Page 206 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 30 Many low-income women of color were frequent users of mass transit, resulting in less opportunity for private spaces to nurse during the course of the day. Furthermore, women shared that many incidents of harassment were taking place on public transit or in other public places. The analysis recognized the health benefit that breastfeeding provides to both women and babies and docu- mented the fact that in Seattle, communities of color experience the lowest breastfeeding rates and the highest rates of preterm birth, infant mortality, maternal mortality, diabetes, and obesity. The outcome of this process was the amendment of Seattle’s Public Accommodations ordinance to include protections for a woman’s right to breastfeed. The Office for Civil Rights also wanted to ensure that outreach was culturally appropriate, so they partnered with a local organization called WithinReach to develop outreach materials for the public and businesses. In this instance, the tar- geted racial equity goal was clearly to increase health outcomes for people of color. The universal benefit was that a law was passed that protects and increases health outcomes for all women. Job Assistance Ordinance The Seattle Office for Civil Rights worked with Village of Hope, Sojourner Place Transitional Ser- vices, and other community groups representing those who face barriers to jobs due to a conviction record. City staff applied the Racial Equity Tool to collect demographic information on whom was impacted and gather input. Public meetings included fact sheets that highlighted data showing the compounding effect of a criminal record on communities of color due to racial inequities in the criminal justice system and racial bias in hiring. As a result of community stakeholders and City Councilmembers working together, an ordinance passed regulating the use of criminal records in employment. The ordinance acknowledged that this issue was one that impacted all communities (1 in 3 people have a criminal record) but that it disproportionately impacts communities of color. The ordinance directed SOCR to collect demo- graphic information on charging parties to ensure that thorough outreach was reaching those most impacted by the barriers to employment. During the first year of implementation, half of charging parties were people of color. The application of a racial equity lens ensured that the ordinance included mechanisms to track the effectiveness of the law in addressing racial inequities in hiring and impacts of the criminal justice system on communities of color. El Centro de la Raza Plaza Project El Centro de la Raza’s Plaza Roberto Maestas project is an excellent example of equitable devel- opment—new development that benefits rather than displaces existing residents and businesses of a multicultural community experiencing gentrification and rising costs of living. El Centro wisely purchased the parking lot in front of their headquarters on Beacon Hill years before light rail service began and land values rose sharply. With low-cost land and an ambitious vision, they developed a project proposal that would meet community needs and directly address racial and social dis- parities related to housing, jobs, social services, and transportation. El Centro’s application to the Seattle Office of Housing for an award from Seattle’s Housing Levy was the largest request in the Levy’s 30-year history, $7.9 million. Traditional underwriting standards and procedures would have denied the request. However, the Office of Housing used a racial equity framework to supplement the underwriting process and ultimately made the award. For More Information City of Seattle Race and Social Justice Initiative (www.seattle.gov/rsji) Seattle Racial Equity Toolkit (http://www.seattle.gov/Documents/Departments/RSJI/RacialEquity- Toolkit_FINAL_August2012.pdf) Spotlight on Seattle cont. Page 207 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 31 Beginning in 2013, Mad- ison began working on issues of racial equity from the inside out. A focus on racial and health equity started in the Public Health Department, which is the only city-county department in Madison and Dane County. Data had consistently shown a link be- tween race and health problems, such as diabetes and obesity. Additionally, the City’s Depart- ment of Civil Rights has histori- cally worked on workforce equity issues within and throughout the city—through Affirmative Action and Equal Opportunities programs. Mayor Paul Soglin and City Council members reached out to the Health and Civil Rights Departments to start drafting strategies that looked deeply at racial equity in Madison and Dane County. In the fall of 2013, the Health Department and Department of Civil Rights drafted a resolution to lay the groundwork. With the help of 20 government employees representing half the departments in Madison, the team looked at other cities and what frameworks would work best. This group of employees consisted of members from multiple departments who were experts in their own fields of work, as well as employees who thought about topics that cut across departments. Utilizing tools, training, data, and the initial report on racial equity, recommendations were devel- oped in April 2014. After that, another resolution was written to formally adopt recommendations and begin implementing chosen strategies. The core team of 20 employees has expanded to 35, including nearly all departments in Madison. The resolution established three goals for the city to focus its efforts on: Equity in City Operations, Equity in City Policy and Budget, and Equity in the Community. A subcommittee consisting of core team members was formed to create and research racial equity tools. By looking at other jurisdictions like Seattle and Multnomah County, Madison determined that it needed to develop a tool that was customized and asked the right questions with minimal training. Two tools were created, a comprehensive version for significant decisions and a fast track version to be used only for low-stakes decisions. Both emphasize the need for stakeholder involve- ment and not just the people using the toolkit. As of April 2015, the toolkit has been used on at least seven different projects. To learn more City of Madison Racial Equity and Social Justice Initiative (https://www.cityofmadison.com/mayor/ priorities/racialequity.cfm) SPOTLIGHT ON Madison, Wisconsin Page 208 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 32 Before building out an initiative agency-wide, the Minneapolis Park and Recreation Board (MPRB) racial equity work team began with several pilot projects, experimenting with different approaches to applying a racial equity lens to MPRB’s work. In this way, MPRB is developing a shared analysis, building capacity, and implementing tools simultaneously in order to test what works and determine what an agency-wide strategy should look like in their specific context. Three of these pilot projects—which highlight the implementation of racial equity tools—are described below. Bossen Field Renovation MPRB is planning a $2 million renovation of this park, which is a dual use facility, including softball fields used by players across the city as well as recreational facilities that are used by the park’s neighborhood residents. The project manager and Community Engagement staff made a plan to train project team staff in racial equity (about 10 individuals, including all functions related to the park, project managers as well as maintenance workers) and to use a tool adopted from model jurisdictions (Seattle and Multnomah County) to rethink how they make decisions related to the renovation with the goal of finding solutions that work for all. Bossen Field is located in a diverse neighborhood of Minneapolis. Residents include several immigrant groups and are predominantly renters. Because Bossen Field is one of the few locations where leagues can play softball, the park is heavily used by people from other parts of the city/suburbs who do not share the same demo- graphics as residents of the neighborhood. Local residents, particularly immigrant families, prefer soccer to softball, and report the experience of being “kicked out” of their neighborhood park when outsiders arrive and explain that they have reserved the field. This means that in developing a reno- vation plan, MPRB is faced with decisions about how to serve multiple constituencies with different —and sometimes conflicting—interests. The project team utilized a variety of outreach and engagement tools to ensure that the needs and interests of neighborhood residents are being heard in the process. Through reflective conversa- tions among the staff team, members agreed that while Bossen Field currently serves a constituen- cy that is city-wide, the needs of neighborhood residents—who face barriers to benefiting from the parks and do not necessarily have the ability to travel to parks in other parts of the city—should be given serious consideration in the process. While the project is still in development, the project team has learned that there are areas of com- mon interest—the softball groups don’t like kicking neighborhood kids off of the fields any more than the kids enjoy getting kicked off. Together, they are working on solutions to notify everyone of when field space is reserved and when it is available. MPRB will also be making a plan for how to SPOTLIGHT ON Minneapolis Park & Recreation Board, Minnesota Continued on next page Page 209 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 33 increase understanding among local families about how to register for park programs, expanding programs, and ensuring that instructions are accessible in a variety of languages. South Service Area Master Plan MPRB is conducting a master planning process for a quarter of the city’s parks, including all parks in the south part of the city and their outdoor facilities, such as basketball courts, tennis courts, playgrounds, and wading pools. The project team responsible for the master plan participated in racial equity training in preparation for the process. The MPRB has taken a broader approach to applying a racial equity lens to this project. A key component of this approach has been in recruit- ing the Community Advisory Committee for the project. Because members of such city committees tend to be disproportionately white, middle class, and older residents, the project team made a concerted effort to recruit a diverse group of committee members, sending the application to join the committee to partner organizations that work in diverse parts of the city. The project team succeeded in recruiting a committee that reflects the demographics of the part of the city that the master plan will affect, which included Latina, Somali, African American, and Native American members. The Community Advisory Committee has been asked to hold the MPRB accountable to its racial equity goals, ensuring that no groups are left out of the process. RecQuest MPRB is conducting an assessment of its recreational centers and programs and develop a vision for the next 20 years. Because this is such a high impact process, which will impact recreation service delivery citywide, MPRB wanted to ensure that it incorporated a racial equity analysis. MPRB decided to contract with a local community organization, Voices for Racial Justice (VRJ), to conduct a racial equity assessment. This is an interesting moment in MPRB’s relationship with the community, as VRJ has for the past 30 years organized from the outside—for over 30 years— to push for changes to MPRB and City of Minneapolis policy that they felt did not promote racial equity. MPRB Community Outreach & Access Manager Michelle Kellogg began a series of conversations with VRJ, and over the course of several months, built a relationship of trust in which MPRB ex- pressed its need for help in addressing equity issues. The assessment process will involve holding listening sessions in the community, a review by VRJ of the questions being asked in the process, assistance in developing the community engagement plan, and an evaluation of programming offered and demographics of whom is being served. When proposals are made in the MPRB vision, VRJ will assess whether any of the proposals will have a disproportionate impact on particular racial groups. To Learn More Michelle Kellogg, Minneapolis Park and Recreation Board (MKellogg@minneapolisparks.org) Voices for Racial Justice (voicesforracialjustice.org) Spotlight on Minneapolis Park & Recreation cont. Page 210 of 332 34 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government “You want your efforts to be included, you want to be counted in the positive change that we’re all going to make, so that everyone can say, ‘together, we were able to do this.’” Karla Bruce, Director Dept. of Neighborhood and Community Services Page 211 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 35 4. USE DATA AND METRICS dAtA relAting to rAciAl inequities is often readily available. What is more frequent- ly lacking, however, are strategies for closing the gaps and tracking progress over time. It is not enough to have data, we must also use data, and this includes data at multiple levels. If our goal is to eliminate racial inequities and improve success across all groups, it is import- ant that we track our impact. At the same time, measurement at the program level is also im- portant to track the impact of specific public sector investments and policy changes. An oft-repeated saying in government is “what gets counted, counts.” As in all public sector work, accountability is critical to successful racial equity initiatives. Unlike some government projects, howev- er, impact is sometimes difficult to measure. There are many factors that contribute to social and economic outcomes of people from different racial groups. Nevertheless, using data and metrics to track progress of a juris- diction’s racial equity initiatives and to follow trends in racial disparities is important and there are some models emerging on how to do this well. Without the use of data and metrics to evaluate progress, it is difficult to keep staff motivated to work toward collective goals, particularly goals as ambitious as achieving racial equity (Behn, 2003). Metrics also facili- tate alignment of outputs with outcomes and the coordination of efforts across many actors within government (Kania and Kramer, 2011). Research also indicates that implicitly biased behavior is best detected by using data to determine whether patterns of behavior are leading to racially disparate outcomes—making the use of data for racial equity work especially important (Godsil et al, 2014). Policy organiza- tions focused on racial equity have developed new tools—such as the National Equity Atlas and the Regional Equity Atlas in Portland—to analyze a variety of demographic and eco- nomic data to measure equity in metropolitan regions across the country. The Regional Equity Atlas has been used to affect policy in a variety of areas in the Port- land metro region, such as in the transpor- tation system. The Portland Bureau of Trans- portation (PBOT) used the Equity Atlas data to inform and motivate the development of East Portland in Motion, a five-year implementa- tion strategy for active transportation projects and programs east of 82nd Avenue, an area that has high concentrations of low-income populations and people of color and limited active transportation options. PBOT also used the Equity Atlas to create a decision-making framework to determine how it prioritizes investments in street lighting upgrades. The criteria uses Equity Atlas maps to determine the neighborhoods with the highest levels of need based on demographics, access to active transit, and transportation safety (Coalition for a Liveable Future). The City of Portland Office of Equity and Hu- man Rights website features a “demographics Page 212 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 36 dashboard” of workforce as well as manager/ supervisor diversity statistics, which serves the dual purpose of tracking progress on internal staffing goals and also providing public ac- countability and transparency. In Seattle, the Race and Social Justice Initiative has conduct- ed both employee and community surveys to measure and track understanding of racial equity efforts and use of the racial equity tools, as well as perception of whether progress is being made. While data are essential to quality racial equity strategies, some jurisdiction representa- tives offer a cautionary note. Karen Shaban of the Office of the Fairfax County Executive and Neighborhood and Community Services warned, “You have to be careful to not go down too many rabbit holes. What’s the magic number that would make it urgent? You can be too cautious, you can sit in data all day and night, but you’re not necessarily going to get yourself anywhere. You need to think about it in a strategic way.” The American Public Health Association, in its 2015 Better Health Through Equity report, further cautions, “We need data to pinpoint problems, deploy resources, track progress, evaluate effectiveness, and justify continued support. But in the work toward health equity, data can’t be the only driver.” For example, worrisome data on prenatal care may lead you to initiate contact with a com- munity. However, residents might have more pressing concerns, such as few employment opportunities, difficulties affording enough food, and unsafe housing conditions. These are the issues you have to tackle first if you want to positively impact infant health in the long term. Mark Friedman, author of Trying Hard is Not Good Enough (Trafford 2005), has developed a guide for effective use of data and metrics called Results Based Accountability (2010), which he defines as “a disciplined way of think- ing and taking action used by communities to improve the lives of children, families, and the community as a whole.” The termininology for results and outcomes is informed by our rela- tionships with Results Based Accountability™. This approach to measurement clearly delin- eates between results / community condi- tions and outcomes / performance measures. These two levels share a common systematic approach to measurement. This approach emphasizes the importance of beginning with a focus on the desired “end” condition. Ideally, the baseline includes both historic data, as well as a forecast for the future for a particular measure. • Results are at the community level, the conditions we are aiming to impact. Com- munity indicators are the means by which we can measure impact in the community. Community indicators should be disaggre- gated by race, if possible. • Outcomes are at the jurisdiction, depart- ment or program level. Appropriate per- formance measures allow monitoring of the success of implementation of actions that have a reasonable chance of influenc- ing indicators and contributing to results. Performance measures respond to three different levels: a. Quantity: How much did we do? b. Quality: How well did we do it? c. Is anyone better off? Although measuring whether anyone is actu- ally better off as a result of a decision is highly desired, we also know there are inherent mea- surement challenges. You should think about a mix of types of performance measures so that you are able to assess the status quo and track progress. The guide includes the following steps to conduct decision making processes that “turn the curve”: 1. What is the “end”? Choose either a result and indicator or a performance measure. 2. How are we doing? Graph the historic baseline and forecast for the indicator or performance measure. 3. What is the story behind the curve of the baseline? Briefly explain the story behind the baseline: the factors (positive and negative, internal and external) that are most strongly influencing the curve of the baseline. Page 213 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 37 4. Which partners have a role to play in turning the curve? Identify partners who might have a hand in turning the curve of the baseline. 5. What works to turn the curve? Deter- mine what would work to turn the curve of the baseline. Include no-cost/low-cost strategies. 6. What do we propose to do to turn the curve? Determine what you and your partners propose to do to turn the curve of the baseline. Friedman offers the matrix shown above as a tool for sorting and categorizing performance measures. to stAndArdize the types of metrics used to compare across geography, GARE is piloting a “racial equity scorecard” (see next page). Measuring against the outcomes and in- dicators included in the scorecard will enable jurisdictions to evaluate progress made and to correct their course if real change is not seen in the community. Page 214 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 38 Racial Equity Scorecard Metrics YOUTH SUCCESS AND EDUCATION OUTCOME Equity across race in access and success for children and youth INDICATORS Early education/ K-readiness Third grade reading levels Connection to a caring adult On time graduation rates HEALTH OUTCOME Equity across race in health and healthy life outcomes—no racial disproportionality in access to quality health care, health resources, and rates of illness INDICATORS Infant mortality rates Life expectancy HOUSING OUTCOME Equity across race in housing—no racial disproportionality in home ownership and access to safe and affordable rental housing, temporary and transitional housing INDICATORS Housing cost burden by race (paying more than 30% income on housing) Home ownership across race/ethnicity JOBS/ECONOMIC JUSTICE OUTCOME Equity across race in employment—no racial disproportionality in access to living wage jobs, unemployment, career advancement and barriers to employment. INDICATORS Household income Unemployment rates Jurisdiction’s workforce reflects or exceeds the racial demographics of the commu- nity Jurisdiction contracting and purchasing reflects or exceeds the racial demographics of the community CRIMINAL JUSTICE OUTCOME Equity across race in public safety—no racial disproportionality in arrests, sentencing and incarceration INDICATOR Arrest and conviction rates, sentencing and prison population COMMITMENT TO ACHIEVING RACIAL EQUITY OUTCOME Increased urgency and commitment to achieving racial equity INDICATORS Percent of population who think government should prioritize addressing racial equi- ty gaps in jobs, health, housing and other areas Percent of government employees who are actively promoting racial equity in the work place Racial Equity Scorecard The Racial Equity Scorecard is a project of GARE to develop a model of tracking equity metrics in a way that facilitates learning across jurisdictions. Eight GARE members are participating in the pilot project, which includes using custom software for tracking progress upon shared metrics. The purpose of the scorecard is to not to just collect data, but use it for achieving results. Page 215 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 39 RSJI COMMUNITY SURVEY 2012 RSJI EMPLOYEE SURVEY 2012 Survey Data to Track Perception in Seattle The City of Seattle conducts an internal survey of all city employees every two years. This sur- vey allows Seattle to track the progress of the city as a whole, as well as individual departments, in operationalizing equity. The survey allows the city to assess employee understanding and skill of institutional and structural racism, gain understanding of how departments are building racial equity into programs, policies, initiatives and budget decisions, and track progress over time. In addition, Seattle does a regular survey of residents across the city. Results from this survey made clear: community attitudes and perceptions about racial equity matter. Ninety-four percent of respondents agreed that we have more work to do to address racial inequities in Seattle. Seattle concluded, “We cannot continue with business as usual when race has such significant impacts on the lives of Seattle residents. Seattle residents have expressed their support for City government to address racial equity gaps in key indicators for a healthy community, including education, crim- inal justice, housing and other areas. The RSJI Community Survey provides the City with baseline data to measure our efforts to achieve racial equity and create opportunities for all. Page 216 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 40 In 2010, Fairfax County began a con- certed county-wide effort to address racial equity by creating the Dispropor- tionality and Disparity Prevention and Elimination Team (DDPET). The DDPET is an interagency team focused on reducing the disproportionate presence of African American children and youth in the juvenile justice and child welfare systems, elimi- nating the achievement gap, and reducing health disparities for these same population subgroups. As in other jurisdictions, data have played a critical role in catalyzing efforts to mobilize County resources around achieving racial equity. In 2012, a recognition of racial disproportionality in the juvenile justice system led to an Institutional Analysis, conducted by the Center for the Study of Social Policy, to learn more about the experience of youth and their families in their encounters with government institutions. While African American and Hispanic youth comprise 10 percent and 17 percent of the County’s youth population respec- tively, they represent 37 percent and 36 percent of detention center placements. The Institutional Analysis was designed as a diagnostic process conducted by a trained team of researchers to reveal the gap between what a youth and their family needs to be safe, stable, and successful and what institutions are actually set up to do. The ethnographic methods of the anal- ysis helped to uncover the ways in which standard processes of government, which treat people as “cases,” contribute to problematic outcomes for youth and families. The study also revealed key pathways that the County could employ to improve these outcomes, such as changing to institu- tional procedures and protocols, expanding knowledge and skills, and enhancing partnerships. In addition to catalyzing efforts to learn more about racial disparities and to identify strategies for achieving equity, data have also been helpful for starting conversations across departments within the County that do not usually work together. For example, while DDPET was largely focused on work within human services departments, its leaders realized that the racial equity issues facing Fairfax County reach far beyond human services. At the same time, another group in the County was developing a strategic plan to facilitate continued economic success in Fairfax County, and among their high level strategic goals was economic success through education and social equity. DDPET began efforts to build a partnership with the economic development planners to create an Equity Growth Profile, based on data that help to highlight the targeted opportunities to make a difference on both equity and economic success. Human Services staff leading the DDPET found that the planners and developers used different language in their work, and data helped to start a conversation across departmental cultures. The data were helpful in building the case that there is a need for action. Having started the conversation and the process of building a partnership to work together toward shared equity goals, the next step was to determine how to share data to track collective progress. Even within Human Services, different agencies use a wide variety of data systems to capture their SPOTLIGHT ON Fairfax County, Virginia Continued on next page Page 217 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 41 work. In response to these challenges, Fairfax County staff involved in the Place Based Initiative, which focused on a neighborhood area, andbegan to use the Results Based Accountability Results Scorecard to integrate all data related to the neighborhood program to contribute to the shared goals of the initiative. Having experimented with this type of data tracking system, Fairfax County was a natural candidate to join the national-level pilot of the GARE’s Racial Equity Scorecard. These processes highlight the challenges in tracking and sharing data to make cross-jurisdiction comparisons. Sharing data with others is a growth experience, as agencies and jurisdictions are not accustomed to such a high level of transparency. DDPET leaders started from a small, neigh- borhood level, which they feel has helped them communicate strong messages, have shared strat- egies, and create sense of urgency. At the same time, DDPET leaders caution that while data are critical, one must be careful not to get mired in data analysis, looking for the “magic number” that would make the issue seem urgent. Like all tools, data must be used in a strategic way. In Fairfax County Public Schools (FCPS), the 10th largest school district in the country, equity leaders benefit from being inside of one system with data that are easily shared and used in day- to-day work across the district, from the school level to the county level. For many years, FCPS has disaggregated data on student achievement, discipline, attendance and more by race. FCPS sets county level goals for reducing gaps in performance and is then able to identify which schools are struggling the most on those indicators and put additional resources into those schools, tracking their performance data closely. FCPS is using student level, school level and district-level data to inform strategies to advance racial equity. School level data analysis is done to identify individual students, by name and by need, who may need additional attention. For example, the schools will examine first quarter grades in the 9th grade and create a list of students who are most at risk of not graduating. Through this multi-layered analysis of data, FCPS works to accumulate progress at the county level. Fairfax County partnered with PolicyLink to develop an Equitable Growth Profile, based on the Na- tional Equity Atlas, including a composite measure to look at various contributors to racial disparity and project GDP outcomes if equity were achieved. Through this process, the County convened a “ground-truthing” group including different sectors, which is helping to bridge conversation across planners, zoners, the business community, and Human Services. To Learn More Disproportionate Minority Contact for African American and Hispanic Youth http://www.fairfaxcounty.gov/living/healthhuman/disproportionality/the_story_behind_the_num- bers_september_2012.pdf Fair Housing Analysis of Impediments Five-Year Fair Housing Planning http://www.fairfaxcounty.gov/ohrep/hrd/publications/analysis-of-impediments.pdf) Spotlight on Fairfax County, VA cont. Page 218 of 332 42 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government “Top to bottom, people understand that racial equity is an important value of the organization. People feel pride in advancing equity, they feel hopeful.” Ben Duncan, Director of Multnomah County, Oregon Office on Diversity and Equity Page 219 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 43 5. PARTNER WITH OTHERS even if locAl And regionAl governments did all they could to address disparities, racial inequities would still exist in communities. The work of government is necessary, but not suf- ficient. To advance racial equity in the commu- nity, partnerships with others are necessary. The theory of “collective impact” is informative to government’s work to advance racial equity. Collective impact refers to the commitment of organizations from different sectors to a com- mon agenda for solving a specific social prob- lem. The concept of collective impact was first articulated in the 2011 Stanford Social Innova- tion Review article “Collective Impact,” written by John Kania, Managing Director at FSG, and Mark Kramer, at the Harvard Kennedy School of Government and Co-founder of FSG. The concept of collective impact hinges on the idea that in order for organizations to create lasting solutions to social problems on a large-scale, they need to coordinate their efforts and work together around a clearly defined goal. Kania and Kramer describe five criteria for collective impact: a common agenda, shared measurement system, mutually reinforcing activities, continuous communication, and a backbone organization. Applying collective impact theory and models to focus intentionally on racial equity is neces- sary. Equitable collaboration with communities of color is critical to ensure that social change efforts are informed by the lived experience of the communities they seek to benefit. To use the collective impact model to advance racial equity, it is important to incorporate questions such as: • have specific targets been set and strate- gies developed to advance racial equity?; • do stakeholders engaged include grass- roots communities of color?; • how are decisions made and is power shared?; • is there a clear and consistent under- standing of racial equity?; and, • how have communities of color influenced the design and direction of the initiative? One of the core components of achieving col- lective impact is “mutually reinforcing activi- ties, which proposes that while diverse stake- holders do not have to do the same work in the same way, if goals and metrics are shared, the work can have significant cumulative impact” (Kania and Kramer, 2011). Within each juris- diction, many departments often oversee areas of work that intersect across issue boundaries, and thus one department cannot affect change alone but rather must work cross-institution- ally within and outside the jurisdiction. For example, for a strategy aimed at decreas- ing racial disproportionality in housing access, one might need to work with a Department of Housing, the Planning Office, an Economic Development Office, Human Services, and per- haps several others. Often there are concen- Page 220 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 44 tric circles of who needs to be involved across a jurisdiction to successfully implement new policy. Further, the reality for most families is that city or even county jurisdictions are not high loyalty affiliations—that is, families move around based on a variety of life circumstanc- es, and are not bound by living within a certain artificial line on a map. As a result, to have the greatest impact on an entire community, which might fluidly cross boundaries of city and county, governments will need to partner with their neighboring jurisdictions to share work, relationships, tools, and strategies. GARE members have found that partnership of different kinds may be more or less im- portant in different contexts. To effectively implement a racial equity tool, which entails involving stakeholders, community part- nership is almost always necessary. At the same time, if the objective is revising inter- nal hiring policies, for instance, partnership with community may be less of a priority and instead departments within the jurisdiction might be higher priority. Similarly, while some policy issues may clearly cross jurisdictional boundaries and require partnership with a neighboring city, county, or school district, in many cases these partnerships feel helpful but not necessary to accomplish current goals. In Minnesota, for example, Saint Paul, Ramsey County, and Saint Paul Public Schools are all working on racial equity strategies, but are in different places of the work. Staff from each jurisdiction meets regularly to learn from one another’s work, but taking on actual projects together has not yet seemed feasible or top priority given that each is at a different place in their racial equity work. Community partnership also looks different depending on the jurisdiction and the policy context. In some cases, a partnership may take the form of an official contracting relationship. For example, the Minneapolis Park and Recre- ation Board (MPRB) decided to contract with a local community organization, Voices for Racial Justice (VRJ), to conduct a racial equity assessment, after 30 years of VRJ’s organizing from the outside to push for changes in park board and city policy. In Saint Paul, the mayor’s office brought in the Pacific Educational Group to lead racial equity trainings for city leader- ship. Other partnerships have taken shape as a hybrid inside/outside strategy, such as the Community Advisory Committee formed by MPRB, which operates as part of the jurisdic- tion itself, but directly incorporates communi- ty voices through committee members. A lesson from these experience is that some partnerships may form out of a recognition that the jurisdiction needs outside expertise that comes from community knowledge and experience. Another form of partnering with others is to respond to pressure from community actors. This may actually appear to be something other than partnership, but rather a produc- tive tension created out of outside organizing, leading to a shift in or catalyst for an inter- nal strategy. In Seattle, for example, the Job Assistance Ordinance—known colloquially as “Ban the Box”—passed by the city council was initially inspired by a confluence of community pressure and internal policy analysis by the City’s Race and Social Justice Initiative. This experience highlights the importance of exter- nal pressure from the community. Page 221 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 45 Racial equity work began at the City of Portland in 2008, in response to a report on dis- parities among racial and ethnic communities in Portland and Multnomah County. The Coalition of communities of color (CCC), with funding from Multnomah County and the City of Portland, hired Portland State University to conduct the study. The results were striking, showing large disparities between white communities and communities of color across many indicators of health and well-being. Racial disparities in Oregon have a long history, as the state was conceived originally as a white-only territory. The report showed this legacy was alive and well. The CCC leveraged the data politically, bringing it to the city and the county to encourage governments to take action to address the disparities revealed by the report. At the same time, Portland was conducting a visioning process for the next 25 years of the city’s fu- ture. One component of the process was called Vision into Action, which sought to incorporate the voices of marginalized commu- nities often left out. Vision into Action included 14,000 people in the work to build a vision for Portland, which raised racial equity as a major issue. The dis- ability community also became engaged through the process of building the Portland Plan. These community pressures motivated the City of Portland to create its Office of Equity and Human Rights (OEHR), which now over- sees both racial and disability equity work for the City, modeled after Seattle’s Race and Social Justice Initiative. The OEHR was created by ordinance in the win- ter of 2011 and opened its doors in the spring of 2012. Portland’s mayor at the time, Sam Adams, was committing to prioritizing racial equity, and felt that if the business community understood the initiative, they would be supportive. Commission- er Amanda Fritz and the mayor led eight daylong discussions with business leaders, including business leaders of color, who were able to share with their white colleagues how institutional racism impacts their experiences. These conversations helped pave the way to creating OEHR with business community support. Portland also formed a Creation Committee, a body of community representatives who helped to shape the mission for the office. Portland’s OEHR, like other cities and counties, focuses on the training of City employees in racial equity, including the definition of institutional and structural racism, the history of public policies designed to favor whites over other races, the difference between equity and equality, implicit bias, and how to apply an equity lens to policies, practices and programs. So far, 1,500 out of the city’s 5,000+ employees have participated in racial equity training, and OEHR has now pushed to make the training mandatory for all employees. Several bureaus have also now hired Equity Managers to develop and drive their equity strategies within individual bureaus. SPOTLIGHT ON Portland, Oregon MICHAEL HAUSER OF CITY OF PORTLAND Continued on next page Page 222 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 46 A key strategy for building capacity was the creation of the Citywide Equity Committee (CEC), which includes two people from every bureau, committing 10 hours of staff time per month. The CEC meets once a month, and its purpose is to connect each of the bureaus to equity work and bring is- sues from the bureaus to OEHR. The CEC was also tasked with creating a tool to help every bureau develop a 5-year racial equity plan. The CEC modified the organizational assessment designed by the “All Hands Raised” Reducing Disparities Initiative, a collaborative of about 20 non-profit organi- zations as well as the Portland area school districts, working on education issues. The assessment was pared down to a streamlined list of questions that apply to the city’s work, and was divided into six domains: Organizational Commitment, Leadership and Management, Workforce, Community Access and Partnership, Contracting and Data, and Metrics and Continuous Quality Improvement. The tool provides an evaluation scale from “This is not relevant or does not exist in our Bureau or department” to “This is part of our routine and identity. We model it for others. Practice has resulted in effective sustainable changes.” Bureaus are expected to design strategies for its 5-year equity plan about how it will improve in all domain areas. The tool is being launched five to six bureaus at a time, then OEHR and the CEC will review the plans produced by the bureaus. OEHR is working with Multnomah County on adapting the tool for the County as well. Recently, OEHR has expanded to oversee several new programs, including the Black Male Achieve- ment Program, which is led by a 22-member community steering committee of Black men. OEHR has also worked internally to support community organizations to advance a “Ban the Box” ordi- nance to remove questions about criminal convictions on job applications. State legislation has been passed and the City of Portland will be moving a local version forward as well. In spring of 2015, Portland Mayor Charlie Hales required the use of an equity tool for the city’s budget process. Each bureau used the tool to assess the racial impacts of their proposed cuts or additions. Assessments were reviewed by OEHR and submitted to the budget work sessions (which include council members and a budget advisory team). The City Budget Office then makes recom- mendations. OEHR Director Dante James participated in the city council work sessions and his input was critical during the council’s review and modification of the budget proposals. To Learn More City of Portland Office of Equity and Human Rights (https://www.portlandoregon.gov/oehr/68111) City of Portland Regional Equity Atlas (https://clfuture.org/equity-atlas) Spotlight on Portland cont. Page 223 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 47 rAciAl equity is A long term goAl, and for many, it may feel like an overwhelming vision to achieve. What we have seen, however, is when there are topics that we feel urgent about and prioritize action for, significant changes can take place quickly. From marriage equality to recycling, the use of a shared vision with specific priorities and strategic actions and organizing has resulted in great success unimaginable before changes were made. We must do the same when it comes to racial equity. Communicating with urgency will be critical to maintain motivation and inspiration to work collectively toward racial equity objectives. In jurisdictions with centralized power held by the executive, such as in strong-mayor city governments, leadership can influence stake- holders to commit to do their part to achieve equity. In Madison, WI, for example, which is a jurisdiction with a mayor-council government, executive leadership plays a significant role in the progress of racial equity strategies. Mayor Paul Soglin, who was active in the Civil Rights movement, has been very vocal about racial equity in Madison and stresses the importance of implementing equity strategies and dedicat- ing staff time in every department city-wide. Staff in Madison believe that building an ini- tiative to the same scale and urgency without top level leadership support would have been much more difficult. Similarly, a key factor in the progress Saint Paul has made in building capacity around racial equity is Mayor Chris Coleman’s leadership. With a strong-mayor system of governance, Mayor Coleman has 6. COMMUNICATE AND ACT WITH URGENCY been able to make racial equity a priority and implement that priority city-wide. As described in Section 4 (Using Data and Met- rics), data on racial disparities can be incred- ibly useful for motivating action and inspiring a sense of urgency. In Multnomah County, Oregon, for example, local officials launched its Health Equity Initiative in the wake of a report on racial and ethnic health disparities in the county (APHA report). The same report helped to motivate action at the city level in Portland. In Fairfax County, equity leaders have found that data are useful for bridging com- munication across departments that have very different cultures and language. In building a partnership between Human Services and the Planning Department to build an Equitable Growth Model, Strategic Project Manager Karen Shaban learned: “The planners and developers have a whole different set of language than we have in Human Services, so even to bridge and come up with common language within the same government is challenging. Data can provide a foundation to start the conversation.” It is important to consider carefully how to communicate urgency among those who may not yet be fully invested in racial equity as a priority for their work. Research by the Center for Social Inclusion (CSI) suggests that using messages that explicitly evoke race rather than using “color-blind” frames is more effective for garnering support for equity-promoting policies (CSI). Crafting such messages requires Page 224 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 48 an understanding of how framing works in shaping people’s interpretation of language. “Frames” are networks of association we use to interpret information—filters that help us make sense of the world. These networks, or uncon- scious thought processes, shape not just what we think, but how we think. People tend to re- ject facts that do not fit within their preexist- ing frames. For example, there are more white women on welfare than black women, but people will reject this fact as untrue because it does not fit their idea of who a welfare recip- ient is. People can also carry multiple frames that are sometimes linked and sometimes contradictory. For example, some social se- curity recipients vote against social spending. Framing is a long-term project because people must receive frames in multiple forms and over time to actually shift their associations. Talking about race in a productive way, then, requires understanding what frames peo- ple carry and what kind of messages will be received positively given those frames. CSI suggests that to understand how race is trig- gered cognitively in the messages that we hear in the media and in the public narratives, two key components have to be considered: The first is implicit bias, described in greater detail in section 1 of this toolkit. The second critical concept is “symbolic racism,” coined by social scientists Sears and McConahay in 1973 to describe and measure a new version of racism —the images and code words used, sometimes implicitly and sometimes explicitly, to exploit unconscious racial bias. Symbolic racism is used to trigger the uncon- scious racism among “the middle”—the people we often need support from on critical poli- cies like healthcare and financial reform. This combination of symbolic racism and implicit bias is how “dog whistle politics” works and how messages trigger racism (see Dog Whistle Politics by Ian Haney Lopez on the subject). Experience shows that these tacit appeals work when they manipulate the unconscious fears of viewers, but only so long as the message is not explicit. The coining of the term “welfare queen” during Ronald Reagan’s presidential campaign is an example of dog whistle politics in action. The term has been used to refer to black women as the “takers” of society even though white wom- en were the primary beneficiaries. It’s more than just talk—you need to ACT. AFFIRM 1. Start with the heart. The health of our children, families, and loved ones depends on the environments in which we live. 2. Tell us how we got here in simple terms. For decades, low income communities of color have been the dumping grounds for environmental hazards. COUNTER 3. Explain “shared fate” in racially-explicit terms. Peo- ple of all races want to live in clean environments with decent housing, good jobs, and high-quality schools. 4. Take on race directly. Having access to neighborhoods that support success shouldn’t be determined by your race. TRANSFORM 5. Reframe winners and losers. Corporations that contaminate our environments need to be held accountable. For our col- lective good, we need to value the quality of all of our neigh- borhoods above the profits for a few. 6. End with heart and a solution. Join me in support- ing legislation that will bring accountability to corporations. They need to pay their fair share so that all of us can have healthy environments in our communities. Page 225 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 49 Eduardo Bonilla Silva has developed the fol- lowing list of “race frames,” which help to shine light on how people tend to think about race in contemporary American society. Using this understanding as a foundation, we can begin to develop messages that counter these frames in ways that might be accepted rather than provoke defensiveness. These “race frames” include: 1. Racism and racial inequality are things of the past since “white people are doing worse than people of color”; 2. Disparities caused by culture/behav- ior: “Poor Black and Latino youth don’t do well in school because their families don’t value education”; 3. Disparities are inevitable and/or natural: “Some group has to be at the bottom” or “Self-Segregation”; 4. Programs helping people of color are unfair to whites: a.k.a. reverse discrimi- nation. In response to these common race frames and based on their research to test effective messages, CSI has developed the “ACT: Affirm, Counter, Transform” framework for crafting effective communication strategies that help bring others on board with racial equity goals without triggering further bias and resistance (see sidebar). In implementing a racial equity strategy, a few additional concepts may be helpful in bringing each of the previous areas of focus together, as outlined in the following section. Page 226 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 50 BRINGING THE PIECES TOGETHER Achieving rAciAl equity involves not only each of the six components outlined in this Resource Guide, but also it requires integrating all components into a holistic approach that aims to transform government. Government must identify tangible outcomes, but it must also develop processes that are themselves transformative. Often issue-based efforts are limited to short-term gain for communities, but leave the existing structures that created barriers in the first place intact. By moving beyond transactional approaches towards transformation, jurisdictions can cut across multiple institutions and shift towards proactive solutions and long-term culture change. Building the capacity to approach problems transformationally requires change in values, beliefs, roles, relationships, and ap- proaches to work. One fundamental change in approach that transformation requires is that the people experiencing a problem are at the center of determining what the right solution is, rather than experts deciding for them. Most traditional management systems were designed based on an assumption of a simple relationship between cause and effect. A more contemporary leadership model developed by David Snowden and Mary Boone (2007) suggests that leaders must carefully consider what type of environment they are navigating in order to determine the correct approach. Where situations are predictable based on past experience—“simple” contexts—leaders can rely on best practices to respond to problems. In “complicated” contexts, where the relationship between cause and effect is direct but may not be easily apparent to all, leaders can rely on experts to determine the right answer by investigating several possible options. Many situations leaders find themselves in, though, are “complex.” That is, one right answer does not exist, and cannot be determined neither by best practices from past experience nor from the analysis of experts. Snowden and Boone offer an analogy of the difference between a Ferrari and the Brazilian rainforest: “Ferraris are complicated machines, but an expert mechanic can take one apart and reassemble it without changing a thing. The car is static, and the whole is the sum of its parts. The rainforest, on the other hand, is in constant flux—a species becomes extinct, weather patterns change, an agricultural project reroutes a water source—and the whole is far more than the sum of its parts. This is the realm of “unknown unknowns,” and it is the domain to which much of con- temporary business has shifted.” Managing Change “Managing change” requires strategic thinking and operations within a political context. Devel- oping new major government initiatives can be a challenge, and even more so for a tension-rid- den topic such as race. Maintaining support for change requires ongoing strategic deci- sion-making about who to bring in, when, and how, in addition to providing the training nec- Page 227 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 51 Transactional Approach Transformational Approach Solves technical problems Solves an adaptive problem Problem is easy to identify Problem is easy to deny (under the surface) Routine solution using skills and experience readily available Requires change in values, beliefs, roles, relationships, and structure of operations Often solved by an authority or expert People facing the problem are involved in the work of solving it Requires change in just one or a few places, contained with- in organizational boundaries Requires change across organizational boundaries People tend to be receptive to the technical solution People tend to avoid (or push back on) addressing the adaptive challenge Solution can often be implemented quickly, sometimes by edict Transformation requires experiments and new discoveries, takes a long time to implement, cannot be implemented by edict Produces short-term gains for communities, but leaves the existing structure in place Shifts cultural values and political will to create racial equity What does it mean to take a “transformational” approach? Technical Problems / Transaction Adaptive Problem / Transformation Invite WMBE contractors to apply for contracts.A package of policy changes, the cumulative impact of which is substantive, along with increased capacity for Women-Minority Business Enterprises to compete as primes and strengthened relationships between WMBEs and primes Translate documents for limited English speaking public.Strong and sustained relationships with immigrant and refugee communities, immigrant and refugee community members are hired as employees and programs and policies are shaped by those influences. Pass “ban the box” legislation Develop a criminal justice agenda that cuts across systems and structures and is inclusive of the community. For example: essary to build understanding of a shared analy- sis. Also, government agencies do not, generally, select their own leadership. At each election, there is a possibility that a champion for racial equity will be replaced by someone who must be brought up to speed and convinced that such initiatives should be supported. The structure of governance in a particular jurisdiction can have a major impact on how racial equity work is developed and the chal- lenges it may face. Cities with strong mayor governments who elect mayors committed to racial equity have an advantage in being able to use the power and voice of the executive to make racial equity a jurisdiction-wide prior- ity. If cities have done a good job of building capacity and investment among city employees while under leadership of a mayoral champion for racial equity, when there is a transition, a new mayor will be more likely to continue the work of a predecessor, as has happened in Seattle through several mayoral transitions. By contrast, those cities and counties with a weak executive structure may have a harder time building a shared analysis and cross-de- partmental capacity in a decentralized gov- ernment. Without a leader at the top who can continuously emphasize the importance of this work and make racial equity related policy decisions, it can be more difficult to communicate with urgency and build partner- ships across units in a jurisdiction. In order to advance racial equity in the long term, jurisdictions will need to have the support of elected officials, departmental leadership and staff, and community partners, all aligned with a common vision. Given the unpredictability and flux of most situations and decisions in contemporary or- Page 228 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 52 ganizations, leaders must be willing to exper- iment in order to allow instructive patterns to emerge, patiently allowing the path forward to reveal itself. Leaders must “probe first, then sense, then respond.” Snowden and Boone offer the following tools for managing in a complex context. Tools for Managing in a Complex Context Given the ambiguities of the complex domain, how can leaders lead effectively? OPEN UP THE DISCUSSION Complex contexts require more interactive communication than any of the other domains. SET BARRIERS Barriers limit or delineate behavior. Once the barriers are set, the system can self-regulate within those boundaries. STIMULATE ATTRACTORS Attractors are phenomena that arise when small stimuli and probes—whether from lead- ers or others—resonate with people. As attrac- tors gain momentum, they provide structure and coherence. ENCOURAGE DISSENT AND DIVERSITY Dissent and formal debate are valuable com- munication assets in complex contexts be- cause they encourage the emergence of well- forged patterns and ideas. MANAGE STARTING CONDITIONS AND MONITOR FOR EMERGENCE Because outcomes are unpredictable in a com- plex context, leaders need to focus on creat- ing an environment from which good things can emerge, rather than trying to bring about predetermined results and possibly missing opportunities that arise unexpectedly. Given the reality that racial inequities are influenced by a multitude of factors and have morphed in shape and form, it is important to note these different approaches for navigating change strategies. INSIDE/OUTSIDE STRATEGIES Many jurisdictions have noted the importance of external pressure from community to raise the visibility of racial equity issues and mo- tivate government leaders to act. While such pressure does not exactly fit under the con- cept of “partnership,” the productive tension caused by community organizing and advocacy does have a relationship to the success and advancement of racial equity initiatives. Given that organizing usually takes the form of op- position to—rather than partnership with—gov- ernment, it is critical for long-term strategies that are based on expanded levels of trust and commitment to be established. GOING DEEP AFTER GOING BROAD As jurisdictions that have several years or more under their belts in doing racial equity work are considering the next steps in deepening their strategies, several questions should be considered. For example, what is the right bal- ance between building capacity across all em- ployees to conduct racial equity assessments and relying on more specialized departments with the expertise and experience to do high quality, in-depth analysis with higher efficien- cy? For example, no one would expect some- one without prior expertise to attend a four or eight hour training on environmental impact and come back to work prepared to start conducting Environmental Impact Statements for major development projects. Jurisdictions should consider investing in specialized exper- tise to conduct rigorous analysis for policies and projects that will have a significant impact on their residents, even while they continue to build broad—but necessarily thin—capacity across the jurisdiction to integrate racial equi- ty concerns into their daily work. Further, how can jurisdictions go beyond transactional change toward more profound transformation? As evaluation of racial equi- ty work evolves, jurisdictions may consider asking questions not only about material changes in people’s lives (e.g. access to housing and transportation) but also about the more intangible factors that enable people to live fully. That is, do residents feel their racial or ethnic background is valued? Do they feel a sense of hope? Do all residents expect to be able to pursue a path that will lead to personal fulfillment? Jurisdictions that have laid the ba- sic foundation for racial equity strategies and are looking toward the next stage of their work will need to consider what kinds of questions they are asking to evaluate depth of impact, in addition to breadth. Page 229 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 53 CONCLUSION Across All gAre cohort members and across each of the concepts described in the sections of this Resource Guide, a theme emerged that this work is iterative. This is not a linear, step-by-step process that takes a jurisdiction from using a shared analysis, to building capacity, etc. No component of this framework is ever complete, each evolves over time and with expanding strategies. One’s analysis of institutional and structural rac- ism is never “complete.” Every time new staff join a jurisdiction, more training is required. Those who have undergone training will want to deepen their development and do more advanced training to use tools with greater insight. New political leadership can impact structures within government and require re- building capacity. Each time a racial equity tool is implemented in a policy process, new les- sons are learned to be incorporated next time around. An initial sense of urgency created by a single report or a new initiative must be re- newed over time, continuously communicating with urgency to maintain motivation to pursue the very ambitious, challenging, and long-term goal of racial equity. While the challenges in achieving racial equity are great, so too are the opportunities. It is clear from the work of public managers and elected officials in GARE member jurisdictions —and many others who have not yet joined GARE—that momentum is building toward a future in which government works collective- ly with their communities to achieve racial equity. Positive change is already afoot in many parts of the country, as seen in the stories shared earlier. By learning from one another’s experiences, GARE is strengthening strategies and increasing resolve to face the challenges ahead. Thank you for being a part of this journey toward a brighter future for our communities. Page 230 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 54REFERENCES Behn, R. D. (2004, July). Why Measure Performance? Bob Behn’s Public Management Report, 1(11). Bertrand, M., & Mullainathan, S. (2004). 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Why We Must Talk about Race to Win Better Policy. Center for Social Inclusion. Page 232 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 56 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 56 Appendices Page 233 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 57 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 57 Bias Prejudice toward one group and its members relative to another group. Community Indicator The means by which we can mea- sure socioeconomic conditions in the community. All community indicators should be disaggregated by race, if possible. Contracting Equity Investments in contracting, con- sulting, and procurement should benefit the communities Dane County serves, proportionate to the demographics in Dane County. Equity Result The condition we aim to achieve in the community. Explicit Bias Biases that people are aware of and that operate consciously. They are expressed directly. Implicit Bias Biases people are usually unaware of and that operate at the subcon- scious level. Implicit bias is usually expressed indirectly. Individual Racism Pre-judgment, bias, or discrimination based on race by an individual. Institutional Racism Policies, practices, and procedures that work better for white people than for people of color, often unin- tentionally. Performance Measure Performance measures are at the county, department, or program level. Appropriate performance measures allow monitoring of the success of implementation of actions that have a reasonable chance of influencing indicators and contributing to results. Performance measures respond to three different levels: 1) Quantity—how much did we do?; 2) Quality—how well did we do it?; and 3) Is anyone better off? A mix of these types of performance measures is contained within the recommendations. Racial Equity Race can no longer be used to pre- dict life outcomes and outcomes for all groups are improved. Racial Inequity Race can be used to predict life outcomes, e.g., disproportionality in education (high school graduation rates), jobs (unemployment rate), criminal justice (arrest and incarcer- ation rates), etc. Structural Racism A history and current reality of institutional racism across all institu- tions, combining to create a system that negatively impacts communi- ties of color. Workforce Equity The workforce of Dane County government reflects the diversity of Dane County residents, including across the breadth (functions and departments) and depth (hierarchy) of Dane County government. APPENDIX A Glossary of Frequently Used Terms Page 234 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 58 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 58 On the following pages you will find an excerpt of the racial equity tool used by the City of Seat- tle as an example of what such tools can look like in practice. As discussed in Section 3 of this Resource Guide, the Seattle City Council passed an ordinance in 2009 that directed all City de- partments to use the Racial Equity Toolkit, including in all budget proposals made to the Budget Office. This directive was reaffirmed by an executive order of Mayor Ed Murray in 2014. The Racial Equity Tool is an analysis applied to City of Seattle policies, programs and budget decisions. The City of Seattle has been applying the Racial Equity Toolkit for many years but as the City’s Race and Social Justice Initiative (RSJI) becomes increasingly operationalized, the expectation and accountabilities relating to its use are increasing. In 2015, Mayor Murray required departments to carry out four uses of the toolkit annually. This will also become a part of performance measures for department heads. APPENDIX B City of Seattle Racial Equity Toolkit Page 235 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 59 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 59APPENDIX B: RACIAL EQUITY TOOL WORKSHEET Page 236 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 60 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 60APPENDIX B: RACIAL EQUITY TOOL WORKSHEET Page 237 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 61 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 61APPENDIX B: RACIAL EQUITY TOOL WORKSHEET Page 238 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 62 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 62APPENDIX B: RACIAL EQUITY TOOL WORKSHEET Page 239 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 63 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 63APPENDIX B: RACIAL EQUITY TOOL WORKSHEET Page 240 of 332 Page 241 of 332 The Center for Social Inclusion’s mission is to catalyze grassroots community, government, and other institutions to dismantle structural racial inequity. We apply strategies and tools to transform our nation’s policies, practices, and institutional culture in order to ensure equitable outcomes for all. As a national policy strategy organization, CSI works with community advocates, government, local experts, and national leaders to build shared analysis, create policy strategies that engage and build multi-generational, multi-sectoral, and multi-racial alliances, and craft strong communication narratives on how to talk about race effectively in order to shift public discourse to one of equity. CENTERFORSOCIALINCLUSION.ORG / 212.248.2785 © 2015 The Local & Regional Government Alliance on Race and Equity / Published September 2015 The Haas Institute for a Fair and Inclusive Society at the University of California, Berkeley brings together researchers, community stakeholders, policymakers, and communicators to identify and challenge the barriers to an inclusive, just, and sustainable society and create transformative change. The Institute serves as a national hub of a vibrant network of researchers and community partners and takes a leadership role in translating, communicating, and facilitating research, policy, and strategic engagement. The Haas Institute advances research and policy related to marginalized people while essentially touching all who benefit from a truly diverse, fair, and inclusive society. HAASINSTITUTE.BERKELEY.EDU / 510.642.3011 Page 242 of 332 Government Alliance on Race and Equity RESOURCE GUIDE Advancing Racial Equity & Transforming Government 66 RACIALEQUITYALLIANCE.ORG “Racial equity is both a process and an outcome. A process for reclaiming our collective humanity and outcomes that ensure everyone in our communities thrive.” Glenn Harris, President, Center for Social Inclusion Page 243 of 332 Racial Equity Toolkit An Opportunity to Operationalize Equity TOOLKIT RACIALEQUITYALLIANCE.ORG Page 244 of 332 AUTHORS Julie Nelson, Director, Government Alliance on Race and Equity Lisa Brooks, University of Washington School of Social Work COPYEDITING Ebonye Gussine Wilkins, Haas Institute LAYOUT/PRODUCTION Ebonye Gussine Wilkins and Rachelle Galloway-Popotas, Haas Institute for a Fair and Inclusive Society CONTACT INFO Julie Nelson jnelson@thecsi.org 206-816-5104 This toolkit is published by the Government Alliance on Race and Equity, a national network of government working to achieve racial equity and advance opportunities for all. GARE IS A JOINT PROJECT OF RACIALEQUITYALLIANCE.ORG UPDATED DEC 2016Page 245 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 3 The Government Alliance on Race and Equity (GARE) is a national network of government working to achieve racial equity and advance opportunities for all. Across the country, governmental jurisdictions are: • making a commitment to achieving racial equity; • focusing on the power and influence of their own institutions; and, • working in partnership with others. When this occurs, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. GARE provides a multi-layered approach for maximum impact by: • supporting jurisdictions that are at the forefront of work to achieve racial equity. A few jurisdictions have already done substantive work and are poised to be a model for others. Supporting and providing best practices, tools and resources is helping to build and sustain current efforts and build a national movement for racial equity; • developing a “pathway for entry” into racial equity work for new jurisdictions from across the country. Many jurisdictions lack the leadership and/or infrastructure to address issues of racial inequity. Using the learnings and resources from jurisdictions at the forefront will create pathways for the increased engagement of more jurisdictions; and, • supporting and building local and regional collaborations that are broadly inclusive and focused on achieving racial equity. To eliminate racial inequities in our communities, devel- oping a “collective impact” approach firmly grounded in inclusion and equity is necessary. Government can play a key role in collaborations for achieving racial equity, centering community, and leveraging institutional partnerships. To find out more about GARE, visit www.racialequityalliance.org. ABOUT THE GOVERNMENT ALLIANCE ON RACE & EQUITY Page 246 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 4 I. What is a Racial Equity Tool? Racial equity tools are designed to integrate explicit consideration of racial equity in decisions, including policies, practices, programs, and budgets. It is both a product and a process. Use of a racial equity tool can help to develop strategies and actions that reduce racial inequities and improve success for all groups. Too often, policies and programs are developed and implemented without thoughtful con- sideration of racial equity. When racial equity is not explicitly brought into operations and decision-making, racial inequities are likely to be perpetuated. Racial equity tools provide a structure for institutionalizing the consideration of racial equity. A racial equity tool: • proactively seeks to eliminate racial inequities and advance equity; • identifies clear goals, objectives and measurable outcomes; • engages community in decision-making processes; • identifies who will benefit or be burdened by a given decision, examines potential unin- tended consequences of a decision, and develops strategies to advance racial equity and mitigate unintended negative consequences; and, • develops mechanisms for successful implementation and evaluation of impact. Use of a racial equity tool is an important step to operationalizing equity. However, it is not sufficient by itself. We must have a much broader vision of the transformation of government in order to advance racial equity. To transform government, we must normalize conversations about race, operationalize new behaviors and policies, and organize to achieve racial equity. For more information on the work of government to advance racial equity, check out GARE’s “Advancing Racial Equity and Transforming Government: A Resource Guide for Putting Ideas into Action” on our website. The Resource Guide provides a comprehensive and holistic ap- proach to advancing racial equity within government. In addition, an overview of key racial equity definitions is contained in Appendix A. II. Why should government use this Racial Equity Tool? From the inception of our country, government at the local, regional, state, and federal level has played a role in creating and maintaining racial inequity. A wide range of laws and policies were passed, including everything from who could vote, who could be a citizen, who could own property, who was property, where one could live, whose land was whose and more. With the Civil Rights movement, laws and policies were passed that helped to create positive changes, including making acts of discrimination illegal. However, despite progress in addressing explicit discrimination, racial inequities continue to be deep, pervasive, and persistent across the country. Racial inequities exist across all indicators for success, including in education, criminal justice, jobs, housing, public infrastructure, and health, regardless of region. Many current inequities are sustained by historical legacies and structures and systems that repeat patterns of exclusion. Institutions and structures have continued to create and per- petuate inequities, despite the lack of explicit intention. Without intentional intervention, institutions and structures will continue to perpetuate racial inequities. Government has the ability to implement policy change at multiple levels and across multiple sectors to drive larger systemic change. Routine use of a racial equity tool explicitly integrates racial equity into gov- ernmental operations. Local and regional governmental jurisdictions that are a part of the GARE are using a racial eq- uity tool. Some, such as the city of Seattle in Washington, Multnomah County in Oregon, and Page 247 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 5 the city of Madison in Wisconsin have been doing so for many years: • The Seattle Race and Social Justice Initiative (RSJI) is a citywide effort to end institution- alized racism and race-based disparities in City government. The Initiative was launched in 2004. RSJI includes training to all City employees, annual work plans, and change teams in every city department. RSJI first started using its Racial Equity Tool during the budget process in 2007. The following year, in recognition of the fact that the budget process was just the “tip of the ice berg,” use of the tool was expanded to be used in policy and pro- gram decisions. In 2009, Seattle City Council included the use of the Racial Equity Tool in budget, program and policy decisions, including review of existing programs and policies, in a resolution (Resolution 31164) affirming the City’s Race and Social Justice Initiative. In 2015, newly elected Mayor Ed Murray issued an Executive Order directing expanded use of the Racial Equity Tool, and requiring measurable outcomes and greater accountability. See Appendix B for examples of how Seattle has used its Racial Equity Tool, including legisla- tion that offers protections for women who are breastfeeding and use of criminal background checks in employment decisions. Multnomah County’s Equity and Empowerment Lens is used to improve planning, deci- sion-making, and resource allocation leading to more racially equitable policies and programs. At its core, it is a set of principles, reflective questions, and processes that focuses at the indi- vidual, institutional, and systemic levels by: • deconstructing what is not working around racial equity; • reconstructing and supporting what is working; • shifting the way we make decisions and think about this work; and, • healing and transforming our structures, our environments, and ourselves. Numerous Multnomah County departments have made commitments to utilizing the Lens, including a health department administrative policy and within strategic plans of specific de- partments. Tools within the Lens are used both to provide analysis and to train employers and partners on how Multnomah County conducts equity analysis. Madison, Wisconsin is implementing a racial equity tool, including both a short version and a more in-depth analysis. See Appendix D for a list of the types of projects on which the city of Madison has used their racial equity tool. For jurisdictions that are considering implementation of a racial equity tool, these jurisdictions examples are powerful. Other great examples of racial equity tools are from the Annie E. Casey Foundation and Race Forward. In recognition of the similar ways in which institutional and structural racism have evolved across the country, GARE has developed this Toolkit that captures the field of practice and commonalities across tools. We encourage jurisdictions to begin using our Racial Equity Tool. Based on experience, customization can take place if needed to ensure that it is most relevant to local conditions. Otherwise, there is too great of a likelihood that there will be a significant investment of time, and potentially money, in a lengthy process of customization without experience. It is through the implementation and the experience of learning that leaders and staff will gain experience with use of a tool. After a pilot project trying out this tool, jurisdictions will have a better understanding of how and why it might make sense to customize a tool. For examples of completed racial equity analyses, check out Appendix B and Appendix D, which includes two examples from the city of Seattle, as well as a list of the topics on which the city of Madison has used their racial equity tool. Please note: In this Resource Guide, we include some data from reports that fo- cused on whites and African Americans, but otherwise, pro- vide data for all ra- cial groups analyzed in the research. For consistency, we refer to African Americans and Latinos, although in some of the original research, these groups were referred to as Blacks and Hispanics. Page 248 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 6 III. Who should use a racial equity tool? A racial equity tool can be used at multiple levels, and in fact, doing so, will increase effectiveness. • Government staff: The routine use of a racial equity tool by staff provides the opportunity to integrate racial equity across the breadth, meaning all governmental functions, and depth, meaning across hier- archy. For example, policy analysts integrating racial equity into policy development and implementation, and budget analysts integrating racial equity into budget proposals at the earliest possible phase, increases the likelihood of impact. Employees are the ones who know their jobs best and will be best equipped to integrate racial equity into practice and routine operations. • Elected officials: Elected officials have the opportunity to use a racial equity tool to set broad priorities, bringing consistency between values and practice. When our elected officials are integrating racial equity into their jobs, it will be reflected in the priorities of the jurisdiction, in direction provided to department directors, and in the questions asked of staff. By asking simple racial equity tool questions, such as “How does this decision help or hinder racial equity?” or “Who benefits from or is burdened by this decision?” on a routine basis, elected officials have the ability to put theory into action. • Community based organizations: Community based organizations can ask questions of government about use of racial equity tool to ensure accountability. Elected officials and government staff should be easily able to describe the results of their use of a racial equity tool, and should make that information readily available to community members. In addi- tion, community based organizations can use a similar or aligned racial equity tool within their own organizations to also advance racial equity. IV. When should you use a racial equity tool? The earlier you use a racial equity tool, the better. When racial equity is left off the table and not addressed until the last minute, the use of a racial equity tool is less likely to be fruitful. Using a racial equity tool early means that individual decisions can be aligned with organizational racial equity goals and desired outcomes. Using a racial equity tool more than once means that equity is incorporated throughout all phases, from development to implementation and evaluation. V. The Racial Equity Tool The Racial Equity Tool is a simple set of questions: 1. Proposal: What is the policy, program, practice or budget decision under consideration? What are the desired results and outcomes? 2. Data: What’s the data? What does the data tell us? 3. Community engagement: How have communities been engaged? Are there opportunities to expand engagement? 4. Analysis and strategies: Who will benefit from or be burdened by your proposal? What are your strategies for advancing racial equity or mitigating unintended consequences? 5. Implementation: What is your plan for implementation? Page 249 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 7 6. Accountability and communication: How will you ensure accountability, communicate, and evaluate results? The following sections provide a description of the overall questions. Once you are ready to jump into action, please check out the worksheet that can be found in Appendix C. STEP #1 What is your proposal and the desired results and outcomes? While it might sound obvious, having a clear description of the policy, program, practice, or budget decision (for the sake of brevity, we refer to this as a “proposal” in the remainder of these steps) at hand is critical. We should also be vigilant in our focus on impact. The terminology for results and outcomes is informed by our relationship with Results Based Accountability™. This approach to measurement clearly delineates between community con- ditions / population accountability and performance accountability / outcomes. These levels share a common systematic approach to measurement. This approach emphasizes the impor- tance of beginning with a focus on the desired “end” condition. • Results are at the community level are the end conditions we are aiming to impact. Com- munity indicators are the means by which we can measure impact in the community. Community indicators should be disaggregated by race. • Outcomes are at the jurisdiction, department, or program level. Appropriate performance measures allow monitoring of the success of implementation of actions that have a rea- sonable chance of influencing indicators and contributing to results. Performance mea- sures respond to three different levels: a. Quantity—how much did we do? b. Quality—how well did we do it? c. Is anyone better off? We encourage you to be clear about the desired end conditions in the community and to emphasize those areas where you have the most direct influence. When you align community indicators, government strategies, and performance measures, you maximize the likelihood for impact. To ultimately impact community conditions, government must partner with other institutions and the community. You should be able to answer the following questions: 1. Describe the policy, program, practice, or budget decision under consideration? 2. What are the intended results (in the community) and outcomes (within your organization)? 3. What does this proposal have an ability to impact? • Children and youth • Community engagement • Contracting equity • Criminal justice • Economic development • Education • Environment • Food access and affordability • Government practices • Health • Housing • Human services • Jobs • Planning and development • Transportation • Utilities • Workforce equity Page 250 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 8 STEP #2 What’s the data? What does the data tell us? Measurement matters. When organizations are committed to racial equity, it is not just an as- piration, but there is a clear understanding of racial inequities, and strategies and actions are developed and implemented that align between community conditions, strategies, and actions. Using data appropriately will allow you to assess whether you are achieving desired impacts. Too often data might be available, but is not actually used to inform strategies and track results. The enormity of racial inequities can sometimes feel overwhelming. For us to have impact in the community, we must partner with others for cumulative impact. The work of government to advance racial equity is necessary, but not sufficient. Nevertheless, alignment and clarity will increase potential impact. We must use data at both levels; that is data that clearly states 1) community indicators and desired results, and 2) our specific program or poli- cy outcomes and performance measures. Performance measures allow monitoring of the success of implementation of actions that have a reasonable chance of influencing indicators and contributing to results. As indicated in Step 1, performance measures respond to three different levels: Quantity—how much did we do? Quality—how well did we do it? Is anyone better off? Although measuring whether anyone is actually better off as a result of a decision is highly de- sired, we also know there are inherent measurement challenges. You should assess and collect the best types of performance measures so that you are able to track your progress. In analyzing data, you should think not only about quantitative data, but also qualitative data. Remember that sometimes missing data can speak to the fact that certain communities, issues or inequities have historically been overlooked. Sometimes data sets treat communities as a monolithic group without respect to subpopulations with differing socioeconomic and cultur- al experience. Using this data could perpetuate historic inequities. Using the knowledge and expertise of a diverse set of voices, along with quantitative data is necessary (see Step #3). You should be able to answer the following questions about data: 1. Will the proposal have impacts in specific geographic areas (neighborhoods, areas, or regions)? What are the racial demographics of those living in the area? 2. What does population level data tell you about existing racial inequities? What does it tell you about root causes or factors influencing racial inequities? 3. What performance level data do you have available for your proposal? This should include data associated with existing programs or policies. 4. Are there data gaps? What additional data would be helpful in analyzing the proposal? If so, how can you obtain better data? Data Resources Federal • American FactFinder: The US Census Bureau’s main site for online access to population, housing, economic and geographic data. http://factfinder.census.gov • US Census Quick Facts: http://quickfacts.census.gov/qfd/index.html • Center for Disease Control (CDC) http://wonder.cdc.gov Page 251 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 9State • American FactFinder and the US Census website also have state data. http://factfinder.census.gov • Other sources of data vary by state. Many states offer data through the Office of Financial Management. Other places to find data include specific departments and divisions. Local • American FactFinder and the US Census website also have local data. http://factfinder.census.gov • Many jurisdictions have lots of city and county data available. Other places to find data include specific departments and divisions, service providers, community partners, and research literature. STEP #3 How have communities been engaged? Are there opportunities to expand engagement? It is not enough to consult data or literature to assume how a proposal might impact a com- munity. Involving communities impacted by a topic, engaging community throughout all phases of a project, and maintaining clear and transparent communication as the policy or program is implemented will help produce more racially equitable results. It is especially critical to engage communities of color. Due to the historical reality of the role of government in creating and maintaining racial inequities, it is not surprising that commu- nities of color do not always have much trust in government. In addition, there is a likelihood that other barriers exist, such as language, perception of being welcome, and lack of public transportation, or childcare. For communities with limited English language skills, appropriate language materials and translation must be provided. Government sometimes has legal requirements on the holding of public meetings. These are often structured as public hearings, with a limited time for each person to speak and little op- portunity for interaction. It is important to go beyond these minimum requirements by using community meetings, focus groups, and consultations with commissions, advisory boards, and community-based organizations. A few suggestions that are helpful: • When you use smaller groups to feed into a larger process, be transparent about the recommendations and/or thoughts that come out of the small groups (e.g. Have a list of all the groups you met with and a summary of the recommendations from each. That way you have documentation of what came up in each one, and it is easier to demonstrate the process). • When you use large group meetings, provide a mix of different ways for people to engage, such as the hand-held voting devices, written comments that you collect, small groups, etc. It is typical, both because of structure and process, for large group discussions to lead to the participation of fewer voices. Another approach is to use dyads where people “interview” each other, and then report on what their partner shared. Sometimes people are more comfortable sharing other people’s information. • Use trusted advocates/outreach and engagement liaisons to collect information from communities that you know are typically underrepresented in public processes. Again, sharing and reporting that information in a transparent way allows you to share it with Page 252 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 10 others. For communities that have concerns about documentation status and interaction with government in general, this can be a particularly useful strategy. Here are a few examples of good resources for community engagement: • The City of Seattle Inclusive Outreach and Public Engagement Guide • The City of Portland’s Public Engagement Guide You should be able to answer the following questions about community engagement and in- volving stakeholders: 1. Who are the most affected community members who are concerned with or have expe- rience related to this proposal? How have you involved these community members in the development of this proposal? 2. What has your engagement process told you about the burdens or benefits for different groups? 3. What has your engagement process told you about the factors that produce or perpetuate racial inequity related to this proposal? STEP #4 Who benefits from or will be burdened by your proposal? What are your strategies for advancing racial equity or mitigating unintended consequenc- es? Based on your data and stakeholder input, you should step back and assess your proposal and think about complementary strategies that will help to advance racial equity. Governmental decisions are often complex and nuanced with both intended and unintend- ed impacts. For example, when cities and counties face the necessity of making budget cuts due to revenue shortfalls, the goal is to balance the budget and the unintended consequence is that people and communities suffer the consequences of cut programs. In a situation like this, it is important to explicitly consider the unintended consequences so that impacts can be mitigated to the maximum extent possible. We often tend to view policies, programs, or practices in isolation. Because racial inequities are perpetuated through systems and structures, it is important to also think about comple- mentary approaches that will provide additional leverage to maximize the impact on racial inequity in the community. Expanding your proposal to integrate policy and program strate- gies and broad partnerships will help to increase the likelihood of community impact. Here are some examples: • Many excellent programs have been developed or are being supported through health programs and social services. Good programs and services should continue to be support- ed, however, programs will never be sufficient to ultimately achieve racial equity in the community. If you are working on a program, think about policy and practice changes that can decrease the need for programs. • Many jurisdictions have passed “Ban-the-Box” legislation, putting limitations on the use of criminal background checks in employment and/or housing decisions. While this is a policy that is designed to increase the likelihood of success for people coming out of in- carceration, it is not a singular solution to racial inequities in the criminal justice system. To advance racial equity in the criminal justice system, we need comprehensive strategies that build upon good programs, policies, and partnerships. You should be able to answer the following questions about strategies to advance racial equity: 1. Given what you have learned from the data and stakeholder involvement, how will the Page 253 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 11 proposal increase or decrease racial equity? Who would benefit from or be burdened by your proposal? 2. What are potential unintended consequences? What are the ways in which your proposal could be modified to enhance positive impacts or reduce negative impacts? 3. Are there complementary strategies that you can implement? What are ways in which existing partnerships could be strengthened to maximize impact in the community? How will you partner with stakeholders for long-term positive change? 4. Are the impacts aligned with the your community outcomes defined in Step #1? STEP #5 What is your plan for implementation? Now that you know what the unintended consequences, benefits, and impacts of the proposal and have developed strategies to mitigate unintended consequences or expand impact, it is important to focus on thoughtful implementation. You should be able to answer the following about implementation: 1. Describe your plan for implementation. 2. Is your plan: • realistic? • adequately funded? • adequately resourced with personnel?; • adequately resourced with mechanisms to ensure successful implementation and enforcement? • adequately resourced to ensure on-going data collection, public reporting, and community engagement? If the answer to any of these questions is no, what resources or actions are needed? STEP #6 How will you ensure accountability, communicate, and evaluate results? Just as data was critical in analyzing potential impacts of the program or policy, data will be important in seeing whether the program or policy has worked. Developing mechanisms for collecting data and evaluating progress will help measure whether racial equity is being ad- vanced. Accountability entails putting processes, policies, and leadership in place to ensure that pro- gram plans, evaluation recommendations, and actions leading to the identification and elimi- nation of root causes of inequities are actually implemented. How you communicate about your racial equity proposal is also important for your success. Poor communication about race can trigger implicit bias or perpetuate stereotypes, often times unintentionally. Use a communications tool, such as the Center for Social Inclusion’s Talking About Race Right Toolkit to develop messages and a communications strategy. Racial equity tools should be used on an ongoing basis. Using a racial equity tool at different phases of a project will allow now opportunities for advancing racial equity to be identified and implemented. Evaluating results means that you will be able to make any adjustments to maximize impact. You should be able to answer the following questions about accountability and implementation: Page 254 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 12 1. How will impacts be documented and evaluated? Are you achieving the anticipated out- comes? Are you having impact in the community? 2. What are your messages and communication strategies that are will help advance racial equity? 3. How will you continue to partner and deepen relationships with communities to make sure your work to advance racial equity is working and sustainable for the long haul? VI. What if you don’t have enough time? The reality of working in government is that there are often unanticipated priorities that are sometimes inserted on a fast track. While it is often tempting to say that there is insufficient time to do a full and complete application of a racial equity tool, it is important to acknowledge that even with a short time frame, asking a few questions relating to racial equity can have a meaningful impact. We suggest that the following questions should be answered for “quick turn around” decisions: • What are the racial equity impacts of this particular decision? • Who will benefit from or be burdened by the particular decision? • Are there strategies to mitigate the unintended consequences? VII. How can you address barriers to successful implementation? You may have heard the phrase, “the system is perfectly designed to get the outcomes it does.” For us to get to racially equitable outcomes, we need to work at the institutional and struc- tural levels. As a part of institutions and systems, it is often a challenge to re-design systems, let alone our own individual jobs. One of the biggest challenges is often a skills gap. Use of a racial equity tool requires skill and competency, so it will be important for jurisdictions to provide training, mentoring, and support for managers and staff who are using the tool. GARE has a training curriculum that supports this Toolkit, as well as a “train-the-trainer” program to increase the capacity of racial equity advocates using the Toolkit. Other barriers to implementation that some jurisdictions have experienced include: • a lack of support from leadership; • a tool being used in isolation; • a lack of support for implementing changes; and, • perfection (which can be the enemy of good). Strategies for addressing these barriers include: • building the capacity of racial equity teams. Training is not just to cultivate skills for indi- vidual employees, but is also to build the skill of teams to create support for group imple- mentation and to create a learning culture; • systematizing the use of the Racial Equity Tool. If the Racial Equity Tool is integrated into routine operations, such as budget proposal forms or policy briefing forms, then manage- ment and staff will know that it is an important priority; • recognizing complexity. In most cases, public policy decisions are complex, and there are numerous pros, cons and trade-offs to be considered. When the Racial Equity Tool is used on an iterative basis, complex nuances can be addressed over time; and, Page 255 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 13 • maintaining accountability. Build the expectation that managers and directors routinely use the Racial Equity Tool into job descriptions or performance agreements. Institutionalizing use of a racial equity tool provides the opportunity to develop thoughtful, realistic strategies and timelines that advance racial equity and help to build long-term com- mitment and momentum. VIII. How does use of a racial equity tool fit with other racial equity strategies? Using a racial equity tool is an important step to operationalizing equity. However, it is not sufficient by itself. We must have a much broader vision of the transformation of government in order to advance racial equity. To transform government, we must normalize conversations about race, operationalize new behaviors and policies, and organize to achieve racial equity. GARE is seeing more and more jurisdictions that are making a commitment to achieving racial equity, by focusing on the power and influence of their own institutions, and working in part- nership across sectors and with the community to maximize impact. We urge you to join with others on this work. If you are interested in using a racial equity tool and/or joining local and regional government from across the country to advance racial equity, please let us know. Page 256 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1414 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDICES Page 257 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1515 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX A Glossary of Frequently Used Terms Bias Prejudice toward one group and its members relative to another group. Community Indicator The means by which we can mea- sure socioeconomic conditions in the community. All community indicators should be disaggregated by race, if possible. Contracting Equity Investments in contracting, consult- ing, and procurement should ben- efit the communities a jurisdiction serves, proportionate to the jurisdic- tions demographics. Equity Result The condition we aim to achieve in the community. Explicit Bias Biases that people are aware of and that operate consciously. They are expressed directly. Implicit Bias Biases people are usually unaware of and that operate at the subcon- scious level. Implicit bias is usually expressed indirectly. Individual Racism Pre-judgment, bias, or discrimination based on race by an individual. Institutional Racism Policies, practices, and procedures that work better for white people than for people of color, often unin- tentionally. Performance Measure Performance measures are at the county, department, or program level. Appropriate performance measures allow monitoring of the success of implementation of actions that have a reasonable chance of influencing indicators and contributing to results. Performance measures respond to three different levels: 1) Quantity—how much did we do?; 2) Quality—how well did we do it?; and 3) Is anyone better off? A mix of these types of performance measures is contained within the recommendations. Racial Equity Race can no longer be used to pre- dict life outcomes and outcomes for all groups are improved. Racial Inequity Race can be used to predict life outcomes, e.g., disproportionality in education (high school graduation rates), jobs (unemployment rate), criminal justice (arrest and incarcer- ation rates), etc. Structural Racism A history and current reality of institutional racism across all institu- tions, combining to create a system that negatively impacts communi- ties of color. Workforce Equity The workforce of a jurisdiction reflects the diversity of its residents, including across the breadth (func- tions and departments) and depth (hierarchy) of government. Page 258 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1616 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B City of Seattle Racial Equity Toolkit On the following pages you will find an excerpt of the racial equity tool used by the City of Seat- tle as an example of what such tools can look like in practice. As discussed in Section 3 of the Resource Guide, the Seattle City Council passed an ordinance in 2009 that directed all City de- partments to use the Racial Equity Toolkit, including in all budget proposals made to the Budget Office. This directive was reaffirmed by an executive order of Mayor Ed Murray in 2014. The Racial Equity Tool is an analysis applied to City of Seattle’s policies, programs, and budget decisions. The City of Seattle has been applying the Racial Equity Toolkit for many years but as the City’s Race and Social Justice Initiative (RSJI) becomes increasingly operationalized, the expectation and accountabilities relating to its use are increasing. In 2015, Mayor Murray required departments to carry out four uses of the toolkit annually. This will also become a part of performance measures for department heads. Page 259 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1717 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Page 260 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1818 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Page 261 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 1919 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Page 262 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2020 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Page 263 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2121 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Page 264 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2222 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity Step #1 What is your proposal and the desired results and outcomes? 1. Describe the policy, program, practice, or budget decision (for the sake of brevity, we refer to this as a “proposal” in the remainder of these steps) 2. What are the intended results (in the community) and outcomes (within your own organi- zation)? 3. What does this proposal have an ability to impact? Children and youth Health Community engagement Housing Contracting equity Human services Criminal justice Jobs Economic development Parks and recreation Education Planning / development Environment Transportation Food access and affordability Utilities Government practices Workforce equity Other _____________________ Step #2 What’s the data? What does the data tell us? 1. Will the proposal have impacts in specific geographic areas (neighborhoods, areas, or re- gions)? What are the racial demographics of those living in the area? 2. What does population level data, including quantitative and qualitative data, tell you about existing racial inequities? What does it tell you about root causes or factors influencing racial inequities? 3. What performance level data do you have available for your proposal? This should include data associated with existing programs or policies. 4. Are there data gaps? What additional data would be helpful in analyzing the proposal? If so, how can you obtain better data? APPENDIX C Racial Equity Tool Worksheet Page 265 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2323 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity APPENDIX C: RACIAL EQUITY TOOL WORKSHEET Step #3 How have communities been engaged? Are there opportunities to expand engagement? 1. Who are the most affected community members who are concerned with or have expe- rience related to this proposal? How have you involved these community members in the development of this proposal? 2. What has your engagement process told you about the burdens or benefits for different groups? 3. What has your engagement process told you about the factors that produce or perpetuate racial inequity related to this proposal? Step #4 What are your strategies for advancing racial equity? 1. Given what you have learned from research and stakeholder involvement, how will the pro- posal increase or decrease racial equity? Who would benefit from or be burdened by your proposal? 2. What are potential unintended consequences? What are the ways in which your proposal could be modified to enhance positive impacts or reduce negative impacts? 3. Are there complementary strategies that you can implement? What are ways in which ex- isting partnerships could be strengthened to maximize impact in the community? How will you partner with stakeholders for long-term positive change? 4. Are the impacts aligned with your community outcomes defined in Step #1? Step #5 What is your plan for implementation? 1. Describe your plan for implementation. 2. Is your plan: Realistic? Adequately funded? Adequately resourced with personnel? Adequately resources with mechanisms to ensure successful implementation and en- forcement? Adequately resourced to ensure on-going data collection, public reporting, and com- munity engagement? If the answer to any of these questions is no, what resources or actions are needed? Page 266 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2424 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity Step #6 How will you ensure accountability, communicate, and evaluate results? 1. How will impacts be documented and evaluated? Are you achieving the anticipated out- comes? Are you having impact in the community? 2. What are your messages and communication strategies that are will help advance racial equity? 3. How will you continue to partner and deepen relationships with communities to make sure your work to advance racial equity is working and sustainable for the long-haul? APPENDIX C: RACIAL EQUITY TOOL WORKSHEET Page 267 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2525 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity Agency/ Organization Project Tool(s) Used Purpose & Outcomes (if applicable) Clerk’s Office 2015–2016 work plan Equity & Em- powerment Lens (Mult. Co.) Adopted new mission, vision, work plan, and evaluation plan with racial equity goals Streets Division Analysis of neigh- borhood trash pickup RESJI analysis (comprehen- sive) Recommendations to adjust large item pickup schedule based on neighbor- hood & seasonal needs Madison Out of School Time (MOST) Coalition Strategic planning RESJI analysis (fast-track) Adopted strategic directions, including target populations, informed by racial equity analysis Public Health Madison & Dane County Dog breeding & li- censing ordinance RESJI analysis (comprehen- sive) Accepted recommendation to table initial legislation & develop better pol- icy through more inclusive outreach; updated policy adopted Fire Department Planning for new fire station RESJI analysis (comprehen- sive) Recommendations for advancing racial equity and inclusive community en- gagement; development scheduled for 2016–2017 Metro Transit Succession plan- ning for manage- ment hires RESJI equi- table hiring checklist First woman of color promoted to Metro management position in over 20 years Human Resources Department 2015 & 2016 work plans RESJI analysis (fast-track & comprehen- sive) 2015 plan reflects staff input; 2016 work plan to include stakeholder input (est. 10/15) Human Resources Department City hiring process RESJI analysis (comprehen- sive) Human Resources 2015 racial equity report: http://racialequityalliance. org/2015/08/14/the-city-of-madi- sons-2015-human-resources-equity- report-advancing-racial-equity-in-the- city-workforce/ Economic Devel- opment Division Public Market District project RESJI analysis (comprehen- sive) 10 recommendations proposed to Local Food Committee for incorporation into larger plan Public Health Madison & Dane County Strategic planning RESJI analysis (fast-track) Incorporation of staff & stakeholder input, racial equity priorities, to guide goals & objectives (est. 11/15) APPENDIX D Applications of a Racial Equity Tool in Madison, WI Page 268 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 2626 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity Agency/ Organization Project Tool(s) Used Purpose & Outcomes (if applicable) Planning, Commu- nity & Econ. Devel. Dept. Judge Doyle Square develop- ment (public/pri- vate, TIF-funded) RESJI analysis (fast-track); ongoing con- sultation Highlight opportunities for advance- ment of racial equity; identify potential impacts & unintended consequences; document public-private development for lessons learned and best practices Parks Division Planning for accessible play- ground TBD Ensure full consideration of decisions as informed by community stakehold- ers, with a focus on communities of color and traditionally marginalized communities, including people with disabilities. Fire Department Updates to pro- motional process- es TBD Offer fair and equitable opportunities for advancement (specifically Appara- tus Engineer promotions) APPENDIX D: APPLICATIONS OF A RACIAL EQUITY TOOL IN MADISON, WI Page 269 of 332 The Center for Social Inclusion’s mission is to catalyze grassroots community, government, and other institutions to dismantle structural racial inequity. We apply strategies and tools to transform our nation’s policies, practices, and institutional culture in order to ensure equitable outcomes for all. As a national policy strategy organization, CSI works with community advocates, government, local experts, and national leaders to build shared analysis, create policy strategies that engage and build multi-generational, multi-sectoral, and multi-racial alliances, and craft strong communication narratives on how to talk about race effectively in order to shift public discourse to one of equity. CENTERFORSOCIALINCLUSION.ORG / 212.248.2785 © 2015 The Local & Regional Government Alliance on Race and Equity / Published September 2015 The Haas Institute for a Fair and Inclusive Society at the University of California, Berkeley brings together researchers, community stakeholders, policymakers, and communicators to identify and challenge the barriers to an inclusive, just, and sustainable society and create transformative change. The Institute serves as a national hub of a vibrant network of researchers and community partners and takes a leadership role in translating, communicating, and facilitating research, policy, and strategic engagement. The Haas Institute advances research and policy related to marginalized people while essentially touching all who benefit from a truly diverse, fair, and inclusive society. HAASINSTITUTE.BERKELEY.EDU / 510.642.3011 Page 270 of 332 Government Alliance on Race and Equity TOOLKIT Racial Equity Toolkit: An Opportunity to Operationalize Equity 28 RACIALEQUITYALLIANCE.ORG Page 271 of 332 TOOLKIT Racial Equity Action Plans A How-to Manual by Ryan Curren, Julie Nelson, Dwayne S. Marsh, Simran Noor, and Nora Liu RACIALEQUITYALLIANCE.ORG Page 272 of 332 Authors Ryan Curren, Julie Nelson, Dwayne S. Marsh, Simran Noor, and Nora Liu Acknowledgments The authors would like to thank the following individuals who contributed to this guide by participating in interviews and editing: Rachelle Galloway-Popotas, Ebonye Gussine Wilkins report citAtion Curren R., Nelson, J., Marsh, D.S., Noor, S., Liu, N. “Racial Equity Action Plans, A How-to Manual.”: Haas Institute for a Fair and Inclusive Society, University of California, Berkeley, 2016 This toolkit is published by the Government Alliance on Race and Equity, a national network of government working to achieve racial equity and advance opportunities for all. GARE is a joint project of RACIALEQUITYALLIANCE.ORG Page 273 of 332 3 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans TABLE OF CONTENTS Executive Summary ...............................................4 Achieving Local Government’s Vision of Racial Equity ...................................6 Articulating a Theory of Change for the Jurisdiction ..........................................6 Action Planning Process ...............................9 Preparation .............................................................10 Staffing Leads and Racial Equity Action Teams ...................................................10 Organizational Structure and Scale ........12 Community Engagement ............................12 Resources ..........................................................13 Research and Organizational Assessment ................................14 Research Findings ................................................18 The Plan ..................................................................19 Review and Finalizing the Plan ...................................................................24 Roll Out and Implementation .....................25 Annual Progress Reporting ........................26 Conclusion ..............................................................27 Appendix I ..............................................................28 Racial Equity Plan Template .......................28 Page 274 of 332 4 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans EXECUTIVE SUMMARY While local governments may consider themselves fair and just, people of color fare worse than their white counterparts in every area: housing, employment, education, justice, and health. Current day disparities are just as bad and sometimes worse than they were before the Civil Rights era. Since then, most governments have not made significant changes in outcomes for employees or residents of color, even with years of effort. Because local governments have a unique responsibility to all residents, these racial ineq- uities can and must be addressed. The public sector must be for the public good; current racial inequities are destructive. We must go beyond individ- ual, intentional discrimination or acts of bigotry, and examine the systems in which we all live. We must investigate—honestly—how our longstanding systems, policies, and practices, unintentionally or not, have created and continue to maintain racial inequity, and we must change them. Racial Equity Action Plans can put a theory of change into action to achieve a collective vision of racial equity. Plans can drive institutional and struc- tural change. However, the goal we seek is not a plan. The goal is institu- tional and structural change, which requires resources to implement: time, money, skills, and effort. It requires local governments’ will and expertise to change our policies, the way we do business, our habits, and cultures. Our theory of change requires normalizing conversations about race, making sure we have a shared understanding of commonly held definitions of implicit bias and institutional and structural racism. Normalizing and prioritizing our efforts creates greater urgency and allows change to take place more expeditiously. We must also operationalize racial equity, integrating racial equity into our routine decision-making processes, often via use of a Racial Equity Tool and development and implementation of measurable actions. Opera- tionalizing a vision for racial equity means implementation of new tools for decision-mak- ing, measurement, and accountability. We also organize, both inside our institutions and in partnership with others, to effect change together. Organizing involves building staff and organizational capacity through training for new skills and competencies while also building internal infrastructure to advance racial equity. This manual provides guidance for local governments to develop their own Racial Equity Action Plans after a period of research and information gathering. This manual also pro- vides guidance and tools to conduct this research. GARE created a Racial Equity Action Plan template after a national scan of promising practices from cities and counties that have developed plans for racial equity and the structures that supported successful plan- ning processes. We are also appreciative of the Results Based Accountability framework as a disciplined way of thinking and taking action that communities and government can use to achieve meaningful improvements, eliminate racial inequities and lift up outcomes for all. Racial Equity Plans are both a process and a product. A successful process will build staff capacity which can be valuable during implementation. A process can also serve to famil- iarize more staff with the jurisdiction’s racial equity vision and its theory of change. Preparing leadership support, forming a skilled planning team, designing community en- gagement structures upfront, and securing resources to support all participants are key preparatory steps key to set the process on the right path. Your research must not only in- fluence the content of your plan but also how it is framed. The methodology should include WHAT IS RACIAL EQUITY? Racial equity is realized when race can no longer be used to predict life outcomes, and outcomes for all groups are improved. Page 275 of 332 5 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans both quantitative and qualitative data collected through community engagement. A clear set of findings can provide a solid foundation to inform your plan. Areas to analyze include: • workforce demographics, hiring, retention, and promotion; • contracting practices; • jurisdiction commitment, leadership, and management; • community access and partnership; and • data, metrics, and on-going focus on improvement. A strong Racial Equity Action Plan is guided by a clear vision of racial equity and struc- tured to achieve meaningful and measurable results. A simple plan structure provided by GARE includes the following components: • Results: Community level conditions we are aiming to impact. • Community Indicator: Community indicators are the means by which we can measure impact in the community. Community indicators should be disaggregat- ed by race. • Outcome: A future state of being resulting from a change at the jurisdiction, de- partment, or program level. Strong outcomes articulate a clear improvement or define how much improvement will take place. • Action: They are the specific things your jurisdiction will do to achieve the out- comes. • Performance Measure: A quantifiable measure of how well an action is working. Different types of measures include 1) Quantity—How much did we do? 2) Quality—How well did we do it? 3) Impact—Is anyone better off? Successfully implementing a plan will require well-resourced stewardship, strong ac- countability structures, and clear communications with all partners during the rollout and beyond. An organizational body, with authority to remove barriers during implementation and monitor progress, is critical infrastructure over the life of the plan. Regular tracking of performance and reporting on progress provides a level of accountability to follow through on the jurisdiction’s commitment to action. Using data and the opportunity to reflect de- velops a culture of learning and innovation to improve upon commitments in the plan over its lifetime. The quality and consistency of communication about the plan both within the government and with community will be a major indicator of whether the plan is another exercise in maintaining the status quo or whether it is truly the harbinger of your jurisdic- tion’s commitment to advancing racial equity. ACHIEVING LOCAL GOVERNMENT’S VISION OF RACIAL EQUITY A jurisdiction’s clear and bold vision for racial equity is important for the success of a Ra- Figure 1: The Racial Equity Action Plan Process Page 276 of 332 6 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans cial Equity Action Plan. The vision should be heavily informed by communities of color impacted by institutional and structural racism—those with the real expertise. Your ju- risdiction may already have made a formal commitment to achieving racial equity and expressed this through adoption of legislation, a general plan, or executive proclamation. If so, then Racial Equity Action Plans can layout the approach to operationalizing this com- mitment. If not, then Racial Equity Action Plans are an excellent opportunity to make such a commitment paired with the change necessary to achieve it. Figure 2 shows the City of Portland’s Citywide Racial Equity Goals and Strategies, adopted unanimously by City Council as binding policy in 2015. By embarking on a planning process you are are undergoing a reprioritization of your work and changing long-standing systems and structures. You are creating a shared practice and forming relationships across the jurisdiction’s structure. Creating a cul- ture of learning and reflection to improve upon the work as you go is essen- tial. You are expanding a field of practice, building off of the experiences of local governments directly addressing racial inequities, and have the oppor- tunity to break relatively new ground. Your planning process is an opportu- nity to take a step back and ask engaging questions, knowing that you may not have the answers, and set an actionable course toward achieving racial equity. GARE, your peers, and our network of national partners are all here to help you, and to share resources and promising practices. ARTICULATING A THEORY OF CHANGE FOR THE JURISDICTION The ultimate goal of a jurisdiction’s racial equity work should be to eliminate racial inequities and improve outcomes for all racial groups. Government played a primary role in the creation of racial inequities, including laws, pol- icies, and practices that created racial inequities. Our ideas of “equality and justice” have shifted over time, and we now have collective values for a more inclusive democracy. To achieve our aspirations and to get to different out- comes, we will need to fundamentally transform government. This requires high level leadership, committed action teams, supportive community lead- ers, and effective structures and practices. But what guides this change? A new theory of change to achieve racial equity should guide your jurisdic- tion and its plan to make transformative change. GARE’s recommended the- ory of change does the following1: 1. Normalize—Establish racial equity as a key value by developing a shared under- standing of key concepts across the entire jurisdiction and create a sense of ur- gency to make changes. 2. Organize—Build staff and organizational capacity, skills, and competencies through training while also building infrastructure to support the work, like in- ternal organizational change teams and external partnerships with other institu- tions and community. 3. Operationalize—Put theory into action by implementing new tools for deci- sion-making, measurement, and accountability like a Racial Equity Tool and de- veloping a Racial Equity Action Plan. 1 GARE Resource Guide WHAT IS MY JURISDICTION ISN’T READY BUT MY DEPARTMENT IS? The framework and approach to creating Racial Equity Action Plans presented in the manual is also applicable to departments within a jurisdiction. Most often jurisdic- tions beginning to focus on racial equity have only a small number of departments with any emphasis on racial equity or the infrastructure to support the work. A department with some foundation to build a Racial Equity Action Plan upon is a good place to start. A strong director with capable staff and good community partnerships can develop a plan to serve as a model or proof of concept for the entire jurisdiction. Page 277 of 332 7 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans This theory of change can be measured over time to track progress and impacts, both with- in the organization and in the community. Activities can be quantified like the number of employees trained, number of departments with Racial Equity Action Plans, number of times a Racial Equity Tool is used to address institutional and structural barriers, or number of community members partnering with the jurisdiction to advance racial equity. Outcomes can also be quantified by measuring the improved knowledge of racial equity concepts among employees, increased skills to work on and communicate about racial equity, and the changes made due to racial equity considerations being integrated into decision-making structures. We must also focus on our desired results in the community, those conditions we are aiming to impact. Community indicators are the means by which we can measure impact in the community, with clear focus on closing racial disparities, and lift up success for all groups. CITYWIDE RACIAL EQUITY GOALS & STRATEGIES We will end racial disparities within city government, so there is fairness in hiring and promotions, greater opportunities in contracting, and equitable services to all residents. EQUITY GOAL #1 We will strengthen outreach, public engagement, and access to City services for communities of color and immigrant and refugee communities, and support or change existing services using racial equity best practices. EQUITY GOAL #2 OVERALL STRATEGIES We will collaborate with communities and institutions to eliminate racial inequity in all areas of government, including education, criminal justice, environmental justice, health, housing, transportation, and economic success. EQUITY GOAL #3 Use a racial equity framework: Use a racial equity framework that clearly articulates racial equity; implicit and explicit bias; and individual, institutional, and structural racism. 1 2 Build organizational capacity: Commit to the breadth and depth of institutional transformation so that impacts are sustainable. While the leadership of electeds and officials is critical, changes take place on the ground, through building infrastructure that creates racial equity experts and teams throughout the city government. 3 4 Implement a racial equity lens: Racial inequities are not random; they have been created and sustained over time. Inequities will not disappear on their own. It is essential to use a racial equity lens when changing the policies, programs, and practices that perpetuate inequities, and when developing new policies and programs. Be data driven: Measurement must take place at two levels—first, to measure the success of specific programmatic and policy changes; and second, to develop baselines, set goals, and measure progress. Using data in this manner is necessary for accountability. 5 Partner with other institutions and communities: Government work on racial equity is necessary, but insufficient. To achieve racial equity in the community, government needs to work in partnership with communities and institutions to achieve meaningful results. 6 Operate with urgency and accountability: When change is a priority, urgency is felt and change is embraced. Building in institutional accountability mechanisms using a clear plan of action will allow accountability. Collectively, we must create greater urgency and public commitment to achieve racial equity. Figure 2: City of Portland Citywide Racial Equity Goals and Strategies Page 278 of 332 8 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans This higher level strategic thinking is helpful in advance of developing Racial Equity Ac- tion Plans but does not need to be exhaustive and should not impede your process. Some simple exercises can help you stay focused on racial equity and the above framework. Ask the following effective questions: • What conditions of well-being do we want for our community? • Why do these conditions exist differently for people of color? Ask your self “Why else?” 3–5 times to get deeper into the institutional and structural issues at play. • What would these conditions look like if we achieved them? • What measures can we use to quantify these conditions? • Who are the partners with a role to play? • What works to “turn the curve” of the baseline inequities? • What do we propose to do? A jurisdiction’s racial equity work needs to be transformative. This means work should cut across multiple institutions and practices, and the focus should be on changing policy and organizational culture. Work will alter the ways institutions operate. It will shift cultural values and create greater political will to advance racial equity. Transactional changes are those that help individuals negotiate existing the structures but leave those structures in place. They may result in short-term gains for communities and/ or employees of color but do little to ensure those gains will be lasting. With a clear vision for racial equity, transactional approaches can help position a jurisdic- tion for more transformational work. To do this effectively requires an on-going focus on organizing, operationalizing, and normalizing. Figure 3: Transactional Approaches vs Transformative Approaches Page 279 of 332 9 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans ACTION PLANNING PROCESS Recommended steps for developing and implementing a Racial Equity Action Plan are out- lined below. The details in each of the steps may vary between jurisdictions, depending on the size, structure, and resources your have available. It is much better to be pragmatic and focused so that the plan you develop sets your jurisdiction on the path to achieving racial equity. We recommend designing your work plan to produce three products for broader commu- nication: • Research Findings • Racial Equity Action Plan • Annual Updates Racial Equity Action Teams can work with their leadership to develop agreed-upon deci- sion making protocols and processes for vetting each of these products internally. We’ll share more about these products in the next sections of this guide. Note, some jurisdictions have the advantage of existing strategic plans with committed goals, objectives, strategies, and actions, some of which may be related to diversity, inclu- sion or racial equity. You can use those as a foundation from which to build upon. Addi- tional content can then be added to you Racial Equity Action Plan to round out your juris- diction’s racial equity work if needed. Also, some jurisdictions have existing or planned processes to create broader strategic plans. You can use those processes to create your Racial Equity Action Plan rather than duplicating efforts which may otherwise lead to staff and community confusion and fatigue. Page 280 of 332 10 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans PREPARATION Successfully developing a Racial Equity Action Plan will require preparation. THE JURISDICTION Your executive and leadership team should communicate the purpose and importance of this work, how it relates to the jurisdiction’s work overall, and how it fits into any other work on racial equity. This context is especially important for those staff with little or no exposure to racial equity work. “Leadership” may vary from jurisdiction to jurisdiction. In some cases, a city or county manager may be the most appropriate top leadership providing direction for the develop- ment of the Racial Equity Action Plan. In other cases, it might be elected officials. In Seattle in 2009, Mayor Greg Nickels established the Race and Social Justice Initiative as one of his early priorities. With a strong-mayor form of government, Mayor Nickels set clear expectations of his department directors for developing Racial Equity Action Plans on an annual basis and he held his department directors accountable for implementation of ac- tions. After losing his re-election bid, Seattle’s City Council further institutionalized racial equity as a priority by the unanimous passage of Resolution 31164—A Resolution Directing Race and Social Justice Work to Continue, including development of annual Racial Equity Action Plans and support for Racial Equity Action Teams. Fairfax County, Virginia launched a process to develop a racial equity strategy with joint legislation adopted by Fairfax Board of Supervisors and School Board. The resolution di- rected the development of a racial and social equity policy and strategic actions that in- clude “intentional collective leadership, community engagement, equity tools, and infra- structure to support and sustain systemic change, and shared accountability.” At a minimum, we recommend that the executive send out a jurisdiction-wide email in- troducing the staff leading the planning process, giving them authority to oversee the pro- cess, and explaining what to expect. An accompanying FAQ is recommended. Another preparatory step is to present an overview of the context and process at meetings where staff from all divisions and programs are represented, such as an all-staff meeting or man- agers’ meeting. Jurisdictional newsletters are also a good tool to communicate the context and importance of this work. We recommend sending a clear message about the reality of this change work and the type of change that staff can expect. Do not shy away from the reality that the planning process and the plan itself will require jurisdiction resources to implement: time, money, skills, and effort. STAFFING LEADS AND RACIAL EQUITY ACTION TEAMS Leadership at the executive level should identify a lead or two co-leads who will oversee the plan development project. Co-leads should work with their executive and/or leadership Page 281 of 332 11 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans team to recruit staff to form a Racial Equity Action Team, a small group who will shepherd the jurisdiction through the entire process. The form and composition of your Racial Eq- uity Action Team will depend on the size and structure of your jurisdiction. However, the function of your team should include the following: • Racial equity focus—Maintaining a clear focus on racial equity throughout all stages of the process, working with any resistance that arises, and providing ra- cial equity resources for participants who lack the skills needed to meaningfully participate. • Project Design—Designing the scope, structure, and timeline of the process. • Project Management – Coordinating the meetings and communications, produc- ing materials and deliverables. • Research and Systems Change Analysis—Designing information-gathering in- struments and facilitating discussions to solicit qualitative information. Analyz- ing your jurisdiction’s systems, including policies, practices and procedures, how they are working, and opportunities for change that will advance racial equity. Synthesizing information gathered to identify gaps in racial equity, promising practices, and report on findings and recommendations. • Strategic Planning—Designing exercises and facilitating discussions to develop the content for the Plan (outcomes, actions, and performance measures). • Communications–Communicating with leadership, staff, and commu- nity about the purpose of this process, updates on the process, results of the process, and being a point of contact for anyone with questions. Some considerations as you compose the Racial Equity Action Team include: • Authority—The Racial Equity Action Team will need to ask staff in differ- ent divisions, programs, and departments to provide information and to take various actions. They need to have sufficient authority to make these requests. This could be done by either having upper management staff as members of the team or by explicit and clear authorization from the execu- tive or director to oversee the project. • Expertise—Team members will need to collectively possess a robust set of skills to fulfill the functions listed above. People with lived experiences bring important expertise. People with a strong racial equity analysis, some experience with strategic planning, and a good project manager are espe- cially important. • Familiarity—All team members should be familiar with the jurisdiction’s racial equity terminology. They also need familiarity with the jurisdiction’s decision-making structure and processes. • Time—The Racial Equity Action Team should be given dedicated time for this project. The time commitment will vary dramatically depending on the capacity of the Team, the size of the jurisdiction, and the scale and depth of the process. • Composition—Each Racial Equity Action Team will look different and be a different size. Ideally, team members represent the demographic diversity of the jurisdiction. Racial diversity is especially important. Ideally, team members also represent the different divisions or programs across the ju- risdiction. Representation from up and down the jurisdiction’s hierarchy is also ideal, though if leadership is represented then it is important to be sen- sitive to power dynamics so all members feel empowered to meaningfully participate. Tenure and union representation are also important consider- Page 282 of 332 12 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans ations. Representativeness is something to strive for but should be balanced with the need to recruit members with the skills sets listed above. ORGANIZATIONAL STRUCTURE AND SCALE The Racial Equity Action Team should develop an appropriately scaled organizing struc- ture for this process. Not every staff person in the jurisdiction needs to or has to be in- volved at every stage of the process. The size and complexity of the jurisdiction is one factor shaping this project’s scope. The racial equity expertise within the jurisdiction is another. Engaging a jurisdiction’s leadership team is critical regardless of their racial equity exper- tise. They will need to be engaged in both managing the process and providing substantive input in all phases. Engaging the top-level managers could be done as a group and/or with each manager participating in the engagement of their division or program staff. Man- agers of color and/or with racial equity expertise could also be considered for individual interviews to provide candid feedback. Engaging entire divisions or large programs may prove challenging. We recommend the Racial Equity Action Team work with managers of larger divisions or programs to recruit a small team of staff to represent. These staff should have the most familiarity and expe- rience with the concepts of racial equity in addition to being familiar with the work of the division or program. The Racial Equity Action Team should consider creating a graphic of the agreed upon juris- dictional structure to use as a communications tool. COMMUNITY ENGAGEMENT Communities of color have borne the burdens of inequitable policies, practices, and invest- ments, and they hold deep expertise on those impacts. Their expertise and ownership of this plan is critical to success. Engaging residents of color—along with employees of col- or—as subject matter experts in the process can improve the process and the final product in myriad ways; from more accurate analysis of institutional barriers to identification of more effective strategies and greater community buy-in during implementation. Robust community engagement throughout your process will be critical to your success. Jurisdictions willing to examine their own institutional racism are opening themselves up to criticism which may feel vulnerable. Their tendency may be to conduct an inter- nally focused planning process. Overcoming this tendency is important. At a minimum, jurisdictions should engage people of color most impacted by racial inequities to establish the jurisdiction’s broader vision for racial equity and theory of change to achieve it. This foundation can serve as the touchstone for your planning process. The other critical point of community accountability is an opportunity to review your draft plan and take an active role in implementation and regular reporting on progress. Community engagement during the planning process can take many forms, not all of which are discussed here. Community bodies formed with decision-making authority and specific planning responsibilities are most effective. The volunteer nature of these bodies makes it difficult to recruit community members from outside the jurisdiction’s institu- tional partners who are already paid to do this work. People of color in the community with different lived experiences of institutional racism should be compensated for their exper- tise, similar to how jurisdictions value technically-skilled professionals like architects and Page 283 of 332 13 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans engineers. Portland Metro’s Equity Strategy Advisory Committee is a good example of a body that advised Metro through the creation of their racial equity strategy. Its members represented leaders from philanthropy, nonprofit, government, and business sectors. Another strategy is contracting with community based organizations (CBOs) already working on issues of racial equity to host community events at different points in the pro- cess. Research methods conducted by CBOs such as focus groups, surveys, and interviews can solicit information government could not, and it also builds the capacity of CBOs to do future work. Another way to access community expertise and identify priorities without fatiguing the community is to use existing community-produced reports as research material. Reports cataloguing disparities, their causes, and associated solutions are often available2 . In some cases, these reports are even the impetus for local government to institute a racial equity initiative. However, these reports are resource intensive to produce so community groups should be sufficiently resourced. Jurisdictions should also value this work by providing decision making authority during the implementation phase to maintain trust, ensuring that community-sourced strategies are not co-opted or made ineffective. RESOURCES It is important to have a central point of contact for questions, training, and support during the process. Resources provided could include a project webpage with background and training materi- als, sample materials, frequently asked questions, a glossary defining common terms, and contact information for specific technical assistance. You can also hold open office hours to provide tailored technical assistance through the process. Some foundational training is a critical pre-requisite for meaningful participation in this project. The Racial Equity Action Team and leadership groups should take a basic racial equity training as a foundation for building a shared analysis and definitions for racial eq- uity work. Additional training on strategic planning for racial equity is also recommended for co-leads and Racial Equity Action Team members. However, do not hesitate due to a fear of not being totally ready. Inaction is itself a decision to continue the status quo. Your leadership and Racial Equity Action Team simply need to be ready enough to begin. 2 “An Unsettling Profile”, Coalition of Communities of Color, Portland, Oregon Page 284 of 332 14 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans RESEARCH AND ORGANIZATIONAL ASSESSMENT This guide is primarily about a planning process to create the actual Racial Equity Action Plans. However, some form of research or basic information gathering is recommended to assess the jurisdiction’s culture, structure, and practices. The Racial Equity Action Team can first develop a research methodology and oversee the process to collect and analyze information. This will help assess key areas where a juris- diction can improve racial equity and solicit ideas for making improvements. If informa- tion and/or data is lacking in some areas, you can include data development actions as a part of your Racial Equity Action Plan. METHODOLOGY AND PROCESS Start by first taking an inventory of what racial equity information you already track and how useful or reliable it is. Then you can ask what information is not being tracked and what are the possible methods for collecting it. Some jurisdictions are using a structured racial equity assessment to develop a baseline evaluation of gaps within an jurisdiction3 . These assessments look at the jurisdiction’s op- erations, practices, workforce, culture, policies, and programs. The City of Portland’s Racial Equity Assessment4 was used by all 26 bureaus to assess themselves before developing their five-year Racial Equity Plans. Other research instruments and methodology can be used. Methodology used can range from reviewing source documents (ex. strategic plans, program materials, communication materials, etc.), individual interviews, administering a simple online survey5 to facilitat- ing in-person focus groups (ex. leadership team, managers, division/program teams, etc.). Research can be conducted by staff or outside consultants. The City of Seattle Race and Social Justice Initiative alternates conducting employee surveys and community surveys (information on both of these surveys). The data collected through these surveys provides important feedback into their planning processes. To get the most candid feedback possi- ble, it is important for the survey to be conducted anonymously. 3 City of Seattle and City of Portland racial equity assessments 4 We would like to offer special thanks to the All Hands Raised project and the Racial Equity Strategy Guide developed by the Urban League of Portland, in concert with City of Portland staff, especially its Bureau of Planning and Sustainability. 5 Portland Bureau of Transportation racial equity assessment survey Page 285 of 332 15 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans QUALITATIVE AND QUANTITATIVE DATA Regardless of which approach you choose, it is important to create op- portunities for group dialogue and analysis. Many of the most import- ant and complex questions may not be suitable for an online survey and should be considered for facilitat- ed discussions. The richest infor- mation gleaned from a survey will not be the quantifiable answers but the respondent’s reasoning (always provide a comment box). Facilitat- ed discussion provides participants the opportunity to clarify the ques- tions, listen to each other’s analysis, and also begin to identify solutions which can be mined later in the Plan development phase. For group discussions, use your Ra- cial Equity Action Team to staff the process, as experienced facilitators, to create facilitation guides, dis- tribute questions ahead of time to participants, as note takers, and for on-going communication. For survey analysis, conduct sub-group analysis, including comparisons between man- agers and non-managers, by race, between departments, and tenure. In the case of small numbers of people in some categories, to maintain confidentiality, you may want to com- bine racial data into whites and people of color and only highlight departmental differenc- es for the largest departments. Figure 4: Sample Process for Research and Development of Recommendations Page 286 of 332 16 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans RECOMMENDED AREAS OF ASSESSMENT Jurisdiction Workforce Demographics, Hiring, Retention, and Promotion We recommend collecting the current workforce demographic information. Try to disag- gregate data by race, gender, management, line staff, represented staff, and tenure. This can help identify disparities and determine if the workforce or parts of the workforce are representative of the diversity of the jurisdiction’s population. Further research can then be done to assess how racial equity goals and practices are em- bedded in workforce development and hiring. The jurisdiction’s human resources depart- ment can be helpful in determining whether racial equity considerations inform the hiring processes, professional development, performance evaluations, and promotions to name a few important workforce processes. GARE’s issue paper, “Public Sector Jobs: Opportunities for Advancing Racial Equity,” has useful resources both for assessment of current conditions and practices, as well as devel- opment of actions to advance racial equity as an employer. When it comes to workforce eq- uity, your goal should be for your workforce to reflect the diversity of the communities you serve across the breadth (functions) and depth (hierarchy) of your jurisdiction. Based on your analysis of workforce data, review of institutional policies and practices, and engage- ment of key stakeholders, you will be able to integrate specific workforce equity actions into your Racial Equity Action Plan. Contracting Practices Your jurisdiction may participate in a program to increase contracting with people of color and other underutilized contractors. It is wise to collect data on your contracting perfor- mance, and specifically identify to what extent your jurisdiction conducts business with contractors of color. You can then inquire further about the specific contracting practices. A contract manager can help provide information on the outreach practices to contractors of color, whether minimum requirements of contractors are excluding some contractors disproportionately, or the procurement process has any unintended bias. GARE’s issue paper, “Contracting for Racial Equity: Best Local Government Practices that Advance Racial Equity in Government Contracting and Procurement” has useful re- sources both for assessment of current conditions and practices, as well as development of actions to advance racial equity in your contracting and procurement. When it comes to contracting and procurement, your goal should be for your contracting and procurement dollars to benefit the full diversity of the communities you serve. Based on your analy- sis of contracting and procurement data—with a special focus on those departments with the largest budgets, review of institutional policies and practices, and engagement of key stakeholders—you will be able to integrate specific contracting and procurement equity actions into your Racial Equity Action Plan. Jurisdictional Commitment, Leadership, and Management Your Racial Equity Action Team can assess your jurisdiction’s commitment to racial equi- ty at the policy, planning, and budget levels. Whether racial equity is embedded into key guiding documents or decision-making processes can give an indication of jurisdictional commitment. Important information can be gathered about the general workplace envi- Page 287 of 332 17 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans ronment for staff; whether there are broadly agreed upon definitions of racial equity terms or even opportunities to discuss racism and racial equity. Exploring the way leadership and management level practices affect your jurisdiction’s ability to advance racial equity can provide useful insights. Ask how leadership supports racial equity in the jurisdiction, and among the employees. Ask about networking at the leadership level—to help support management and leadership staff in the pragmatic work of racial equity. You should be cognizant of the fact that some staff may be hesitant to provide honest feed- back, especially if there are any sorts of concerns about lack of management receptivity. If you have anecdotal evidence that suggests such concerns might exist, conduct focus groups and interviews with confidentiality. Community Access and Partnership It is important to understand how the jurisdiction engages with people and communities of color. Some areas of focus include looking at the racial diversity of advisory bodies, availability and access of translation and interpretation services, culturally relevant com- munication practices, and the frequency of staff interaction or partnership with commu- nities of color during planning and implementation processes. Data, Metrics, and On-going Improvement Community-level data disaggregated by race in housing, jobs, education, criminal justice, health and others will capture various areas of disproportionality. In reality, local govern- ment touches each of these areas, but ultimately, does not control the entire system. There- fore, it is important to supplement your data analysis with assessment conversations to determine the key leverage points and opportunities for your jurisdiction to influence each area of inequity. You should also review how your jurisdiction collects information and tracks the results of its actions to improve racial equity. We recommend looking closely at how data is dis- aggregated by race or not, whether a racial equity toolkit is used on programs and policies, and whether data collected by communities of color is valued and used by the jurisdic- tion. A deeper examination is needed to look at how service-level demographic data and data documenting disparities is used to prioritize and develop criteria for decision-making. This will provide valuable insight into whether investments and resource distribution are likely serving to achieve the jurisdiction’s racial equity goals. Jurisdictional practices in this area may help later in the process when developing a Racial Equity Action Plan’s methods for tracking progress. Page 288 of 332 18 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans RESEARCH FINDINGS A summary of research findings is a helpful way to synthesize a large amount of informa- tion into a useful format. This may require sorting through data to find themes, anomalies, and discrepancies, all with the ultimate goal of identifying your “headline” findings. A Racial Equity Action Team is best suited for this work but may need supplemental support from data analysts or content experts. Communicating your findings is an opportunity to raise awareness and give leadership an opportunity to convey the importance of advancing racial equity. Your executive or direc- tor is well positioned to communicate the findings and next steps. In-person meetings of staff and leadership to share the findings are good opportunities to answer questions and garner support for your plan. A summary can help answer the following questions: • What research methodology was used? • Who participated? How did leadership participate? How did community partici- pate? • What are the high level summary findings (headlines)? Are there themes or trends identified? • Where are the gaps in the jurisdiction’s use of promising practices of racial equity? You may want to provide brief explanation for gaps. • Were there any discrepancies between some findings and the Racial Equity Action Team’s opinion? Why do they exist and is there a recommended response? • Where are the strengths in the jurisdiction’s use of promising practices of racial equity? • What opportunities for change does your research suggest? What are some initial recommendations for the Plan? Page 289 of 332 19 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans THE PLAN Racial Equity Action Plans should be ambitious documents to bring about institutional change in order to eliminate racial disparities, both inside government and in the com- munity. Plans will have clear outcomes and measurable actions to achieve them. Effective actions should be specific, measurable, attainable, relevant, and timely. Be sure your plan includes sufficient funding, staffing, accountability mechanisms, and evaluation. Racial Equity Action Plans should create opportunities for reflection and learning. No one has all the right answers. Making some mistakes is highly likely but do not let the fear of mistakes stall your process or the implementation of your Plan. The Racial Equity Action Team can provide a model of reflection and learning for the whole jurisdiction to emulate. The terminology for Racial Equity Action Plans is informed by Results Based Accountabil- ity. This approach clearly delineates between community conditions/results and perfor- mance accountability/outcomes. These levels share a systematic approach to measure- ment. This approach emphasizes the importance of beginning with a focus on the desired end condition. We encourage you to be clear about the desired end conditions in the community and to emphasize those areas where you have the most direct influence. When you align com- munity indicators, government strategies, and performance measures, you maximize the likelihood for impact. Recognize also that to ultimately impact community conditions, you will need to partner with other institutions, across sectors, always putting community in the center of your efforts. We have provided a sample template (see appendix 1) that uses the following definitions of key terms: • Results: Community level conditions you are aiming to achieve. • Community Indicator: The means by which you can measure community condi- Figure 5: Results Based Accountability Flow Page 290 of 332 20 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans tions, disaggregated by race. • Outcome: A future state of being resulting from a change at the jurisdiction, de- partment, or program level. Strong outcomes articulate a clear improvement or de- fine how much improvement will take place. Beginning outcomes with the words “increase” or “decrease” help with the latter. • Action: Specific things your jurisdiction will do to achieve the outcomes. Strong actions start with verbs. • Performance Measure: A quantifiable measure of how well an action is working. Different types of measures include • Quantity—How much did you do? • Quality—How well did you do it? • Impact—Is anyone better off? • Timeline: The month, quarter, and/or year an action will be accomplished. • Accountability : The position or body that is responsible for the action and/or is accountable for its completion. 1. CREATE A RACIAL EQUITY GUIDING STATEMENT FOR YOUR JURISDICTION A simple statement can help guide your jurisdiction throughout a plan’s development and implementation. Questions to consider when developing this statement: • How does your jurisdiction’s existing mission statement relate to racial equity? • (For departments) What is your unique role in the jurisdiction-wide effort to achieve racial equity? • What principles or shared values are reflected in this guiding statement? The racial equity guiding statements below are some examples: • Portland Bureau of Planning and Sustainability: Develop planning and sustain- ability solutions that eliminate racial disparities thereby creating prosperous, re- silient, healthy, and affordable communities for all Portlanders. • Seattle Race and Social Justice Initiative: Eliminate institutional racism and achieve racial equity in Seattle. 2. IDENTIFY RESULTS AND COMMUNITY INDICATORS THEN CREATE OUTCOMES Identify a result and its associated community indicator(s) and then commit to an outcome stating the change your jurisdiction will make in order to improve the indicator. Indicators should measure a specific racial disparity. Outcomes articulate the change that strength- ens the jurisdiction’s position to reduce that disparity. Again, this is an opportunity to engage leadership and secure buy-in to the necessary change. The Racial Equity Action Team can draft results/indicators and outcome language for leadership to process and finalize through a facilitated work session. Use this precious time wisely by coming with prepared materials and a facilitator’s guide. Questions to consider as you select community indicators and outcomes are: • What needs or opportunities were identified during the research and assessment phase of this process? • What needs to be different in our jurisdiction’s culture, workforce, policies, practic- es, and procedures? What change do we ideally want (not just for what we would Page 291 of 332 21 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans settle)? • What does our jurisdiction define as the most important racially equitable out- comes? • What are some known racial inequities in your jurisdiction? What are the root causes or factors creating these racial inequities? • How does your jurisdiction’s relationship with communities of color need to change? How can those most adversely affected by an issue be actively involved in solving it? • How will proposed outcomes address root causes of racial disparities and advance institutional and/or systemic change? Examples of community indicators in Racial Equity Action Plans (disaggregated by race): • Dane County, WI: Unemployment rates • City of Seattle: Severe housing cost burden for renters Examples of outcomes include: • Dane County, WI: Dane County is a model employer advancing racial equity. • Portland Bureau of Planning and Sustainability: Shared project management ap- proach that integrates equity at all phases (scoping, design, implementation, eval- uation). • Seattle Public Utilities: Position service equity as one of the primary filters for decision making by Q1 2018. 3. CREATE ACTIONS TO ACHIEVE EACH OUTCOME Develop a clear action or set of actions to achieve each outcome. Facilitat- ed action planning sessions with departments or divisions are a good way to source potential actions. Bring the relevant indicators and outcomes to these sessions and facilitate a conversation about what steps are necessary to achieve them. Questions to consider when developing actions include the following: • Were any actionable solutions identified during the information gathering phase of this process? Are there actions prioritized by communities of color? • What is a specific change in policy, practice, or procedure that could help produce more equitable outcomes? • How will an action decrease racial disparities? • Are there any unintended consequences? Can they be mitigated? • What capacity is needed to successfully implement the action? • How will an action be implemented and by whom? • Is the action achievable within the lifetime of the plan? • Is the action measurable and how will it be measured? Similar to the sorting and summarizing of your research findings, there will need to be a process to refine all the proposed actions solicited through your work sessions. Again, the Racial Equity Action Team is best suited for this role. TIPS FOR WRITING AN EASILY UNDERSTOOD PLAN To ensure the public can understand the Plan, use the follow writing tips: • Use plain language to describe your indicators, outcomes, actions, and measures. • Spell out acronyms. • Double-check for spelling errors. • Have a communications expert review the Plan for clarity and cultural competency. Page 292 of 332 22 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans Examples of actions include the following: • Portland Bureau of Planning and Sustainability (BPS): Develop a customized BPS project management approach that integrates transformational values frame- work, equity tools, and community engagement. • Seattle Public Utilities: Implement an ongoing, sequential community engage- ment training and coaching process for all project managers. • Seattle, WA: Develop and implement a Racial Equity Fund—provide funding to support institutional/community collaborations aimed at eliminating structural racism. 4. CREATE PERFORMANCE MEASURES FOR EACH ACTION AND COMMIT TO A COMPLETION DATE Each action should have a completion date (month/quarter/year) and performance mea- sure(s). You may consider these questions as you develop a date and measures: • What is your timeline? • How will you evaluate and report progress over time? • How will you know the action is complete? • Can you retain stakeholder participation and ensure internal and public account- ability? Examples of tangible results to measure include the following: • Seattle Department of Human Services: • 900 youth/young adults of color participating in the Youth & Young Adults Program made academic progress by achieving at least one of the following: GED completion, grade progression, credit retrieval, passing HSPE scores, on- time graduation. • By Q4 100 percent of our Human Resources policies will have been evaluated and corrected as filtered through the racial equity toolkit. • Dane County Racial Equity Framework: 75 percent of Dane County employees be- lieve their department seeks input and assistance on decision making from com- munities of color. 5. IDENTIFY THE LEAD POSITION OR BODY THAT HOLDS THE POSITION ACCOUNTABLE FOR COMPLETION OF EACH ACTION The responsibility for completing actions should be delegated to a position or body. Any community oversight body should also be identified. Recommend a Stewardship Plan The ultimate goal of this work is not a Racial Equity Action Plan. The goal is institutional and structural change. Thus, GARE recommends the Racial Equity Action Team also pro- vide recommendations on Plan stewardship and accountability. This includes responsible parties, resources committed, and accountability structures. Recommendations could include a proposal for an ongoing coordinating body to track and support implementation of the Plan. Your accountability and stewardship structure is an- other opportunity to partner with the community. Page 293 of 332 23 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans Stewardship provides the opportunity to obtain broad buy-in—including from leadership— for any shifting of existing resources and/or any new staffing and resources required to implement actions. Also, some actions may be flagged for prioritization due to required immediate or near-term action. Questions concerning limited resources for this work will undoubtedly arise. Remember, we are paying the cost already for past inaction to reduce disparities. There is a continued and growing cost to inaction. Your leadership should be reminded of this cost when they are considering how much to invest in the plan. Page 294 of 332 24 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans REVIEW AND FINALIZING THE PLAN Each jurisdiction’s process for reviewing a draft plan will be different. The Racial Equity Action Team may want to circulate a draft to all or some participants, similar to the pro- cess for sharing the research findings. A public review process and/or comment period is recommended. After receiving feedback, the Racial Equity Action Team can collectively and individually review the plan using questions like these below. Again, this is an excellent opportunity to engage the community in this process. • Does the Plan reflect the research findings? • Are the community indicators of racial disparities explicitly named? • Are the outcomes and actions likely to make institutional or structural changes? • Are the actions measurable and realistic? • Do the actions reflect relevant promising practices in racial equity work? • Are there positions responsible for the actions? • Is the Plan implementable and well resourced? • Are there any multi-department trends? • Are there opportunities for different departments to work together? • Are there opportunities for the community to work with departments on an action or the Plan as a whole? Page 295 of 332 25 Government Alliance for Race and Equity TOOLKIT Racial Equity Action Plans ROLL OUT AND IMPLEMENTATION Implementation of the plan is perhaps the most critical step to create positive, meaningful change over time. The rollout of the plan should launch its implementation. The plan is a public document so the rollout should occur externally as well as internally. Each rollout will look different for each jurisdiction depending on their structure and their communi- cations capabilities. Once the plan is finalized, you will want to work with your leadership to distribute the plan at multiple staff levels and in multiple venues. Your communications staff could be good resources. The initial internal process may use similar communication strategies that were used when announcing the planning process; director sends all-staff email, presen- tation at all-staff meetings, summary materials distributed, etc. The release of the plan will be a highly visible statement of the jurisdiction’s intent and commitment to racial equity. GARE recommends using this opportune moment to raise awareness about racial inequities, government’s role in eliminating inequities, and leaders’ commitment to eliminating inequities. Achieving these objectives during the rollout of the plan will likely support many of the plan’s actions. At a minimum the executive should publicly release the plan with a press release, social media, and unique webpage. If possible or needed, a legislative body can provide addition- al legitimacy by adopting the Racial Equity Action Plan through a legislative action. This action could also include budgetary authority for implementation. Page 296 of 332 26 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans ANNUAL PROGRESS REPORTING Your stewardship body can help track and report on the progress of the Racial Equity Ac- tion Plan. They can compile the reports received from responsible parties and synthesize the results. At a minimum these should document challenges faced and plans for address- ing challenges or how the outcome or action might be refined in the future. Also, be sure to document and celebrate successes that have been achieved. By tracking challenges, the stewardship body will be able to see what obstacles are affect- ing progress towards racial equity and attempt to resolve those issues. They can also share jurisdiction successes with others who are looking for promising practices. Some things to consider when reviewing progress on the plans: • Are there outcomes and actions that are receiving less attention than others? • Is there a need to change the plan? • Have plan actions been implemented or in progress? What do the results indicate as to how to improve? • If there are unmet or blocked actions, is there an explanation and/or proposal for resolving the issue? • Are there racially diverse staff working on the plan over the year(s)? • Are residents of color engaged in the implementation of the plan over the year(s)? • Are measures being recorded and updated as actions change or are completed? • Is the jurisdiction reporting on challenges and successes? Page 297 of 332 27 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans CONCLUSION By developing a Racial Equity Action Plan, you are moving from theory into action, recog- nizing the potential for government transformation—a public sector for “the public good.” You are creating a shared practice and forming new relationships across the jurisdiction’s structure and in partnership with community. You are also creating a culture of learning and reflection to improve upon the work as you go. GARE, your peers, and our network of national partners are all here to help you. In closing, we encourage you to be driven by: • Justice—Be clear-eyed about the past and rigorously committed to a new way of governing, one that intentionally creates racial equity rather than reinforces his- toric injustice. Government itself created and continues to maintain inequity. City governments are uniquely suited and responsible for creating and sustaining eq- uitable outcomes. • Community—Adhere to the principle “nothing about us without us” as a core tenet of your approach. People of color and communities most affected by inequity are supported to lead efforts toward equity in cities, counties, and states across the country. Build capacity with leaders at all levels—from formal positions of author- ity and community leaders in cities to peer leaders elsewhere in our movement. • Momentum—Aim for nothing less than complete transformation, but be both pragmat- ic and urgent in your approach, seeking not perfection but progress. Starting from what exists, build solutions, constantly evolve and adapt to accelerate the pace of progress. You are joining a growing movement of people within government, normalizing conversa- tions about race, operationalizing new behaviors and policies, and organizing to achieve racial equity. GARE is seeing more and more jurisdictions that are making a commitment to achieving racial equity, focusing on the power and influence of their own institutions, and working in partnership across sectors and with the community to maximize impact. There is an increasingly strong field of practice. We are organizing in government with the belief that the transformation of government is essential for us to advance racial equity and is critical to our success as a nation. Page 298 of 332 28 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans APPENDIX I 1. Jurisdiction’s residents understand and are committed to achieving racial equity. Community Indicator Outcomes and Actions Timeline Accountability Performance Measure Progress Report •Percent of population who believe advancing racial equity should be a priority of government •Percent of population who under- stand the jurisdiction’s commitment to racial equity A. Jurisdiction’s employees understand, are committed to, and have the infrastruc- ture needed to advance racial equity. 2. Jurisdiction’s residents view the jurisdiction as an effective and inclusive government that engages community. Community Indicator Outcomes and Actions Timeline Accountability Performance Measure Progress Report • Percent of population who believe the jurisdic- tion values community participation and engage- ment •Jurisdiction services are well received by community members • voter turnout A. Jurisdiction’s employees have outreach and en- gagement skills and competen- cies to advance racially inclusive outreach and engagement. Racial Equity Plan Template (Template that can be customized depending on your jurisdiction’s self-assessment and priorities; add your actions, timeline, accountability and performance measures, along with any additional results, indicators and outcomes) Page 299 of 332 29 Government Alliance on Race and Equity TOOLKIT Racial Equity Action Plans 3. Jurisdiction’s communities of color share in the economic prosperity. Community Indicator Outcomes and Actions Timeline Accountability Performance Measure Progress Report •Unemploy- ment rates •Household income •Number of businesses developed A. Jurisdiction is a model em- ployer advancing racial equity. B. Investments in contracting and procure- ment benefit the diversity of jurisdiction’s communities. 4. Others Community Indicator Outcomes and Actions Timeline Accountability Performance Measure Progress Report •Criminal justice •Education •Housing •Health Racial Equity Plan Template Page 300 of 332 Making a commitment to achieving racial equity Across the country, governmental jurisdictions are: When this occurs, significant leverage and expansion opportunities emerge, setting the stage for the achievement of racial equity in our communities. Focusing on the power and influence of their own institutions Working in partnership with others RACIALEQUITYALLIANCE.ORG Page 301 of 332 AGENDA REPORT FOR: City Council September 22, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Rick White, Director Community & Economic Development SUBJECT: Life and Safety Program for Commercial Structures I. REFERENCE(S): II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: There has been discussion of the use of the American Rescue Plan Act (ARPA) funds for building code improvements to privately owned commercial structures both City-wide and in particular areas (Downtown Pasco). This issue was considered by Council at the September 13th Workshop meeting. A number of suggestions and policy considerations were posed by Council. Staff has attempted to distill those considerations into the following general guidelines for formulating a final funding program listed below. V. DISCUSSION: The guidelines below attempt to recognize that allowable uses of funding differ by funding source - federal Community Development Block Grant (CDBG) funds are limited to qualified census tracts and/or applicants. Federal ARPA funds are geared toward COVID-19 impacts and recovery. The City's General Fund dollars compete with essential government services, overall community needs, and are limited by the State Constitution with respect to lending of government credit and gifting of public funds. Page 302 of 332 In developing a Program to account for what has been discussed thus far and what has been brought forward by business community members, the following guidelines are proposed for the two most likely sources of funding: ARPA Funds • Use of ARPA funds is predicated on determination of eligibility; • Use of ARPA funds is limited to common wall structures/complexes with buildings at least 50 years of age; • Use of ARPA funds is limited to $30,000 and is to be a grant without a match requirement; • ARPA funds are to be focused on increasing physical capacity or stability of the structure and may include improvements to electrical, ventilation, fire suppression systems and weatherization; • Use of ARPA funds is to be approved by both structure owner and tenant. CDBG • CDBG Funds are only eligible for exterior improvements for commercial structures; • CDBG Funds for other rehabilitation must be based on residential/tenant use of the structure and must have a majority of the tenants qualified as low/moderate income; • Use of CDBG funds is limited by amount of funding resource, eligibility and applicable guidelines (level of risk, conformance with the Consolidated Plan); • Use of CDBG funds must be approved by the structure owner. Use of General Fund resources will require budgetary authority authorized by Council - although staff recommends the above guidelines for ARPA should be considered for any use of General Fund resources. Use of ARPA funds can be accomplished now, whereas the use of CDBG Funds will require the 2023 allocation cycle to accomplish and final decisions on the annual allocation rests with City Council. Staff would like to clarify that several structures in the Downtown area may be eligible for improvements through CDBG based on the use of second floors as apartments and other applicable guidelines. Further Council discussion is welcome on this issue. Page 303 of 332 AGENDA REPORT FOR: City Council September 23, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Rick White, Director Community & Economic Development SUBJECT: Downtown Master Plan Update I. REFERENCE(S): Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: As background, Framework Consulting (Seattle, Washington) is assisting the City in developing the Downtown Master Plan. Framework is being assisted by BDS, Planning & Urban Design consulting firm, to assist with public engagement, and ECONorthwest to prepare a market analysis for the downtown area. This presentation is intended to provide the public and Council with a summary of upcoming tasks, community engagement plan, and masterplan timeline. The City selected Framework Consulting after a competitive request for proposal process this past spring. Framework Consulting has been involved with numerous downtown, engagement, art, and cultural preservation efforts in cities across the northwest and is well equipped to identify opportunities and the necessary implementation steps to foster a healthy business environment in Downtown Pasco. In addition to the masterplan tasks identified below, the City is also coordinating this effort with ongoing projects and plans downtown, including the Lewis Street corridor improvements and a recently completed downtown parking analysis. Primary Planning Tasks Page 304 of 332 The tasks below summarize components of the planning effort that are to be completed by our consulting team. • Existing Conditions Review o Review existing planning efforts, policies, and background information o Review current Downtown (C-2) zoning district, development standards, building and sign codes o Downtown market analysis • Public Engagement o Develop a public engagement plan o Online survey o Visioning workshop and open house events o Attendance at Pasco Planning Commission and City Council workshops and meetings • Downtown Masterplan and Implementation o Final Downtown Plan o Implementation Strategies/Policies Specifics on Public Engagement The Public Engagement Plan will outline the planning effort process and describe the opportunities for involvement. The plan will reflect the priorities of the many stakeholders who value Downtown Pasco, and engagement for the project Pasco the of identities and cultures diverse the capture should community. Three core phases have been identified to guide engagement activities: Phase 1: Building Awareness • For the public and key stakeholders to participate in the Downtown Plan project, they must be aware that the project is happening. They must also be informed about opportunities to provide input and learn more about the project. This engagement phase involves developing a public engagement plan, creating project branding and communication materials, and communicating to the public about the project and engagement activities. Phase 2: Planning Together and Staying Engaged • This second engagement phase provides opportunities for the public to participate in the planning process through in-person public meetings and interactive visioning exercises. The visioning workshop will be a key component of this phase of the engagement process. Page 305 of 332 Phase 3: Communicating Updates and Gaining Feedback • In this final engagement phase, the project team will communicate to the public how the Downtown Plan reflects the input received during the earlier phases of the public engagement process. The public provides feedback on the draft plan concepts which are refined for the final draft plan and the adoption process. Tentative Outreach Schedule Public Engagement Plan: September 2021 Online Public Survey: October 2021 Visioning Workshop: November 2021 Open House: April 2022 City Council, Boards, and Commission Meetings: Ongoing Masterplan Timeline The Downtown Pasco Masterplan is anticipated to have a final adoption in July 2022, with a draft plan ready for public review in April 2022. Department staff will provide periodic updates to the City Council on the status of the plan throughout the duration. V. DISCUSSION: Staff will supplement the information above with a verbal update to the Council on the scope, status, and schedule of the Downtown Master Plan - including its relation to the current zoning in the common wall area of the Downtown. Staff looking forward productive dialogue with the City Council on this effort and encourages detailed input. Page 306 of 332 DOWNTOWN MASTER PLAN Project overview 9/27/21Page 307 of 332 MAP OF DOWNTOWN AREA COVEREDPage 308 of 332 Downtown Master Plan Overview •The City of Pasco intends to create a new plan for Downtown that builds upon existing assets, provides coordination for several ongoing Downtown projects, and engages the community around a shared vision for the future. •Engagement opportunities include a visioning workshop, a project webpage, an online survey, an open house, and several board and commission meetings. •The Plan will focus on implementation and provide the City and the community with detailed strategies and actions that can be realized in the short and long-term. •The consultant team will be led by Framework with support from BDS Planning and Design for stakeholder outreach and ECONorthwest for real estate and market analysis. Page 309 of 332 Timelines •Project Kick-off July, 2021 • •Framework performed kick-off meeting with the City to review the work plan for the project to confirm roles and responsibilities between the consultant and City staff. •Developed a schedule for regular progress meetings, and review a draft of the Public Engagement Plan. Page 310 of 332 Page 311 of 332 What’s been done so far? •July through September 2021 •Reviewed all relevant existing plans, policies, and background information such as the City’s Comprehensive Plan, transportation plans, capital programs, and recent development projects. •This information will inform development of the Plan and will be summarized in the existing conditions memo underPage 312 of 332 Reviewing Downtown Zoning and Development Standards •July through September 2021 •Review the City’s zoning code and development standards to •understand their impact on urban form in Pasco. •Framework will leverage the City's existing data and resources such as Urban Footprint. •Evaluate the Central Business District Zoning District and the Downtown Pasco Development Authority boundaries for potential changes. •Review and identify any inconsistencies between City goals and policies and existing zoning and development regulations. •Review recent development projects in Downtown and assess the urban design elements as they relate to the zoning code and development standards. •Summarize the code analysis in the Existing Conditions Memo with photos, text, tables, and charts.Page 313 of 332 Page 314 of 332 Page 315 of 332 Questions?Page 316 of 332 AGENDA REPORT FOR: City Council September 1, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Resolution - Naming of New Park in Chapel Hill Neighborhood I. REFERENCE(S): Proposed Resolution Park and Recreation Advisory Board Minutes from August 5, 2021 Resolution No. 2499 - Policy for Naming of City Parks and Recreation Facilities II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: On February 7, 2000, City Council approved Resolution No. 2499, giving the Park and Recreation Advisory Board the responsibility of making recommendations to City Council for the naming of City Parks, with City Council making the final determination. The policy states the name should support a neighborhood identity and be such that the meaning and significance to the neighborhood will remain over time. At the August 5, 2021 Park and Recreation Advisory Board meeting, the Board considered the theme of the streets in the Chapel Hill neighborhood, which is horses and horse racing venues, and recommended the name "Palomino Park" for the new City Park located in the Chapel Hill neighborhood. The city street naming committee has also reviewed and approved the proposed park name. Page 317 of 332 V. DISCUSSION: Staff recommends approval of the Park & Recreation Advisory Board's name recommendation, but welcomes Council discussion. Page 318 of 332 Resolution – Name Palomino Park - 1 RESOLUTION NO. _________ A RESOLUTION APPROVING THE NAME “PALOMINO PARK” FOR THE NEW CITY PARK LOCATED IN THE CHAPEL HILL NEIGHBORHOOD. WHEREAS, the City of Pasco Park and Recreation Advisory Board has considered the “Policy for Naming of City Park and Recreation Facilities” approved by Resolution No. 2499; and WHEREAS, considering the best interests of the community, the Park and Recreation Advisory Board has recommended the name “Palomino Park” for the new park located in the Chapel Hill neighborhood; and WHEREAS, the City Council, after full consideration of the Advisory Board’s recommendation, concurs with its recommendation and hereby adopts the name “Palomino Park” for the new park located in the Chapel Hill neighborhood. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the new park located in the Chapel Hill neighborhood be named “Palomino Park.” PASSED by the City Council of the City of Pasco this _____ day of October, 2021. Saul Martinez Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorney Page 319 of 332 MINUTES Parks & Recreation Advisory Board 5:30 PM - Thursday, August 5, 2021 GoToMeeting - 709-606-653 CALL TO ORDER The meeting was called to order at 5:30 pm, by Jason Ruud, Chairperson ROLL CALL Boardmembers: Nolvia Salinas, Julie Campos, Bradyn Leyde, Jason Ruud. City Staff: Zach Ratkai, Patty Martin. APPROVAL OF MINUTES MOTION: Jason moved to approve the minutes from the May 6, 2020 meeting. Bradyn seconded. Motion carried. COUNCIL REP & BOARDMEMBER REPORTS None STAFF REPORTS Patty Martin, Recreations Specialist, updated Boardmembers on the Memorial Aquatics Center 2021 Season. Zach Ratkai, A&CS Director, updated Boardmembers on the status of the Park & Recreation Master Plan, Peanuts Park and Chapel Hill Park. NEW BUSINESS Chapel Hill Park - Name Recommendation Selection Page 1 of 2Page 320 of 332 Boardmembers discussed possible park names to recommend to City Council for the new park located at 5801 Chapel Hill Blvd. MOTION: Nolvia moved to recommend to City Council the name Palomino Park, for the new park located at 5801 Chapel Hill Blvd., according to Resolution No. 2499, Policy for Naming of City Parks and Recreation Facilities. Julie second. Motion carried. Regional Park Board Meeting - October 7 Boardmembers discussed possible location, catering & presenter for the meeting. MISCELLANEOUS DISCUSSION Next Meeting: September 2, 2021. ADJOURNMENT There being no further business, the meeting was adjourned at 6:22 pm. PASSED AND APPROVED THIS 2nd DAY OF September, 2021 Page 2 of 2Page 321 of 332 RESOLUTION NO. 2499 A RESOLUTION APPROVING A POLICY FOR NAMING OF CITY PARKS AND RECREATION FACILITIES. WHEREAS, the City Council has determined it to be beneficial to approve a policy and procedure for the naming of City Parks and Recreation Facilities as occasion may require, and WHEREAS, the City Parks and Recreation Advisory Council has developed and recommended the establishment of such a policy, Now, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO: That the attached policy for naming of City Parks and Recreation Facilities is hereby approved. PASSED by the City Council of the City of Pasco this 7th day of February, 2000. w ichael L."Garrison, Mayor ATTEST: APPROVED AS TO FORM: eL....A-"Z-7.sa a-40 4-4 Catherine D. Seaman, Leland 431. Kerr, City Attorr4y Deputy City Clerk Page 322 of 332 W Policy for Naming of City Parks and Recreation Facilities Purpose: The purpose of this policy is to provide a process whereby City parks and recreational facilities may be named. Policy: When authorized by the City Council, the City Parks and Recreation Advisory Council shall be charged with the responsibility of making recommendations for the naming of City parks and recreational facilities. The City Council shall consider the recommendations of the Advisory Council and make final determinations. Procedure: 1. When, in the opinion of the Parks and Recreation Advisory Council, it is necessary to name or rename a City park or recreation facility, it shall advise the City Council of its opinion and may suggest a process whereby a name shall be chosen. 2. The City Council shall review the matter and, if it concurs with the Advisory Council, shall authorize the Council to proceed. Otherwise the Council shall give such direction to the Advisory Council as it deems appropriate. 3. The Advisory Council may conduct public hearings or use contests, solicitations, historic evidence or any other appropriate means under the circumstances, and within the direction of the City Council, to generate ideas and recommendations for a name. Names for parks and facilities should be appropriate for the facility and the community served. If for a neighborhood facility, the name should support or help establish a neighborhood identity. If for a facility serving the entire community, the name should be appropriate considering the diversity of users. Names should be such that their meaning and significance to the neighborhood or the community will remain over time. 4. The Advisory Council shall submit its recommendations to the City Council for final consideration. Page 323 of 332 AGENDA REPORT FOR: City Council September 15, 2021 TO: Dave Zabell, City Manager City Council Workshop Meeting: 9/27/21 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Resolution - Acceptance of Work for Gesa Stadium Batting Cages I. REFERENCE(S): Proposed Resolution II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Original Contract Amount: $403,101.48 Change Order(s): $15,723.51 Total Payment to Contractor: $418,824.99 Including Sales Tax IV. HISTORY AND FACTS BRIEF: On April 6, 2020, City Council approved the contract with AllStar Construction Group for the Gesa Stadium Batting Cages in the amount of $403,101.48. There were two (2) change orders totaling $15,723.51. • Change Order No. 1 was for repairs to the field lighting electrical conduit and netting upgrades. • Change Order No. 2 was for extending the foundation of an existing wall to accommodate new stairs to the batting cages. The project is now complete and the materials and workmanship meets the standards specified in the contract documents. V. DISCUSSION: Page 324 of 332 Staff recommends approval of the proposed Resolution accepting the work performed by AllStar Construction Group for the Gesa Stadium Batting Cages. Page 325 of 332 Resolution - Accept Work Gesa Stadium Batting Cages - 1 RESOLUTION NO. _______ A RESOLUTION ACCEPTING THE WORK PERFORMED BY ALLSTAR CONSTRUCTION GROUP UNDER CONTRACT FOR THE GESA STADIUM BATTING CAGES PROJECT. WHEREAS, the work performed by AllStar Construction Group under contract for the Gesa Stadium Batting Cages Project has been examined by Administrative & Community Services and has been found to be in apparent compliance with the applicable project specifications; and WHEREAS, it is Administrative & Community Services recommendation that the City of Pasco formally accept the contractor’s work and the project as complete. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council concurs with Administrative & Community Services recommendation, and thereby accepts the work performed by AllStar Construction Group for the Gesa Stadium Batting Cages Project as being completed in apparent conformance with the project specifications, and Be it Further Resolved, that the City Clerk is hereby directed to notify the Washington State Department of Revenue of this acceptance, and Be it Further Resolved, that the final payment of retainage being withheld, pursuant to RCW 60.28.011, regulations and administrative process, shall be released upon apparent compliance with and satisfaction of applicable project specifications and verification thereof by Administrative & Community Services and Finance Director. PASSED by the City Council of the City of Pasco, Washington this ___ day of _____________, 2021. _____________________________ Saul Martinez Mayor ATTEST: APPROVED AS TO FORM: _____________________________ __________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorney Page 326 of 332 QUALITY OF LIFE Promote a high-quality of life through quality programs, services and appropriate investment and re- investment in community infrastructure by: • Using Community Development Block Grant (CDBG) and other public and private capital to revitalize older neighborhoods and safe routes to essential services. • Continuing efforts toward designing, siting, programming needs, and site selection for a community center and pursuing acquisition of land for future community park. • Developing Phase I of the A Street Sporting Complex and continue efforts to provide additional soccer and sports fields. • Coordinating with the Pasco Public Facilities District to develop a public education campaign, financial analysis and prepare a ballot measure concerning the development of a regional aquatic facility for consideration by the people. • Completing construction of a new animal control facility. • Ongoing efforts to improve efficiency and effectiveness of public resources in the delivery of municipal services, programs, and long-term maintenance and viability of public facilities. • Collaborating with the Inclusion, Diversity and Equity Commission and community leaders to enhance engagement efforts and organizational cultural competency. • Updating design standards for the development of new neighborhoods and re-development to promote greater neighborhood cohesion through design elements, e.g.: walkability, aesthetics, sustainability, and community gathering spaces. • Updating Parks and Facilities Comprehensive Plan to include: public facilities inventory, needs assessment, level of service, and centers evaluation. • Teaming with local and regional partners to develop a Housing Action Plan with a focus on strategies that emphasize affordable housing. FINANCIAL SUSTAINABILITY Enhance the long-term financial viability, value, and service levels of services and programs, including: • Regular evaluation of services and programs to confirm importance to community, adequacy, and cost-benefit. • Continuation of cost of service and recovery targets in evaluating City services. • Ongoing evaluation of costs, processes and performance associated with delivery of City services including customer feedback and satisfaction, staffing, facilities, and partnership opportunities. • Instilling and promoting an organizational culture of customer service across all business lines. • Updating policies relating to urbanization of the unincorporated islands to assure consistency with long-range planning, community safety, and fiscal sustainability. City Council Goals 2020-2021 Page 327 of 332 COMMUNITY SAFETY Preserve past improvements and promote future gains by: • Developing a Comprehensive Police Strategic Master Plan through a transparent process to evaluate future service levels of the department to assure sustainability, public safety, and crime control over the next 5-10 years. • Collaborating with regional and community partners to evaluate and implement strategies to reduce the incidence of homelessness. • Leveraging and expanding partnerships to maintain and enhance behavioral health services to community members in crisis being assisted by police and fire. • Continuing efforts to improve police and community relations. • Working to achieve and maintain target fire response times through operational improvements and long-range strategic planning of facilities and staffing. • Focusing on the long-term goal of sustaining a Washington State Rating Bureau Class 3 community rating. • Leveraging infrastructure database of sidewalks, streetlights and pavement conditions along with evaluating policies and methods to address needs and inequities. COMMUNITY TRANSPORTATION NETWORK Promote a highly-functional multi-modal transportation network through: • Commencement and completion of construction of the Lewis Street Overpass project. • Continued emphasis on improvements in Road 68/I-182/Burden Blvd. corridor to improve operation and safety. • Data-driven pro-active neighborhood traffic calming efforts. • Continued collaboration with Ben Franklin Transit to enhance mobility and access. • Completion of a Transportation System Master Plan and utilization of its recommendations to develop policies, regulations, programs, and projects that provide for greater connectivity, strategic investment, mobility, multi-modal systems, accessibility, efficiency and safety. ECONOMIC VITALITY Promote and encourage economic vitality by supporting: • Downtown revitalization efforts of Downtown Pasco Development Authority (DPDA), post-COVID restart, and City initiatives such as Downtown Master Plan process and sign code modifications. • The construction of Peanuts Park and Farmers Market and continued efforts to pursue streetscape and gateway upgrades. • The completion of the Comprehensive Land Use Plan Update and Broadmoor Master Plan efforts, adoption of Urban Growth Area expansion alternative, implementation of adopted long-range planning efforts with appropriate analysis and adoption of planning actions including: zoning code changes, phased sign code update, and development regulations and standards. • Increased efforts to promote the community as a desirable place for commercial and industrial development by promoting small business outreach and assistance, predictability in project review, and excellent customer service. • Partnerships and encouragement of Department of Natural Resources (DNR) to facilitate development of the remaining state-owned properties at Road 68/I-182. Page 328 of 332 • Continued coordination with the Port of Pasco to complete and implement a waterfront-zoning plan and provide for public infrastructure. • Active partnerships in the planning and development of strategies to promote tourism and deployment of assets to spur economic activity. • In concert with community partners, development of a comprehensive economic development plan. COMMUNITY IDENTITY Identify opportunities to enhance community identity, cohesion and image through: • Continued efforts of community surveying through traditional methods and the application of new technologies. • Providing opportunities for community engagement through boards, commissions, volunteer opportunities, social media, forums, and other outlets. • Enhanced inter-agency and constituent coordination developed during the pandemic. • Continued efforts of the community identity/image enhancement campaign to include promotion of community and organizational successes. • Enhanced participation and support of cultural events occurring within the community. • Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art and culture programs. For more information, visit www.pasco-wa.gov/councilgoals Page 329 of 332 CALIDAD DE VIDA Promover una vida de buena calidad a través de programas de calidad, servicios e inversiones y reinversiones adecuadas en la infraestructura de la comunidad al: • Utilizar una Community Development Block Grant (CDBG) (Concesión de Ayuda Federal para el Desarrollo Comunitario) y otro capital público y privado para renovar las vecindades antiguas y las rutas seguras a los servicios esenciales. • Continuar los esfuerzos hacia el diseño, las obras de construcción, las necesidades programáticas, y la elección de dichas obras de construcción, para un centro comunitario y comprar el terreno para un futuro parque comunitario. • Desarrollar la 1era Fase del Sporting Complex (Complejo Deportivo) de la Calle A y continuar los esfuerzos de proporcionar más campos de fútbol y de otros deportes. • Coordinar con el Pasco Public Facilities District (Distrito de las Instalaciones Públicas de Pasco) para desarrollar una campaña de educación pública, un análisis financiero, y preparar una propuesta sobre el desarrollo de una instalación acuática regional para que sea considerada por el público. • Terminar la construcción de una nueva instalación para el control de animales. • Continuar los esfuerzos para mejorar la eficiencia y la eficacia de los recursos públicos en la entrega de servicios municipales, programas, y el mantenimiento y la viabilidad a largo plazo de instalaciones públicas. • Colaborar con la Inclusion, Diversity and Equity Commission (Comisión de Inclusión, Diversidad, y Equidad) y con los líderes comunitarios para mejorar los esfuerzos de participación y la capacidad cultural organizacional. • Actualizar los estándares de diseño para el desarrollo de nuevas vecindades y el redesarrollo para promover más cohesión de las vecindades a través de elementos de diseño, p. ej.: viabilidad peatonal, evaluación de las necesidades, sustentabilidad, y lugares donde se puedan reunir los miembros de la comunidad. • Actualizar el Parks and Facilities Comprehensive Plan (Plan Comprehensivo de los Parques y las Instalaciones) para que incluya: un inventario de instalaciones públicas, una evaluación de las necesidades, el nivel de servicio, y la evaluación del centro. • Trabajar en equipo con colaboradores regionales para desarrollar un Housing Action Plan (Plan de Acción para Viviendas) con un enfoque en las estrategias que enfatizan viviendas económicas. SUSTENTABILIDAD FINANCIERA Mejorar la sustentabilidad financiera a largo plazo, el valor, y los niveles de servicios y programas, incluyendo: • La evaluación regular de los servicios y de los programas para confirmar la importancia de la comunidad, la capitalización adecuada, y el costo-beneficio. Metas del Concilio de la Ciudad del 2020-2021 Page 330 of 332 • La continuación del costo por el servicio y de las metas de recuperación al evaluar los servicios de la Ciudad. • La evaluación continua de los costos, los procesos y el desempeño relacionado con la entrega de los servicios de la Ciudad incluyendo la retroalimentación y la satisfacción del cliente, el personal, las instalaciones, y las oportunidades colaborativas. • Inculcar y promover una cultura organizacional de servicio al cliente a lo largo de todas las líneas de negocio. • Actualizar las políticas relacionadas con la urbanización de las islas no incorporadas para asegurar consistencia con la planificación a largo plazo, la seguridad comunitaria, y la sustentabilidad fiscal. SEGURIDAD COMUNITARIA Preservar las mejorías anteriores y promover las ganancias futuras al: • Desarrollar un Comprehensive Police Strategic Master Plan (Plan Maestro Estratégico Comprehensivo Policial) a través de un proceso transparente para evaluar los niveles futuros de servicio del departamento para asegurar sustentabilidad, seguridad pública, y control de crímenes durante los siguientes 5-10 años. • Trabajar con colaboradores regionales y comunitarios para evaluar e implementar estrategias para reducir los casos de personas sin techo. • Hacer uso y ampliar las colaboraciones para mantener y mejorar los servicios de salud conductual a los miembros de la comunidad que se encuentran en medio de una crisis, ayudados por la policía y por los bomberos. • Continuar los esfuerzos para mejorar la relación con la policía y con la comunidad. • Trabajar para lograr y mantener el tiempo de reacción de los bomberos a través de mejorías operacionales y la planificación estratégica de instalaciones y personal a largo plazo. • Enfocarse en la meta a largo plazo de mantener una clasificación de la comunidad Clase 3 del Washington State Rating Bureau (Departamento de Clasificación del Estado de Washington). • Utilizar la base de datos de la infraestructura de las banquetas, los faroles, y las condiciones del pavimento, como también evaluar las políticas y los métodos para tratar las necesidades y las injusticias. RED DE TRANSPORTE COMUNITARIO Promover una red de transporte extremadamente funcional y multimodal a través de: • El comienzo y el término de la construcción del proyecto Lewis Street Overpass. • El énfasis continuo en las mejorías de la ruta Road 68/I-182/Burden Blvd. para mejorar la operación y la seguridad. • Los esfuerzos proactivos basados en datos para calmar el tráfico en las vecindades. • La colaboración continua con Ben Franklin Transit para mejorar la movilidad y el acceso. • El término del Transportation System Master Plan (Plan Maestro del Sistema de Transporte) y la utilización de sus recomendaciones para desarrollar políticas, reglas, programas, y proyectos que proporcionan más conectividad, inversiones estratégicas, movilidad, sistemas multimodales, accesibilidad, eficiencia, y seguridad. Page 331 of 332 VITALIDAD ECONOMICA Promover y motivar la vitalidad económica al apoyar: • Los esfuerzos de renovación de la Downtown Pasco Development Authority (DPDA) (Autoridad de Desarrollo del Centro de Pasco), el reinicio después de COVID, y las iniciativas de la Ciudad como el proceso del Downtown Master Plan (Plan Maestro del Centro) y las modificaciones de los códigos de anuncios. • La construcción del Peanuts Park and Farmers Market (Parque Peanuts y el Mercado) y los esfuerzos continuos para discutir paisajes urbanos y actualizaciones de entradas. • El término de los esfuerzos de la Comprehensive Land Use Plan Update (Actualización Comprehensiva del Uso de Terrenos) y los esfuerzos del Broadmoor Master Plan (Plan Maestro de Broadmoor), la adopción de la alternativa de la expansión de Urban Growth Area (Área del Crecimiento Urbano), la implementación de los esfuerzos de planificación a largo plazo con los análisis adecuados y la adopción de acciones de planificación incluyendo: los cambios a los códigos de zonas, la actualización de los códigos de los anuncios de las fases, y el desarrollo de las reglas y los estándares. • Más esfuerzos para promover a la comunidad como un lugar atractivo para el desarrollo comercial e industrial al fomentar el alcance y la ayuda a los negocios pequeños, la predictibilidad en la revisión de proyectos, y un excelente servicio al cliente. • Las colaboraciones y la motivación del Department of Natural Resources (DNR) (Departamento de Recursos Naturales) para facilitar el desarrollo de las propiedades restantes del estado en Road 68/I- 182. • La coordinación continua con el Port of Pasco (Puerto de Pasco) para terminar e implementar un plan de zonas costeras y proporcionar una infraestructura pública. • Las colaboraciones activas en la planificación y el desarrollo de estrategias para promover el turismo y la utilización de recursos para estimular actividad económica. • Junto con los colaboradores de la comunidad, crear un plan comprehensivo de desarrollo económico. IDENTIDAD COMUNITARIA Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen a través de: • Los esfuerzos continuos para evaluar a la comunidad a través de los métodos tradicionales y la aplicación de nuevas tecnologías. • Proporcionar oportunidades para la involucración comunitaria a través de mesas directivas, comisiones, oportunidades para voluntarios, medios sociales, foros, y otros medios. • Una mejor coordinación entre las agencias y los constituyentes desarrollada durante la pandémica. • Los esfuerzos continuos de campañas para la mejoría de la identidad/imagen comunitaria que promuevan a la comunidad y a los éxitos organizacionales. • Una mejor participación y apoyo de los eventos culturales llevados a cabo dentro de la comunidad. • El apoyo de la Arts and Culture Commission (Comisión de Artes y Cultura) al promover la unidad y celebrar la diversidad a través de programas de arte y cultura. Para más información, visite www.pasco-wa.gov/councilgoals Page 332 of 332