Loading...
HomeMy WebLinkAbout07-31-13 Special Common Council Meeting AgendaOFFICIAL NOTICE OF MEETING A Special meeting of the Common Council will be held on Wednesday, July 31, 2013, at 6:00 p.m. in the Common Council Chambers at City Hall, 108 East Green Street, Ithaca, New York. Your attendance is requested. AGENDA SPECIAL ORDER OF BUSINESS: Presentation by Department Heads — "Report on Diversity: Progress and Goals" 2. NEW BUSINESS: 3. ADJOURNMENT: If you have a disability that will require special arrangements to be made in order for you to fully participate in the meeting, please contact the City Clerk at 274 -6570 at least 48 hours before the meeting. x Pluilie Conley Holcomb MC City Clerk Date: July 25, 2013 City of Ithaca Diversity Statement The City of Ithaca is committed to a work environment and community governance that values and supports diversity and inclusion. Collectively we will strive to learn about diversity; educate City employees, members of boards and committees and other volunteers; and promote acceptance of the differences of others within our workforce and our community. Our goal is to strengthen the City's work environment, our government, and our ability to serve our constituents. In order to accomplish these goals, we will: ♦ Actively seek employees and volunteers with diverse backgrounds. ♦ Develop and maintain a work environment that supports and nurtures every individual throughout his or her tenure with the city. ♦ Continue to develop laws, policies and procedures governing our workforce and the City of Ithaca that are mindful and inclusive of our diverse community. Adopted by Common Council on: December 2, 1998 Revised: 12/17/01 Workforce Diversity Plan Attributes 1. Attribute: Established Foundation for Diversity and Inclusiveness Explanation: The City of Ithaca has a goal to reflect what Roosevelt Thomas, Jr. defines as attribute diversity1: different personal characteristics such as race, sex, national origin, religion, sexual orientation, and disability status throughout all departments, and at all levels of the City of Ithaca. The City of Ithaca recognizes that an effective and successful diversity and inclusiveness initiative includes established equal opportunity and affirmative action programs to ensure equal access to opportunity in employment. The City of Ithaca's senior staff recognizes that its equal opportunity practices for employment must include well defined, effectively enforced, and well communicated policies of non- discrimination and harassment and sound complaint procedures for addressing discrimination issues, including the use of prompt and appropriate corrective /disciplinary measures to address instances of discrimination. The City of Ithaca's equal opportunity practices are based on obligations created by current legal requirements, such as Executive Order 11246, the Vietnam Era Veterans Readjustment Act, and the Rehabilitation Act. These regulations provide that the City employ effective affirmative action principles in its employment practices, including hiring and promoting women and minorities.2 These principles include completion of an annual Workforce Diversity Progress Report and the semi - annual Equal Employment Opportunity -4 reports for the employment of women, underrepresented groups, individuals with disabilities, and veterans; communication of the annual goals to all individuals involved in hiring /promotion activities; regularly monitoring the progress of achieving diversity goals, and the active recruitment of employees and volunteers consistent with our commitment to diversity. The Mayor has reaffirmed the City of Ithaca's commitment to diversity in employment and services: {recent statement, then annual statement hereafter} The City of Ithaca's senior management also recognizes the need to carry out regular training for supervisory and non - supervisory staff on equal opportunity, disability and religion accommodation, and workforce diversity issues. Success in this area will contribute to role modeling and mentoring that will create a dynamic and engaging environment. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall be charged with implementing regular training for supervisory and non - supervisory staff on equal opportunity, disability and religious accommodation, and work place diversity issues. 2. Attribute: Demonstrated Commitment to Diversity and Inclusiveness Explanation: The goal is for City of Ithaca employees and volunteers to value different personal characteristics such as race, sex, national origin, religion, sexual orientation, and disability status across all formal and informal organizations, to recognize and respond 1The term "minority" is based on the language used by the federal government in its equal opportunity and affirmative action regulations. 2 The term -,attribute diversity" is used by Roosevelt Thomas in his book' Building a House for Diversity. Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 2 effectively to differences, and to identify and remove systemic and historical barriers to the goal of diversity. Plan 1: The City of Ithaca's Mayor, Common Council, its officers and department heads shall act affirmatively with regard to recruitment and retention of employees and volunteers from diverse backgrounds. Plan 2: The City of Ithaca's Mayor, Common Council, its officers and department heads shall make good faith efforts to review and implement programming that is necessary to ensure that individuals from different religious backgrounds are included within the work environment. Plan 3: The City of Ithaca's Mayor, Common Council, its officers and department heads shall encourage diversity in the recruitment, interview and selection process. 3. Attribute: Holistic View of City of Ithaca Community Members Explanation: The City of Ithaca desires that all employees and volunteers are viewed and respected as whole persons with identities and lives that extend beyond employment. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall be flexible within organizational culture and address work/life issues. 4. Attribute: Accommodation for Individuals with Disabilities Explanation: The City of Ithaca recognizes that it is critical to actively recruit employees and volunteers with disabilities and that disability status is not to be considered a factor in the denial of employment. The City of Ithaca is committed to providing opportunities for individuals with disabilities and recognizes the need for and benefit to offering effective adaptations in the workplace to eliminate barriers to work performance and participation. Therefore, the City of Ithaca recognizes the need to implement a clearly defined and communicated system for addressing disability accommodations and for providing "user- friendly" documents for individuals with disabilities, such as employment applications, recruitment materials, and other official materials. The City of Ithaca also realizes the need to provide educational programs to employees and volunteers that promote a better understanding of disability issues and to provide an opportunity for employees and volunteers to learn communication modes or languages that advance the inclusion of individuals with disabilities, such as use of TDD/TTY or American Sign Language. Plan 1: The City of Ithaca's Mayor, Common Council, its officers and department heads shall develop a clearly defined and communicated system for addressing accommodations for individuals with disabilities. Plan 2: The City of Ithaca's Mayor, Common Council, its officers and department heads shall implement training for the ADA Coordinators. Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 3 Plan 3: The City of Ithaca's Mayor, Common Council, its officers and department heads shall develop training for department heads and implement guidelines for department heads to address disability issues. 5. Attribute: Recognition of Organizational Culture and Process Explanation: The City of Ithaca has established a vision for its desired organizational culture and will continuously work to align this culture to support the organizational mission and values and the diversity vision, including helping people with different views to cooperate together to achieve these efforts. The City's senior administration will regularly assess its culture and how this culture impacts the City of Ithaca's ability to achieve its mission and objectives, and to provide guidance for the organizational behaviors and practices that enhance its values, despite divergent perspectives. The goal is to encourage organizational norms and practices that support collaboration, learning from differences, and incorporating the synthesis of divergent perspectives in decision making. To achieve this goal, all employees and volunteers commit to respect and carry out the organizational values through their behaviors and work practices. This includes seeking to develop leadership capability at all organizational levels to promote and reinforce these expectations, providing formal opportunities such as meetings and informational sessions to allow every member of the City workforce to learn about and to appreciate stated values and expected behaviors as shared in relevant documents. The City also desires to provide networking opportunities that enable members of the workforce to engage in mutually beneficial, continuous learning regarding their own identities, worldviews, and life experiences and the impact of these on the culture of the organization. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall develop systems (policies, procedures, rules, regulations, laws, etc.) that are aligned with City statements (i.e. Diversity Statement, Vision /Mission/Values Statement, etc.) 6. Attribute: Development and Implementation of Programs to Promote Diversity and Inclusion Explanation: The City of Ithaca recognizes that there is benefit to having a workforce that includes broad based diversity attributes, including race, ethnicity, gender, age, disability status, sexual orientation including bisexual employees, veteran status, ex- offender status, as well as other bases both protected by federal and local law and generally represented in the community external to the City. Therefore, the goal is for the Human Resources Department to work with the departments to develop strategic recruitment plans to aggressively increase the representation of Asian /Pacific Islander, Black, Hispanic and Native American employees. The City also aims to expand the representation of women in non - traditional positions and to increase outreach to individuals who are veterans, people with disabilities, gay /lesbian, bisexual, transgender and individuals of different religious backgrounds throughout the City of Ithaca. Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 4 Plan 1: Human Resource personnel would develop relationships with organizations on a local and national level addressing the employment needs of these groups to use as recruitment resources. Plan 2: The City of Ithaca's Mayor, Common Council, its officers and department heads shall participate in organizations that support employment interest of individuals of diverse backgrounds or organizations that are committed to increasing diversity in the community. 7. Attribute: Demonstrated Commitment to Continuous Learning Explanation: The City of Ithaca recognizes the need to create a flexible organizational culture that prioritizes continuous, collaborative, cross - organizational learning. This goal needs to include effective and ongoing formal and informal educational programs for employees on issues of discrimination, harassment, and conflict resolution /problem solving. The educational program should also include skills development programs through mentoring, newsletters, networking, and community service. The City's goal is to employ both a participatory decision - making process that reflects the value of the input and expertise of employees and an established system for reflecting upon and learning from positive and negative experiences and translating this learning into action. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall dedicate the resources, create an inclusive environment and develop programs designed to retain diverse hires and incorporate diversity education into all levels of training. 8. Attribute: Access to Opportunity /Succession Planning Explanation: The City of Ithaca is committed to creating a professionally nurturing environment in which employees have access to opportunities for personal and professional growth. The City of Ithaca recognizes the need to develop and implement formal and informal coaching and mentoring programs for its employees. To promote an environment for professional growth, all staff needs annual performance reviews. This involves developing performance evaluation criteria for individuals in supervisory roles that include advancement or career development and demographic tracking of promotions within that supervisory responsibility. This environment includes holding supervisors and other City of Ithaca leaders, who have responsibility for performance, achievement and succession planning within their groups, accountable for professional development. Plan: Each department shall develop annual organizational goals consistent with the mission and goals of the City. 9. Attribute: Systems of Recognition, Acknowledgement, and Reward Explanation: The City of Ithaca understands the need to recognize and reward diverse contributions and achievements of all staff and to evaluate, recognize and reward diverse forms of work excellence and achievements and to emphasize accountability of those who Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 5 assess the achievement. This recognition system needs to provide a variety of intrinsic and extrinsic benefits. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall 1) establish an annual formal performance evaluation /feedback tool that uses commitment to diversity as a competency for evaluation; 2) highlight and publicly acknowledge behaviors in newsletters and at council meetings and exemplify an appreciation for and a commitment to a diverse and inclusive workforce, and exhibits an ability to enable each individual to add value from her /his diverse experiences and backgrounds while maximizing their potential; 3) develop a city -wide incentive program to support diversity related initiatives in the community (i.e. First Fridays, Diversity Consortium). 10. Attribute: Shared Accountability and Responsibility for City of Ithaca's Mission Explanation: The City of Ithaca recognizes that staff must share responsibility for upholding organizational values and achieving clear organizational goals and objectives in a mutually respectful work and educational environment. Achieving success in creating a diverse and inclusive work environment rests with all City employees. Therefore, the City of Ithaca desires to provide orientation for all new employees to explicitly describe organizational goals and values, and describe and define the organizational institutional statement on diversity and inclusiveness. This orientation is not limited to full time employees but extends to temporary employees, elected officials and volunteers. In addition, customers and clients, business partners, vendors, suppliers, subcontractors, and visitors will be advised of the City's commitment to diversity and inclusiveness. Plan 1: The Diversity Plan component will be added to the new employee orientation program. Plan 2: The Mayor will reaffirm the City's commitment to diversity on an annual basis. Plan 3: As strategic plans are developed, one part of the plan would include how departments will meet the overall diversity goals. 11. Attribute: Commitment to Community Partnerships Explanation: The City of Ithaca recognizes the need to function as a responsible citizen and neighbor by forging constructive alliances with local colleges /universities, businesses, neighboring municipalities, schools, and community -based associations, expanding outreach to diverse communities, widening opportunities, enhancing access and promoting understanding to overcome bias and discrimination, and fostering principles of diversity and inclusion. Plan 1: The City of Ithaca will continue to have a representative serve on the Diversity Consortium. Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 6 Plan 2: The City will partner with community agencies that support and serve the needs and interest of individuals from diverse backgrounds. Plan 3: The City will ensure that, when possible, information is presented in a way to accommodate different languages and different abilities. Plan 4: The Mayor and Common Council will monitor policies and decisions to ensure alignment with the City's Diversity Statement. Plan 5: Official documentation will follow National Braille Association's recommendation. Plan 6: The Mayor will issue a proclamation declaring support for the diversity months. 12. Attribute: Collaborative Conflict Resolution Processes Explanation: The City of Ithaca recognizes the need for a progressive conflict resolution procedure that empowers all employees at all levels, and across all departments to work collaboratively to solve problems, to resolve interpersonal conflicts, and to achieve mutually satisfying dispute resolutions. The City of Ithaca 's goal is to establish a system of progressive conflict resolution procedures that begins with collaborative problem solving, encourages exploration of issues from multiple points of view, and culminates in a clear and accessible grievance process. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall conduct training on conflict resolution and make it available for all City employees. 13. Attribute: Participatory Work Organization and Processes Explanation: Work is completed in a collaborative environment where all individuals are expected to contribute. All those with supervisory responsibilities shall encourage team involvement. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall provide training, including but not limited to, team building skills, project management skills, dealing with conflict, etc. 14. Attribute: Communication and Information Sharing Explanation: The City of Ithaca supports the need for systems of communication and information flow in all directions and across all levels of responsibility for all employees, including encouraging input into City of Ithaca policies. Once decisions have been made, the policy decisions will be communicated clearly to the City of Ithaca workforce and community. This communication includes informing employees of organizational goals, operating environments, and expected performance outcomes. Adopted: July 7, 2004 City of Ithaca Workforce Diversity Plan Diversity Plan Attributes Page 7 Plan 1: On an annual basis, all those with supervisory responsibilities will at a minimum provide feedback to individuals on their strengths and developmental needs and share department goals and objectives. Plan 2: The City of Ithaca's Mayor, Common Council, its officers and department heads will implement the City -wide communications strategy that will take into account diversity. Adopted: July 7, 2004 Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Aaron Lavine Date: July 11, 2013 The goal selected is the recruitment and retention of employees and volunteers from diverse backgrounds. Given the small size and limited permanent positions of the City Attorney's Office, our office selected this goal to focus on diversity through the hiring of interns. We hire three waves of interns each year: Fall, Spring, and Summer. They are an important component of our office's functioning. In particular, the presence of Cornell Law School in Ithaca has afforded us the opportunity to hire top -tier law students from a diverse applicant pool. We advertise aggressively at diverse law schools (recently including Cornell, Syracuse, and Columbia). We consider all applications carefully, including an evaluation of the diversity of backgrounds presented. Our records indicate that the City Attorney's Office has had a total of 49 interns from 2006 to the present. Out of this total number: Female: 24 (48 %). Persons of Color: 18 (36 %). We discuss interview candidates as a group and consider diversity as part of that process. 6. What other departments or entities have you collaborated with in meeting your goal (s)? HR, on occasion. 7. What challenges have you had to address? How have you addressed them.? Consistently generating a strong, diverse pool of candidates (some rounds of hiring produce better pools of applications than others). We address this challenge by advertising aggressively and working to communicate the excellent professional experience that an internship in the City Attorney's Office can offer. 8. What are your next step(s)? Keep working to generate a strong, diverse pool of candidates. Department Head Diversity & Inclusion Report Out Questions BUILDING DIVISION REPORT OUT Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Mike Niechwiadowicz, Building Date: July 12, 2013 Department Division Head for JoAnn Cornish, Department Head To address diversity in a practical manner that has relevance in staffs' day to day job. Various training specific to issues encountered by staff. Implementation of the training along with periodic review. Presentations by Finger Lakes Independence Center on accessibility issues and accommodation of various types of handicaps. We use FLIC as consultants and refer people to them. Presentation by Empire Interpreting Service on the services they provide including language interpretation and sign language. Advice was provided on our legal obligations to provide these services. Adult Protective Services did a training on hoarding and psychologically challenged people. Advice was provided to help staff when working with these situations. Staff viewed the Understand to Overcome series followed by discussion. Discussion with staff and monitoring performance with the public. 5. How have you communicated these goals within your department so that each staff person feels responsible for the success? Through staff meetings, training and discussion with stall. 6. at other, departments or entities have you collaborated with in meeting your goal(s)? Finger Lakes In Center, Empire Interpreting Service and Adult Protective Services 7. What challenges have you had to address? How have you addressed them? Continued discussion about diversity. Training and discussion regarding interaction with an aging population. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Julie Conley Holcomb Date: July 15, 2013 Goal: To develop an "Accessibility Matters" public education campaign, in collaboration with the Disability Advisory Council, to raise awareness about the importance of accessibility in increasing inclusion and participation in community events. We selected this goal because we believe that if people were aware of how the decisions they make or the action they take impact other people, they may choose to do something differently. For example if a business knew that a simple adjustment to their doors could make their business more accessible to people who are not able to pull heavy weights, I believe they would make the adjustment; or if a young person knew that parking in a handicap parking space to run a quick errand could create significant hardship for someone using a walker and oxygen, I think they would look for another space. We pay close attention to the small details that could improve a person's experience when interacting with the City. We monitor the handicap parking spaces in the City Hall lot and call parking enforcement if there is an infraction. We work with the Department of Public Works and various vendors to make sure that City Hall remains accessible to everyone. We offer people assistance when we witness them struggling to conduct their business. We modify our operations when necessary to accommodate people's needs. We work with citizens and departments to arrange for sign language interpreters when they are needed to allow someone to participate fully in a meeting or program. We work with event organizers to ensure that community events are accessible to everyone. We staff the Disability Advisory Council (DAC) meetings and assist where applicable to help them accomplish their goals. We are in the process of helping them develop a survey and also to increase their visibility. 1.) I attended Pegasys training on how to make and edit video productions. 2.) 1 wrote a script and shot video for a public service announcement regarding the importance of handicap parking spaces to people who have disabilities. 3.) Upon consultation with my video instructor, I re -wrote the script and am in the process of the re- shooting the video. 4.) 1 purchased video editing software. 5.) I am working with Sara Shenk and the Ithaca High School Government Class to utilize student interns to assist with video work. 6.) Scott Kronenbitter and I collaborated with the Youth Council Program Leader in the purchase of video equipment and supplies as part of the grant they were awarded through Best Buy. 7.) City Clerk staff are in the process of being trained on the television equipment in the City Hall media booth to learn how to broadcast meetings or other programs from Common Council Chambers, and also learn how to schedule shows, video public service announcements, information scrolls, etc. on the City's impending television channel. Department Head Diversity & Inclusion Report Out Questions Page 2 8.) Upon request, we learned how to post the City's community newsletter to the website in a format that will allow people who use text to audio technology to be able to access the news included in each edition. 4. How have you measured your progress toward your'goal(s)? We have not measured progress toward the goal as we do not have a finished product at this point. Once we have completed products we will be able to measure their success by monitoring the cascading effects: number of parking tickets issued for parking in a handicap space; number of sidewalks that had to be cleared by the DPW each year; increased activity of the Disability Advisory Council; numbers of businesses and /or services who have made accessibility improvements, etc. City Clerk staff assisted in the identification of our goal and we have discussed it several times in staff meetings. Staff is on the front line every day and interacts with people who have varying needs. We discuss actions taken or things needed to meet everyone's needs and to raise awareness of accessibility issues. They will review all products to make suggestions for improvements. 6. What other departments or entities have you collaborated within meeting your goal(s) ?; Disability Advisory Council; Ithaca High School Government Program; Ithaca Youth Bureau; Pegasys 7. What challenges have you had to address? How have you addressed them? We had a departmental transition in the beginning of the year that brought with it a lot of new resources and responsibilities. It has taken time to settle in, learn and train on new programs and technology, and to prioritize a number of initiatives. We are at the point where we are making continued progress toward a number of goals while completing our learning curve. Although I have purchased video editing software, my computer is not robust enough to run it. We are assessing our options. 8. What are your next step(s)? 1.) Re -shoot video for the Handicap Parking PSA 2.) Find a resource that will allow me to edit and finalize the PSA 3.) Broadcast the PSA on Channel 15, the City website, and hold for play on the City's television channel 4.) Create an audio PSA to run on radio channels 5.) Start the process over with a different topic 6.) Work with the DAC on website improvements 7.) Work to broadcast DAC meetings on a quarterly ( ?) basis on the City's television channel Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Steve Thayer/Debra Parsons 1. What goal(s) was selected and why? Date: July 11, 2013 We selected the Workforce Diversity Plan Attribute #3, Holistic view of the City of Ithaca Community Members. We selected this goal because our office deals with all city departments and various community and agency members within any given workweek. We believe all people should be viewed and respected as a whole person no matter whom they are and no matter what culture has impacted their work and home lives. It is vitally important to understand that we all come from different backgrounds and that over time, many experiences, shape who we are as individuals. We need to understand that what works for one may not work for another. With our daily interaction with all departments related to payroll and financial activity, we have to treat all staff fairly, consistent and with respect. In addition, with our daily work with many contractors, vendors and various community agencies and municipalities we need to treat all with respect and understand we all come from many different cultures. 2. What have you done to incorporate your diversity & inclusion goal into your day to day operations? This is one of the challenges we face, trying to incorporate our diversity goal into our daily work and home lives. Not making it an "extra" item in our daily lives, but to make it a natural way of life for my staff. It seems easy, but it's far from easy. First, we need to understand how everyone is different, then we must make ourselves aware of diversity and inclusion, then we must educate ourselves on diversity issues, then we need to do on -going learning of diversity and finally apply the knowledge to our lives. It is my job to develop a working environment that supports and assists our employees here at work and also at home to fulfill our goal. Having staff diversity is a valued asset to both the individual and the city. If working correctly, diversity will allow us to have multiple perspectives, varying experiences and the cultural knowledge to participate in the everyday city staff working and home environment. We discuss diversity in staff meetings and everyday work life, we attend diversity programs to understand, educate and learn about diversity and what makes us a whole person. We are reviewing current operating practices and processes with an eye toward diversity. How can we improve upon what we do everyday and incorporate our diversity goal. 3. What specific actions have you taken to meet your goal(s)? Continue to educate my staff through various diversity training opportunities, communication and commitment to on -going learning and participation. All my staff has participated in various training sessions to various degrees including talking circles on race and racism, power to overcome series, undoing racism, cultural competency, and other diversity trainings. We are examining accounting, financial and reporting operations to determine how to improve these processes and to incorporate our diversity goal. Taking every opportunity to educate, teach, learn and apply not only our diversity goal, but diversity in general to my staff. When I talk about my staff I am including myself. Improve our communications among all city staff, contractors, vendors and the community. Encourage and allow staff conversations about diversity and related topics. Department Head Diversity & Inclusion Report Out Questions Page 2 4. How have you measured your progress toward your goal(s)? The measurement of this goal is difficult and on- going. We are measuring through staff communication and interaction with other city staff, vendors, contractors and agencies. I am noticing the increased willingness of staff to participate in diversity discussions and trainings. I am looking for positive feedback from our interaction with city staff, contractors, vendors and various outside agencies and municipalities. We are developing plans to establish a customer response system or survey to help us with process improvement. Feedback is an important measurement tool. We are still in the; educate, learn and develop stage of our diversity plan. Most of the communication has come through departmental meetings. We try to improve communication everyday with on -going discussions over various problems and challenges we face both at work and outside our offices. I have challenged each of my staff members to examine how they view and treat all their dealings with people and processes during each day both at work and outside the work place. I am asking my staff to take responsibility for their actions and think before you speak. I am trying to make this a team approach as opposed to a directive from the department head that this is a requirement. If we value diversity and have our employees take some ownership in the process, it will make incorporating diversity and inclusion in our daily lives easier. 6. What other departments or entities have you collaborated with in meeting your goal(s)? Over time we have worked with and participated with IT, Human Resources and the Chamberlain's Office in various diversity programs. We are hoping each of the training sessions will build the foundation to reach our goal, but I believe you will never complete the diversity work as it is always on- going, changing and improvement will always be necessary. We want to make poor communication good, good communication better and better communication best. We have also worked with outside consultants, other city staff and the Workforce Diversity Committee during our training sessions. The consultants include TFC Associates and David Billings. ?. What challenges have you had to address? How have you addressed them? Lots of challenges face our department. Two of the biggest challenges are time constraints and the ability to make diversity an everyday part of life issue instead of an add -on issue. My department is fighting, and has been for some time, trying to get caught up on financial reporting. We are so very close to being fully caught up as a result; we have made timely financial reporting our number one priority. This on -going very time consuming task takes up most of our activity. Most of our focus is on producing timely financial reporting. Finding time for staff to participate in other job related training and diversity training is most difficult. Making diversity part of our everyday life and thinking process is also difficult. We are addressing these issues by allowing staff, as much as possible, time flexibility to attend various diversity related trainings. In addition, we are trying to incorporate diversity and racism discussions into our everyday conversation. Other challenges include varying staff learning, background and communication styles. In addition, lack of staff make it necessary for managers to work more and focus less time on managing employees and processes. Department Head Diversity & Inclusion Report Out Questions Page 3 8. What are your next step(s)? Lots of next steps are needed. Diversity learning is a life -long experience. Our next steps will include; a continuation of understanding, awareness, learning, educating, and applying our work on our diversity goal; Continue to work with HR to refine and develop our diversity programs to support our stated goal; develop a customer response (feedback) system to track how we are doing with staff and vendors and determine where improvement is needed; continue to examine and assess current procedures, policies and processes to determine how to improve and incorporate diversity into our operations; encourage staff to attend diversity training and WFD committee meetings; encourage staff to participate in outside community events such as the Dragon Boat Festival, Latino Heritage Celebration, Juneteenth, and the GIAC Festival; and build a diversity calendar for staff including events, training and discussion topics. We have lots of items on the plate and little time to complete them, but as always we will do our best to make diversity work without effort. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Ray Benjamin I. What goal(s) was selected and why? Date: 7/15/13 The goal of the DPW is to become more aware of the institutional effects of racism through participation in workshops and presentation opportunities. Learning and understanding how decisions of the past have impacted our society and built obstacles for persons of color and other diverse groups is key in undoing the obstacles and moving forward. The department has taken a top down approach were management and supervisory staff will set the example for rank & file to follow. 2. What have you done to incorporate your diversity & inclusion'goal into your day to day operations? Create a level playing field for everyone using respectful engagement with staff and as well as the community. Set the example for line staff and hold everyone accountable to the same standard. Insure hiring policies and procedures that were put in place to insure equal opportunities are followed. 3. at specific actions have you taken to meet your goal(s)? I attend Workforce Diversity Advisory Committee meetings regularly to better understand the issues that impact our community. I also attend Community events such as the Martin Luther King Jr. breakfast at BJM to meet and get to know folks in Ithaca's ethnic Communities. 4. How have you measured your progress toward your goal(s)? Goals have been to have a cross - section of the City's population represented in the City's work force in proportional amounts. This is easily measured in percentages by the number of diverse employees out of the total staff. Inclusion is more difficult to measure. As we plan our work we strive to include all stake holders such as; Planning, Natural Areas Commission, Ithaca Landmarks Preservation Commission and Bicycle Pedestrian Advisory Committee. Diversity has been discussed at staff meetings and hiring opportunities. Staff are encouraged to participate in diversity education, work shop's and discussions. 6. What other departments or entities have you collaborated with in meeting your goal(s)? Other than educational opportunities offer by Human Resources, none. Department Head Diversity & Inclusion Report Out Questions Page 2 7. What challenges have you had to address? How; have you addressed them? As our workforce diminishes through attrition and our budget has effectively been reduced by 20 % with no reduction of inventory to maintain or services to provide, the opportunities to hire more diverse personnel are fewer and fewer. When we do hire at entry or non competitive levels we look to hire at the highest skill level available at the time not necessarily looking for individuals to train. There is no succession planning or supervisory training program individuals can enroll in if they wish to move their career in that direction. Training opportunities are after the fact and somewhat sporadic. We do work with Human Resources to identify skills we are looking for and where we might find them. 8. What are your next step(s)? I have seen more incidents of unacceptable behavior recently. I believe it is in part a result of stress brought on by pressures to continue to maintain services with reduced resources. Changes in operations have been difficult for some. That said, there will be more emphasis on respectful engagement within the ranks and with the Public. We are planning having all DPW personnel view the Power of Illusion with a facilitator for discussion this November /December. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Tom Parsons, Fire Chief Date: 7/15/2013 1`. What goal(s) was selected and why? The first goal of our diversity plan is to continue with diversity and inclusion training for our workforce. We are working hard to prepare our employees for more diversity coming into our department. We are teaching fire department employees about diversity and inclusion so they have a better understanding of our diverse community. The second goal is to look forward to the next civil service exam in 2014 for firefighter as an opportunity to diversify our workforce. The recruitment will be limited to the Ithaca Community. The most pressing need is to recruit not only diverse candidates, but to put more focus on recruiting from Ithaca's own diverse population. It's important that members of the Ithaca Fire Department to be selected from both a diverse candidate pool and people who have ties to the Ithaca Community. It's much easier to recruit diversity from a diverse neighborhood when people who work in your department come from those neighborhoods. 2 What have you done to incorporate your diversity & inclusion goal into your day to day'operations? We have been training, educating, and reinforcing the expected behaviors in the workplace. The department has participated in various community events such as Juneteenth, GIAC Festival, Ithaca Festival, and the Boricua Afro - American Festival. 3 What specific actions have you taken to meet your goal(s)? We have worked with Dr. Ednita Wright over the past two and one half years with training and education of fire department staff with a focus on community building, and improving their understanding of people from different cultures. 4. How have you measured your progress toward your goal(s)? Measure for current success is the feedback from the community organizations and members of the community who we serve. Measuring for future success will be simple: The demographic of the department's workforce is more representative of the community, the community will see itself in those in the fire department who are serving them, and we will receive positive feedback from our community on the manner in which we serve them. Department Head Diversity & Inclusion Report Out Questions Page 2 All members are expected to actively participate in training and education that improves their cultural competencies. It is expected that every member of the department shall treat every member of the community with the highest respect and concern for their safety and well- being. When positive feedback from the community is received it is shared with the people involved, their officers, and the other members of their shift. When negative feedback is received, the issues are discussed between the members involved and their officers with the goal of improving service and communications with the public. 6. What other departments or entities have you collaborated with in meeting your goal(s)? We've worked with the HR Department, and Dr. Ednita Wright. In 2010 we worked with Kirby Edmonds on brainstorming some recruitment ideas. 7 What challenges have you had to address? How have you addressedthem ?' The two greatest challenge for diversifying the workforce is 1) The lack of opportunity to hire and 2) the limitations of the civil service process to be able to have hire people of color and women. The firefighter's exam is highly competitive and there are few women and no persons of color who have been able to score high enough to be hired. 8 What are your next step(s)? We will continue to educate and inform the people who work for the fire department the benefits of a diverse work force and how our understanding and approach to Ithaca's community will provide all it's citizens a feeling of safety. We will also begin working on a recruitment plan once we have a better idea when the next civil service exam will be offered. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Marcia J. Fort 1. What goal(s) was selected and whys? Date: July 15, 2013 1. Develop hiring process check list specific to GIAC. It would include specific individuals and organizations that could assist with outreach to ensure we obtain candidate pools, which reflects the racial, ethnic, sexual orientation and cultural diversity of the people we serve and the Ithaca community. This goal will support GIAC's mission and the City's Diversity & Inclusion goals. 2. Identify and highlight the cultures, races, ethnicities and countries present within the families served by the Youth Division Program during a monthly program event. This goal will enhance knowledge and understanding of participants and staff about the rich diversity of people served by GIAC. 2. What have you done to incorporate your diversity & inclusion goal into your day today operations? * staff members were involved in the selection of the goals. * The hiring process check list will be utilized by program coordinators and administrative staff * All direct service staff will have some responsibility for the planning and implementation of the monthly program cultural events 3. What specific actions have you taken to meet your goal(s)? Goal 1. We have identified individuals and organizations and obtained contact information; the administrative team has discussed this and contributed items to be included on the check list. Goal 2. Youth Division Coordinators have identified caregivers willing to present and also plan to use the registration process for the 2013 -2014 after school program to identify potential quest presenters. • I have ensured that the goals are on Admin. and program meeting agendas • During September staff training Amy Somchanmavong, co-chair of the Ithaca Asian American Association will provide presentation on experiences of S.E. Asian residents. We will also view the documentary "Spilled Soy Milk" 4. How have you measured your progress toward your goal(s)? Staff members active participation in the selection of the goals. Have met dates set for: identifying and obtaining contact information for outreach; listing of caregivers willing to present; specific plan to recruit other presenters. Department Head Diversity & Inclusion Report Out Questions Page 2 They have been agenda items on all staff, admin. team and program staff meetings. We will continue to utilize meetings for planning and updates. Support has been offered by program coordinators and administrative staff • Expectations regarding goals have been communicated 7. What challenges have you had to address? How have you addressed them? Selecting a goal(s) was challenging. Diversity and Inclusion are at the core of what we do and are incorporated in the agency's mission. The goals chosen, and submitted as requested, are items we have worked on, nor provided previously. I do appreciate the opportunity to develop a written document detailing our hiring process check list $. What are your next ste(s)? • Work with admin staff to set dates for completion of hiring process check list Set progress dates to ensure Youth division is moving forward with implementation of monthly program events. Report to admin team and all staff feedback and information from July 31 st session Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Human Resources L What goal(s) was selected and why? Date: July 15, 2013 Diversity and Inclusion are the lens that we use for all aspects of our operation. The ultimate goal is to have every employee feel welcome, valued and inspired. We have identified two goals that I believe help us achieve the above: 1) increase individual knowledge and build cultural competency for diversity and inclusion among the HR staff; 2) develop community partnerships by forging constructive alliances with local organization to further advance a diverse and inclusive community. This will greatly affect the City's presence and reputation in the community. 2. What have you done to incorporate your diversity & inclusion goal into your day to day operations? Diversity and inclusion are factored into all services and programs in the planning phase (i.e. advertisement language, outreach, test prep for civil service, and education and training, etc.). Discussed at staff and individual meetings. 3. What specific actions have you taken to meet your goal(s)? Cultural Competency: HR staff members have participated in numerous educational opportunities that increase cultural awareness. This includes, but is not limited to: Undoing Racism, Race: The Power of an Illusion, Diversity Consortium Roundtable, Cultural Competency and Talking Circles. Staff members have been assigned to research, develop and deliver in -house cultural awareness training. This is a model recommended by Steven Covey (if you want someone to learn something, have them teach it). The director is involved in several community alliances to expand diversity and inclusion in the workplace and the community. Community Partnerships: The City is represented on the Diversity Consortium and President Skorton's Local Leaders of Color group by HR. HR has been instrumental in coordinating the collaboration of several organizations to successfully be awarded a CDBG grant to pilot a Hospitality Employment Training Program. HR was also instrumental in the coordination and launching of the All Community Viewing of Race: The Power of An Illusion, resulting in over 1000 viewers between March and June of 2013. Department Head Diversity & Inclusion Report Out Questions Page 2 4. How have you measured your progress toward your goal(s)? Mostly anecdotal, this is an area requiring more work. We have data in a variety of areas that need to be pulled together (i.e. human rights complaints, attrition, exit interviews, etc.) and there are other areas that warrant data collection (i.e. customer satisfaction, etc.). An informal measure is the number of request we receive for assistance in this area. 5. How have you communicated these goals within your department so that each staff perso,n feels-_ responsible for the success? HR is a small department, this is a topic discussed both formally and informally at staff meetings and with individuals. 6. What other departments or entities have you collaborated with in meeting your goal(s) ?' All city departments and other community agencies /organizations (TCAction, Cornell, IC, Multicultural Resource Center, Training For Change, Workforce Development, lCSD, etc.) 7. What challenges have you had to address? How have you addressed them? We will know that we have arrived when everyone feels welcome and valued in our workplace and all staff understand the value in having a diverse and inclusive workplace. Currently, there are still some who compartmentalize diversity and inclusion, we all come to the workplace with different experiences and at different levels of understanding and buy -in. As a result, there will continue to be a need to provide information, build the business case, and hold staff accountable. Since everyone is at a different point, success will involve a multitude of approaches. 8. What are your next step(s)2 Develop a customer survey. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Duane Twardokus, IT Director Date: July 10, 2013 1. at goal(s) was selected and why? Develop a community outreach program that will focus on two areas: (a) increase awareness among under- represented youth about the career possibilities in information technology, and (b) provide basic skills training for future job opportunities. This initiative could become a feeder program for future internships in the IT Department. To achieve this goal, the IT Department will coordinate with local resources such as GIAC, ICSD, and Cornell University. Also, we will use material readily available online from reputable professional organizations such as the Institute of Electrical and Electronics Engineers (IEEE), and the Association for Computing Machinery (ACM); and will leverage the resources of organizations that focus on education in scientific and technical fields such as For Inspiration and Recognition of Science and Technology (FIRST). 2. What have you done to incorporate your diversity & inclusion goal into your day to day operations? 1. Reviewed the goal with the department. 2. We actively evaluate the condition of equipment designated for disposal. Any equipment that has components that could be used to build functioning computers is set aside for donation to local groups. 3. We collaborate with local youth services organizations to see if any of our discarded equipment could be usable by them. 4. We coordinate with organizations at Cornell and in ICSD that focus on areas involving science, technology, engineering and mathematics (STEM). With them, we develop programs aimed at encouraging under - represented youth to consider careers in STEM fields. Also, we give them our usable discarded equipment so that they can use it to rebuild computers for donation to local youth services organizations. 5. We provide training and work experience for interns. Our hope is that our collaboration with the Cornell, ICSD and youth services organizations will lead to the formation of a permanent internship for youths from under - represented communities. 3, What specific actions have you taken to meet your goal(s)? 1. During the late spring and summer of 2012, I had separate meetings with Marcia Fort, Dr. Luvelle Brown, Ian Krywe and Cal Walker to discuss possibilities for moving the IT diversity initiative forward. 2. In mid - August 2012, I sent invitations to participate in this initiative to the following student chapters of professional societies at Cornell: National Society of Black Engineers, Society of Women Engineers, Society of Hispanic Professional Engineers, and American Indian Science and Engineering Society. 3. On September 20th, I chaired an organizational meeting that was attended by representatives of the aforementioned groups: Marcia Fort (GIAC), Cal Walker (Village at Ithaca), Dr. Alan Zehnder & Sara Xayarath Hernandez (CU College of Engineering), Jason Trumble (ICSD), Ian Krywe (Code Red Robotics), Valerie Roske, Cecilia Turcios & Robert Lopez (Society of Hispanic Professional Engineers). During this meeting, we clarified our purpose and established some goals for the academic year. Department Head Diversity & Inclusion Report Out Questions Page 2 4. In October, I worked with Sara Xayarath Hernandez (CU Engineering), Bob Walters (DeWitt Tech Teacher) and the student leaders of the National Society of Black Engineers and the Society of Hispanic Professional Engineers to establish a mentorship program between Cornell's College of Engineering and DeWitt Middle School. 5. Early in 2013, the IT Department collected used equipment designated for disposal and sorted out what could be effectively rebuilt into usable computers. This equipment was given to the Code Red Robotics team from IHS so that they could rebuild computers for local youth services organizations. 6. During March, 2013, members of the Code Red Robotics team rebuilt functioning computers for donation to local organizations such as the Village at Ithaca and Southside Community Center. They also donated 2 rebuilt computers for use at Loaves & Fishes to replace their broken ones. 7. In April, 2013, I worked with the Code Red Robotics team to install refurbished computers at the Village at Ithaca for use by students in their programs. 8. On April 19th, the Code Red Robotics team, with assistance from the IT Department, held a "mini -LAN party" at GIAC for middle school and high school students. The purpose was to generate interest in technology careers and to build connections with students currently participating in activities related to science, technology, engineering and mathematics (STEM). 9. In late April, I sent an update to all participants in this initiative to keep them informed about our progress and to thank them for their continued participation. 10. On May 7th, I assisted the Society of Hispanic Professional Engineers with their Family Science Night at GIAC. This program offered hands -on activities for children and their parents with the goal of generating interest in science, technology, engineering and math. 11. The Code Red Robotics team finished installing the computers at the Village at Ithaca in late May. 12. In June, the IT Department was fortunate to have an RIT student volunteer as an unpaid intern for the summer. This intern is a graduate of IHS where he participated on the Code Red Robotics team. 13. In mid -June, I worked with the RIT intern to install a network and set up internet service for use with the recently installed computers at the Village at Ithaca. We also worked with their internet service provider to upgrade the internet service. 14. On June 14, I met with Nia Nunn Makepeace to discuss how we could begin helping the Southside Community Center in the same manner as we assisted the Village at Ithaca. 4. How have you measured your progress toward yout goal(s)? Please see above. By continuous engagement, the IT Department staff keeps the fulfillment of this initiative alive. They contribute time and effort towards this initiative by identifying usable discarded equipment, setting up the mini -LAN party at GIAC, and training our intern. 6. What other departments or entities have you collaborated within meeting your goal(s)? Marcia Fort, Director, Greater Ithaca Activities Center (GIAC) Dr. Luvelle Brown, Superintendent, Ithaca City School District Jason Trumble, Chief Secondary Officer, Ithaca City School District Department Head Diversity & Inclusion Report Out Questions Page 3 Ian Krywe, Technology Teacher and Faculty Mentor to Code Red Robotics, Ithaca High School Bob Walters, Technology Engineering Teacher and Faculty Mentor to Technology Students Association, DeWitt Middle School Cal Walker, Cornell University's Outreach Liaison to the Ithaca City School District, and the Executive Director for the Village at Ithaca Karen Yearwood, Office Manager, Village at Ithaca Dr. Alan Zehnder, Associate Dean for Diversity and Faculty Development, College of Engineering, Cornell University Sara Xayarath Hernandez, Director of Diversity Programs in Engineering, College of Engineering, Cornell University Brandon Gainer, President, Cornell chapter of the National Society of Black Engineers Valerie Roske, Co- President, Cornell chapter of the Society of Hispanic Professional Engineers Cecilia Turcios, Co- President, Cornell chapter of the Society of Hispanic Professional Engineers Robert Lopez, Vice President, Cornell chapter of the Society of Hispanic Professional Engineers The primary challenge has been coordinating the activities of volunteers from many different organizations. We handle this challenge by setting mutually agreed upon deadlines and using electronic communications to send reminders and updates. 1. Work with the Southside Community Center to refurbish their student computer lab. 2. Establish a permanent internship for youth from under- represented communities. The participants would be the primary stewards of the computer labs installed at the Village at Ithaca and at the Southside Community Center. They would receive training and guidance from the IT staff. This arrangement will provide genuine real - world, hands -on knowledge of what it takes to be a computer support professional. 3. Continuously refresh the computers in the student labs at the Village at Ithaca and at Southside Community Center. 4. Transform this community -wide initiative into a permanent community -wide partnership. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: JoAnn Cornish Date: July 8, 2013 (revised 7/25/13) 1. at goal(s) was selected and why? Attribute: Recognition of Organizational Culture and Process Explanation: The City of Ithaca has established a vision for its desired organizational culture and will continuously work to align its culture to support the organizational mission and values and the diversity vision, including helping people with different views to cooperate together to achieve these efforts. The City's senior administration will regularly assess its culture and how this culture impacts the City of Ithaca's ability to achieve its mission and objectives, and to provide guidance for the organizational behaviors and practices that enhance its values, despite divergent perspectives. The goal is to encourage organizational norms and practices that support collaboration, learning from differences, and incorporating the synthesis of divergent perspectives in decision making. To achieve this goal, all employees and volunteers commit to respect and carry out the organizational values through their behaviors and work practices. This includes seeking to develop leadership capability at all organizational levels to promote and reinforce these expectations, providing formal opportunities such as meetings and informational sessions to allow every member of the City workforce to learn about and to appreciate stated values and expected behaviors as shared in relevant documents. The City also desires to provide networking opportunities that enable members of the workforce to engage in mutually beneficial, continuous learning regarding their own identities, worldviews, and life experiences and the impact of these on the culture of the organization. Plan: The City of Ithaca's Mayor, Common Council, its officers and department heads shall develop systems (policies, procedures, rules, regulations, laws, etc.) that are aligned with City statements (i.e. Diversity Statement, Vision /Mission/Values Statement, etc.) Why: As directed by Common Council, the Department of Planning and Development and the Building Department were merged into one department, the Department of Planning, Building, and Economic Development, effective January 1, 2013. In February 2013, all staff members in both divisions were directed to submit a "Job Evaluation and Personnel Goal Setting Exercise for 2013 ". I took this approach as a way to get to know the Building Staff and evaluate their needs and well as a fresh approach to having a conversation with members of the Planning and IURA staff. (For me to conduct standard performance evaluations with Building Division staff would have been premature.) As a department head to 14 additional staff members, I felt it was important to connect as quickly as possible with those that I was now responsible for supervising. With a 100% response, 60 to 90 minute conversations were scheduled and held with staff members in the PB &ED Department. It became abundantly clear from these one on one conversations that the cultures in the two divisions were very different. After numerous discussions with the HR Department, I was able to formulate some next steps for readying both departments for a successful merger. These steps include trainings, but most importantly, these steps require the assistance of outside expertise for effectively blending two distinct organizations, in order to achieve the above stated goals. Together with the facilitator, we will lay out expectations, set priorities, determine tangible results, and work towards an agreed upon timeline in which to implement a plan. For improved working conditions, I continue to have conversations with staff to heighten awareness of biased and /or hurtful words and actions. I have met with staff to lay out expectations for courteous and respectful behavior, to both their coworkers and their customers. I have asked for suggestions on how best to complement one another so that we can get our work done and feel safe and secure in the work place, to act in a professional manner, to do our jobs, and to treat each other with respect. Department Head Diversity & Inclusion Report Out Questions Page 2 For improving public outreach, over the past several years staff has actively worked to include all segments of our community in conversations and discussions. In order to reach the underserved and underrepresented, we have made a real effort to reach beyond the walls of City Hall and take the conversations out into the community. We have had very successful outcomes by holding meetings in local churches, GIAC, Southside, Center Ithaca, the Chili Fest, the Ithaca Festival, Significant Elements, CSMA, TC Public Library, Collegetown, among others. Holding meetings in remote locations not only allows residents to participate in an arena they feel comfortable in and are therefore more forthcoming, but it also allows residents to meet staff so hopefully, they will feel at ease with us. Additionally, we have tried several types of communication tools including hand delivered hard copies, surveys - both on paper and electronic, one on one interviews, creating project specific web sites, and sending information to over 200 list serves. I would like this same level of commitment to be embraced by all staff in both the planning and building division. I What specific actions have you taken tor meet your goal(s)? , • In January 2013, all staff members were directed to submit their 2012 Achievements and 2013 Goals • One on one meetings are held weekly with the Director of Code Enforcement • One on one meetings are held weekly with the Director of Zoning Administration • Planning Division has weekly staff meetings • Building Division has weekly staff meetings • A joint division staff meeting is held monthly • Joint training session have been held; Anti Harassment/Discrimination and Understand to Overcome From the one on one conversations with staff, observations made as opportunities arose, and numerous discussions with the HR Department, I was able to formulate some next steps for readying both departments for a successful merger. These steps include trainings, but most importantly, these steps require the assistance of outside expertise for effectively blending two distinct organizations, in order to achieve the above stated goals. Through a two phase process, current conditions will be identified and assessed through a series of focus groups and then overall group sessions will be designed based on the feedback of the employees. In the full group events, the objective will be to foster healthier relationships, resolve conditions that might impede the assimilation of the two groups and to establish a concrete plan to guide the group's efforts going forward. 4. How have you measured your progress toward your goal(s)? Expectations have been clearly communicated. Behavior is changing but I have come to realize a professional facilitator is needed to identify the core problems and facilitate change. Yes. Mayor's Department, Human Resources, Planning Division, Building Division, Controller Disrespectful behavior, insubordination, unkind /hurtful comments, unwillingness to participate in a productive manner. Department Head Diversity & Inclusion Report Out Questions Page 3 1.) Bring in an outside facilitator to deal with long standing issues and foster a successful merger. 2.) Work with Human Resources to evaluate the effectiveness of the facilitation and determine next steps. Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: John R. Barber 1. What goal(s) was selected and why? Date: July 2013 As the newly appointed Chief of Police, my vision is to work to support the fine men and woman of the Ithaca Police Department and foster a positive relationship between the IPD and the Ithaca Community. One of my immediate goals is to reach out to community stakeholders and meet with them privately to find out what we as the Ithaca Police Department can do to support and enhance the Police /Community relationship. I continue to support the DARE program which educates our younger children in the recognition and prevention of drugs, but also builds strong relationships between the police and our youth. IPD Officers participate in on -going recruitment efforts in our community to reach ALL eligible local candidates that may have an interest in becoming a Police Officer. Given the current fiscal climate, a department that is understaffed, and recent negative publicity, this will be a challenging time to meet the goals of my department and also foster the relationship with IPD and the Ithaca community. However, I am up to the challenge and have set forth the following priorities for my administration for the upcoming year. • Commit to the Ithaca City School District an understanding that positive relationships with our youth and the police start early. I will continue to support the DARE Program and will work with the School Superintendent's Office to push for a full time SRO position within the school in the foreseeable future. I am willing to meet with members of the school board to explain the need, and discuss the positive goals/benefits of an SRO. • I will work to implement a CAT (Community Action Team) to support the quality of life issues which continue to jeopardize the feeling of safety and comfort in some neighborhoods. • I will reestablish and strengthen IPD's ties with local law enforcement agencies so we are providing the best possible resource allocation with the goal of doing more with less. • I will work closely with the newly appointed members of the CPB for accountability of my officers, but also with accountability for the process itself, ensuring better trust from both the community and police officers. • The IPD will continue to recruit eligible candidates that best represent all members of the community for which we serve. • I will establish a West End Police satellite office to better represent the IPD and address issues of crime specifically related to that district. • I will work to create a Professional Standards Division at the IPD. All of the aforementioned goals will strengthen community trust and the relationship between the IPD and the Ithaca Community. Department Head Diversity & Inclusion Report Out Questions Page 2 2. What have you done to incorporate your diversity & inclusion goal into your day to day operations ?, I have established regular personal interaction with the men and woman of the department and have begun to more actively review calls for service and recognize officers for their positive interactions and accomplishments. I have incorporated a system of accountability for our officers with internal investigations, better documentation and more staff inclusion/accountability than ever before in the history of the IPD. [377 What specific actions have you taken to meet your goal(s)2 While I was just appointed permanent Chief, I have already begun to reach out to stakeholders within the community to hear their concerns, either individually or collectively, in an effort to build trust and improve community relations. I have reached out to the TCSD and NYSP and have met with their leaders in an effort to strengthen our departments working relationship, and also to create the concept and vision of the CAT team. I have continued talks with the ICSD Administration to find creative ways to create a permanent SRO in the ICSD. I continue my commitment to our IPD recruitment team and will be meeting with them in the near future to talk about how we can be more creative and effective, especially in our recruiting efforts for the November 2013 police officer civil service examination. My hope is to see a reduction in complaints and to see an uptick in morale. These processes take time, but will be measured. Through the following; • All staff meetings • Attending briefings • Unit head meetings • Labor management meetings • Individual meetings to attain feedback • Policy review Department Head Diversity & Inclusion Report Out Questions Page 3 6. What other departments or entities have you collaborated with in meeting your goal(s)T ICSD TCSD NYSP CPB 7. What challenges have you had to address?, How have you addressed them? Internal morale and trust: relationships can be improved through positive leadership, direction, and accountability. Community relationships: are built with regular interaction and conversations with community members 8. What are your next step(s)? Development of a 5 -year strategic plan for the IPD The creation of a Professional Standards Division Policy and procedure updates and development Meetings with; • Counsel • ICSD Board /members • CPB • PBA • Law Enforcement meetings Department Head Diversity & Inclusion Report Out Questions Note: Please return the completed form electronically to the HR Director by July 15, 2013. Department Head: Liz Vance 1. What goal(s) was selected and why? Date: 7/15/13 The Youth Bureau chose to focus on attribute 5 of the City Diversity Plan - Recognition of Organizational Culture and Process. The goal is to encourage organizational norms and practices that support collaboration, learning from differences, and incorporating the synthesis of divergent perspectives in decision making. Each year the YB Diversity Committee reviews our current diversity and inclusion goals, the work that's been done to reach goals and determines what direction to take next. With changes in staffing (3 retirements, 2 staff moving on), new approaches /focuses to programming, and new city policies and systems in place, 2013 seemed like a good time to assess the culture at the YB. Our goal was to identify strengths, areas we need to improve and to get a sense of our cultural competency. 3. What specific actions have you taken to meet your goal(s)? The YB Diversity Committee created and implemented a staff climate survey. Results were compiled, analyzed and presented to staff. We have held focus groups for all staff and are in the process on compiling that information. Next steps involve bringing all staff together to create a YB strategy /plan that will focus on improving communication, collaboration and acceptance. Our annual all staff meeting and departmental meetings continue to be a good opportunity for us to work on organizational culture and cultural competence. The survey has triggered staff input and opened the door for staff to communicate needs, request changes and make suggestions. Some examples of day to day changes are: a staff suggestion box; a system to review input and implement/communicate about it with staff; establishment of the YB Anti Bullying Policy; and there has been an increase in cross program support and collaboration. Recent staffing shifts have resulted in a very supportive team response from remaining staff. Ongoing diversity and inclusion work has also led to: -The creation of an IYB Diversity Committee that meets throughout the year -A Diversity sub committee which led our participation in the City U20 initiative — we hosted a viewing for staff. -Front office staff work closely with customers and DSS to assist customers with scholarship process - Inclusion is happening at all recreation programming with and without one -on -one assistance - Supervisors and Coordinators utilize new interview and hiring policy to assist with recruiting and hiring diverse candidates and use HR as a resource - Encouragement of staff to attend diversity and inclusion workshops as opportunities arise Department Head Diversity & Inclusion Report Out Questions Page 2 For the 2013 goal staff participation/involvement has been the measure of progress. We have had approximately 98 % participation in the survey and attendance at the focus groups and at the staff presentation. IYB Staff attended an annual all staff meeting where goals and objectives were shared. Written material was also distributed along with the surveys to each staff member. We have used program meetings and emails to keep staff involved and informed about next steps as we complete objectives. We held a special presentation to help staff become aware of the trends /results of the survey and to get feedback. We have worked with Bob Blenn, management consultant, used materials from Cornell, Tompkins County and TFC Associates to help develop the climate survey, focus groups and action steps. We have been learning a lot about how difficult it can be to come up with a good survey and then draw conclusions based on the survey results. Even though we tried to be thoughtful and pay attention to the details when developing the questions, we have found that in some cases the responses are difficult to interpret and draw general conclusions from that can then form the basis for action steps. We are following up with focus groups and a variety of steps to further clarify the survey results so that action steps will prove to be as worthwhile as possible and on the mark.