The URL can be used to link to this page

City Council Packet - 04/18/2023 III _ ■ City of Tigard Tigard Workshop Meeting —Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE APRIL 18,2023- 6:30 p.m.Workshop Revised:Agenda Item No. 3 was added and an AND TIME: attachment to Agenda Item No. 5 was updated. MEETING Meeting will be held in Town Hall, 13125 SW Hall Boulevard,Tigard. See PUBLIC LOCATION: NOTICE below. PUBLIC NOTICE: How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments before noon the day before the meeting. •If attending the meeting in person,please fill out the public comment sign-in sheet at the front of the room and come to the microphone when your name is called. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue.We ask that you plan on limiting your testimony to three minutes. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting.Please call 503-718-2419 (voice) or 503-684-2772 (TDD - Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. . Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible.Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-639-4171,ext. 2410 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). VIEW LIVESTREAM ONLINE: https://www.tigard-or.gov/boxcast Workshop meetings will be shown live on Channel 21 at 7 p.m. The meeting will rebroadcast at the following times on Channel 28: •Every Monday at 1 p.m. •Every Wednesday at 3:30 a.m. •Every Thursday at 12 p.m. •Every Friday at 12:30 p.m. SEE ATTACHED AGENDA IN11 City of Tigard Tigard Workshop Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: APRIL 18,2023- 6:30 p.m. Workshop MEETING LOCATION: Meeting will be held in Town Hall, 13125 SW Hall Boulevard,Tigard 6:30 PM 1. WORKSHOP MEETING A. Call to Order— Tigard City Council B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Public Comment—Written B. Public Comment—In Person C. Public Comment—Phone-In 3. COMMUNITY SERVICE ORGANIZATION UPDATE (FAMILY JUSTICE CENTER) 6:40 p.m. estimated time 4. TIGARD MUNICIPAL COURT ANNUAL REPORT 7:00 p.m. estimated time 5. DIVERSITY,EQUITY,INCLUSION AND BELONGING UPDATE 7:30 p.m. estimated time 6. COUNCIL LIAISON REPORTS 7:50 p.m. estimated time 7. NON-AGENDA ITEMS 8. EXECUTIVE SESSION: The Tigard City Council will go into Executive Session called under ORS 192.660 (2) (e),real property negotiations.All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed.No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 8:05 p.m. estimated time 9. ADJOURNMENT 8:35 p.m. estimated time AGENDA ITEM NO. 2.B - PUBLIC COMMENT DATE: Apri118, 2023 (Limited to 2 minutes or less,please) The Council wishes to hear from you on other issues not on the agenda but asks that you first try to resolve your concerns through staff. This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record The names and cities of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record NAME& CITY YOU LIVE IN TOPIC STAFF Please Print CONTACTED Name e ({e ev Lt4.N)3 City ricA t U I.i iI iSPI ft Also,please spell your name as it sounds,if it will help the s7-14 T 1 1<-1 presiding officer pronounce: 1'l j� 1 I.i rt' ©cam 1J T�Cz' Optional: If you want a response from staff please leave your contact information: Address I� ° 5'`' G:R1=Cf"rgu � City C O R 9 State 0 64- Zip /7 Z z Phone no. or email C.L F L -A-I V4"JD S 61)4 17 41) C Name City Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Optional: If you want a response from staff please leave your contact information: Address City State Zip Phone no. or email Name City Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Optional: If you want a response from staff please leave your contact information: Address City State Zip Phone no. or email AIS-5214 3. Workshop Meeting Meeting Date: 04/18/2023 Length (in minutes): 20 Minutes Agenda Title: Community Organization Update- Family Justice Center Presented By: City Manager Steve Rymer Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This is a monthly community organization update to provide the City Council and public with brief reports on programming and events. For the month of April 2023,the Family Justice Center of Washington County has a presentation. ACTION REQUESTED No action required. BACKGROUND INFORMATION Judy Willey and Rachel Schutz will give a presentation on services and support provided by the Family Justice Center. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Annual Report 20 22 FAMILY JUSTICE CENTER OF WASHINGTON COUNTY 1,1q° PJUSTICE CF��F �•41sy/NGTON LTJ SERVICES , SUPPORT , COLLABORATION , AND CHANGE This past year we saw both dramatic increases in the number of survivors served and the number and types of services provided. These numbers are driven in part by the reopening of public spaces as the pandemic changed,but also by increased and focused outreach in response to higher rates of violence and abuse during the pandemic. In 2022, we intentionally targeted Washington County's rural areas and Latino/a/x communities, increasing rural clients served by 26% and Latino/a/x clients by 67%. Tragically, as incidents of violence and abuse rose throughout the pandemic, so did resulting homicides. In 2022,we saw a 20-year high in murders in Washington County, the majority of which were family violence related. Along with our overall numbers increasing, the kinds of services provided at the Center increased. In 2022 we began offering community training; formed partnerships to distribute more food, clothing, and basic needs supplies; hosted events for survivors and their children; created targeted referral programs for high-risk cases; and added new partners and service providers to our growing collaboration. Combined, these factors led to a significant in increase the number of services provided to each survivor visiting our Center, a central tenant in the effectiveness of the Family Justice Center model. It is also a testament to the collaboration of all the partners offering services at our Center. Our collaborative hosted several events this year to raise awareness, elevate survivors' voices, and support families. For Domestic Violence Awareness Month in October, we held the Gathering of Hope so community members could hear from survivors, learn about our partners and their services, and proclaim as a county our commitment to ending domestic violence. Similarly, for Sexual Assault Awareness Month and Child Abuse Awareness Month in April, we hosted a gallery of survivor art, proclaiming our resolve to end sexual assault and child abuse.We joined together for Shop With a Cop to clothe survivor children for the school year, worked again to procure and distribute tens of thousands of diapers, partnered to provide survivors with Thanksgiving meal boxes, and hosted our annual Holiday Shop to ensure families and children had the gifts they deserve. The Family Justice Center cannot end violence and abuse in our community alone. Not only does it take every individual working together inside and outside of the Center, but it also takes advocacy and systems change to ensure our future is free from family trauma. This year our VOICES Survivor Committee met with officials and lawmakers to share their experiences with systems and to advocate for change.We spoke publicly about the experiences of survivors, called for action, and submitted survivor-friendly legislation to create change for all Oregonians. Together, this past year we worked every day to end the cycles of violence and abuse; provide safety, healing, and hope; and take one step closer to the safer future that survivors, and all of us, deserve. SURVIVORS SERVED AND SERVICES PROVIDED Survivors Served in 2022 SURVIVORS SERVED As abuse escalated through the pandemic, outreach increased and expanded.The FJC served 239%more 1590 2947 survivors in 2022 over 2021. 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 ■Total Virtual •Total In Person •Total Survivors SERVICES PROVIDED Services in 2022 increased dramatically over 2021, 321%.This included the addition of new services to expand support and responsivity. Services Provided in 2022 Advocac, Restraining Orders -45 Counseling Crisis Calls Routed Basic Need Supplies eCourt Community Events&Education ormismommiso 353 Otte. Ia®mi 287 Childca!-- !87 Safety Net Services mimmummilm 281 Law Enforcement immummemi 260 Support Groups 241 Legal Services aasaia 167 Shelter immum. 163 Na\igation ammo +_,:} Total Services: Resource Referrals Imo Client Computer Room ami 1: High Risk Referrals a 2',z, 8344 Hotel it 24 Family Home Visiting 6 Family Law Paperwork 3 0 500 1 ICI 4.4'--; Ffm-4A,-1:-'1.„if-V -L ;:l i:;-1. h C ti- SURVIVOR AND STAFF American Indian or Alaskan Native I S U R VO I V O R DEMGRAPHICS Asian or Pacific Islander II Through targeted outreach to populations disproportionately Black or African ■ impacted, the FJC increased survivors of color served by 81%. Hispanic or Latino White or Caucasian Two or More o 10 20 30 40 CITY OF TIGARD STAFF The FJC provided 215 Tigard DEMOGRAPHICS survivors with 411 services, a The FJC seeks to White 588% increase over last year. represent the 20% populations it serves, 500 including having survivors on staff and 400 as board members. 300 200 Two or More ' � ' �� Latinx 20% ` -, r 60% 100 s 0 Survivors Services ; 811 /0 239 239% 321 % Increase in survivors of Increase in survivors served Increase in services color served in 2022 in 2022 delivered to survivors in 10, 2022 it Au = I, _ hI.. 'g • 11 !� ' . 'r„ i , , i ,fir ;- IiI� �P �,` ; s-',i-.T r'%: a �. y' c z P�„- " s.- .,.map„ h 1". "�, V ,, Zit QJ S `"�` .rt9 '� .fir {y \ _ i�I,.7 , �tt lettf atJ d�" �4G1 t1.ttitj� -f� �-+ cu �:s ,•/ : as ai N-I LI! oak,... ' 137, .a'� �a'.i OiA'' XQYR Y l Ch i_ a l '� ' ,i,,µ4 Nap e .� ; �"Jrr jig` 1 'rJ' �� . r. CA .----.-yy i , t ' I�3 z. f ' ^'1 f Ell 9 q ,� C �� a -+� VJ / 7 1 C3RRY'" ly *�'*r" ti - _ i ,� �y t Y 7 r t''''1. + /t,a - _ Wikii`Q+i 4, O % cip U 1 i';1,.1,a t n `� t li r � . 3 �"", �r\I\t .x ,� 3 b.A v� `K:x •, \ � ® Mt4111 ' 111..11 � I h�.Rr. ,�(s�{)` y�.. Cf J cz . 1 ,... ,.. ..,,, ‘ \ � i.a I, 1 1-4 i s 1 j W 10 r,� 1 1 i‘ i,,) ■ ,..„ rillIi ^9• ` 6(� ;,__,.4,‘,, j a, 447 '��+ �' L / , (il , 121 J gay 4,, }1/' 'r 1�,' i_ -'..` F� ciAr �°!�°7® -� >"`I i dilli; .,7 .. .„,_ '`�ups �,■ ! °i 1 t r .,.,� 'asr+ac.. ,2#47 1 w � 4 .. ,,.,,, , , , ter —��r/ i ua� .47%, r. .$ J r7 Y-... r/�{. l . Tr--.-.1 11 a_d �..Cfl J 7 r. 2261111112511110211 monimmillialionly ®@I. � /c1` ®eye . ; 1 '` �� , �ij � � Ll�" cr (460 O 7 1......I rel � 1� yy A Str ,' a.k 2.. '`., CA Kali , ,�., g.. " If( r `;' Crl"I -111kttie 1-1 r _ CA E: �lintaiiiell r I ii i'it l� Prunu�iEt u. I '/ \ v • 5 t �4i. i-H E I + r r m M, Den Pi+ro et re: TOGETHER WE ARE ENDING THE CYCLES OF VIOLENCE AND ABUSE IN WASHINGTON COUNTY. .4 losTicE 1111.0ip4s ‘) iliNGTotsi c° . Disability _ , Rights OC L aik . • • 0 WO mko vo 6,. , I"''''• Oregon Community Action i Lavv-t_enter , DOMESTIC VIOLENCE NTI.Isot GI- A r-I-- • . ,4t. Q.F-: ....,0°`', aF may SkillBuilders 0 :--...---„,-, -,- RESOURCE ei"t Customized Services for Stronger Families ,Z•s•/.1„ sz....- ? — \0, l'iiefL. 'Tz CENTER 5,,,., SHERIFF -70\ .,..„... ... WASHINGTON COUNTY V I C1-i°M SAFETY EseAVERTory I.. RIGHTS .„, / ,, , , / COURAGE Z COMPASSION h, INTEGRITY N., LAW CENTER ::: ii,‘4, i_l\ — 4100 .0,..... 0 a. .... iX 461. q"."' / ----- /i 1 .k.: - , (1:1111Nik 40T Nor 4 Jl OREGON ..... N • o AbuseRecovery )(Oregon Department ., c of Human Services MINISTRY SERVICES 735 SW 158th Ave sAlit-P 100 wwv-v it_ vtt., i., 0 9700E- AIS-5186 4. Workshop Meeting Meeting Date: 04/18/2023 Length (in minutes): 30 Minutes Agenda Title: Tigard Municipal Court Annual Report Authored By: Emily Oberdorfer Presented By: Municipal Court Judge Emily Oberdorfer and Senior Court Clerk Holly Fenton Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This will be a short introduction to Tigard Municipal Court and our 24th annual court report. ACTION REQUESTED This is an informational presentation. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations: The last report was given in June,2022. ALTERNATIVES & RECOMMENDATION None ADDITIONAL RESOURCES None Attachments April 2023 Municipal Court Report April 2023 Municipal Court Power Point a City of Tigard TIGARD Memorandum To: Honorable Mayor and City Council From: Emily Oberdorfer, Presiding Judge Re: Tigard Municipal Court Report Date: April 18, 2023 I am pleased to submit the 24th annual review of the Municipal Court for the City of Tigard operations to City Council and the City Manager. • About Our Court: We are a court of limited jurisdiction, established by Chapter V, Section 21 of the City Charter. Our Court has concurrent jurisdiction with Washington County Circuit and Justice Courts over all violations and misdemeanors triable in Tigard. We are not a court of record; cases appealed from Tigard are heard "de novo" at Washington County Circuit Court. Currently, the Municipal Court hears traffic violations and violations of City Ordinances. The overwhelming majority of our cases are for speeding and "red light" citations issued through the City's photo enforcement program. • Court Goals: The court's long-standing first objective is to provide an impartial local forum for adjudication of relatively minor cases in a fair, professional, equitable, and efficient manner. In addition, the court strives to promote justice, act as a community resource, and provide education about public safety, Oregon law, and the legal process. In the upcoming year we plan to: a. Increase community engagement through engagement with local schools, participation in city-planned events, and recuring "Judge's Corner" articles. b. Continue to provide court-specific anti-racism training to teammates and the community. c. Reduce the time between a not guilty plea and trial date. d. Appoint a third Judge Pro Tempore to ensure access to justice. • Our Team: a. For the first time since the implementation of photo enforcement the Municipal Court is fully staffed. b. We completed a reorganization which resulted in two promotions from Court Clerk II to Senior Clerks. c. We implemented new training procedures to help ensure a well-rounded team with an understanding of the work we do and the rules and laws that govern our policies and procedures. • Caseload: Between April 1, 2022 and March 31, 2023 there were 17,066, which is 7,148 fewer than the same period the year before. a. More than half the tickets, approximately 10, 465, were for speeding and issued by the photo enforcement system. b. 4,718 of the photo cases alleged Failure to Obey a Traffic Control Device, or "photo red light". c. Citations issued from in-person stops were slightly down from the year before with a total of 1,883 down from 2,104. • Traffic Safety Program: Diversion continues to be a popular option for eligible defendants and helps further the City's goal to improve driver safety. Those who enroll are required to take a class and pay a fee to the court within 90 days. If the participant completes their obligations within the allotted timeframe, the citation is dismissed. No defendant is turned away due to their inability to pay the court fee. 2,602 people completed the program. • Successes: a. We are fully staffed and reorganized tasks and responsibilities to ensure we are meeting deadlines and offering excellent customer service to our community. b. We have fully recovered from the backlog created during the pandemic closures. c. Holly Fenton and Maria Nguyen worked out of class as senior court clerks for six months which became permanent on March 27, 2023. They help handle advanced administrative tasks and supervise the team when Judge Oberdorfer is unavailable. d. We reorganized the physical court office to make the files we work with regularly more accessible and took over a small conference room for storage and a place for one person to work quietly or attend a virtual meeting. e. We have updated our procedures on cases in which people fail to appear or fail to make payment on their payment plan which has resulted in better compliance on payment plans. f. We located and corrected a mistake in the programming of court software that was resulting in overpayment on parking tickets to the state and county. g. We continue to hold"open court" every week to increase community engagement by giving people an unscheduled opportunity to speak with the judge. This is in addition to the scheduled arraignment date printed on their citation. • Team Member Development: Our team works well together,respects one another, and believes the best about each other. We are proud to work for the City of Tigard and support our Community Promises for Excellence and Equity. a. Judge Oberdorfer was elected to the Board of the Oregon Municipal Judges Association for a second time. b. Judge Oberdorfer attended the Anti-Racist Courtroom conference sponsored by the National Judicial College in October, 2022. I will also participate in this year's conference. c. Holly Fenton attended the Oregon Department of Transportation Spring Education Conference in March 2023. d. Holly Fenton is an alternate on the Charter Review Committee. e. Maria Nguyen and Coby Edwards will attend the Oregon Association for Court Administrators in April. (OACA) f. Maria Nguyen was elected vice-president of Membership for OACA. g. Maria Nguyen is currently engaged in Leadership Tigard. h. Diana Lopez has completed every aspect of Court Clerk II training and is competent to handle any task assigned. I invite any questions you may have. Tigard Municipal Court Report to City Council and City Manager, April 2023 --- -_ . CITY OF The 5 E's-Tigard's Community Promise: Equity • Environment• Economy• Engagement • Excellence Tigard About the Court Created by City Charter: • "The Judge shall hold within the City a court known as the Municipal Court for the City of Tigard, Washington County, Oregon." • We have exclusive jurisdiction over all alleged violations of the City Code and share jurisdiction over misdemeanors and violations under state statutes alleged to have occurred in Tigard. • urrently we hear mostly traffic violations and no crimes. Tigard The 5 E's—Tigard's Community Promise: Equity• Environment• Economy• Engagement • Excellence Court Goals • The court's long-standing first objective is to provide an impartial local forum for adjudication of relatively minor cases in a fair, professional, equitable, and efficient manner. In addition, the court strives to promote justice, act as a community resource, and provide education about public safety, Oregon law, and the legal process. • Strive to promote anti-racism and equity within the justice system. m , CITY OF Tigard The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement • Excellence OurTeam _ .. , „, 446 • We worked with H R to � reorganize our team. = - f, , • We have nine total �� q teammates. fir` � . ;�, �7 �. � . :1ilk �.* a • We have new training a , procedures. • We have snacks. �.-, � Court Team April 2023 Tigarcu,,oc : E d The 5 E's—Tigard's Community Promise: Equity. Environment• Economy. Engagement • Excellence Caseload April 1 , 2022- March 31 , 2023 • 17,066 cases total nerlake 99W&Hall Boulevard a iPark RedL.yht& ' az) Over 10,000 speeding tickets Speed Enforcement ,�6, 99W&72nd Avenue issued by the p h oto "`Y 0 y e EV�''„.r, � SpeedEnforcement enforcement system.. • 4,718 for "red light" violations. S.,wanndec.,Tigard • In-person stops were roughly 4 >V fianita RCS Bon�ta Rd 1RR,V V 3. m 99W&Durham Road f`.. e g Light Total filings down about 7,000. c9va` Enforcement • CITY OF The 5 E's—Tigard's Community Promise: Equity• Environment• Economy• Engagement • Excellence Tigard Traffic Safety Education Program • Helps improve driver safety. • May reduce the financial burden for some defendants. • Promotes equity. ▪ Currently, we refer people to a third-party vendor for an online class although an in-person option is available. • 2,602 successful participants. Tigard The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement • Excellence Successes: • We have fully recovered from our COVID- 19 backlog. • We reorganized our space to increase productivity. • We updated our procedures regarding failure to pay and failure to appear cases which has resulted in better compliance. • We located a programming error that resulted in overpayment to the County and State on parking citations. Tigard The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement• Excellence Team Member Development: • After working out of class for six months, Holly Fenton and Maria Nguyen became Senior Court Clerks. • Judge 0 attended the Anti-Racist Courtroom conference sponsored by the NJC. • Judge 0 elected to OMJA Board and Education Committee • Holly, Maria, and Coby Edwards have or will attend a professional conference this year. fitt TCITVOF -- - --- ------ --__ __._. igard The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement• Excellence Team Member Development Continued • Holly is an alternate on the City's Charter Review Committee. • Maria was elected vice-president of membership for OACA and is currently engaged in Leadership Tigard. • Diana Lopez has completed every aspect of the Court Clerk II position and is competent to handle any task assigned. Tigard The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement • Excellence What's Next? • Tigard Specific Traffic Safety Program? • Become a court of record? • Expand photo enforcement? • Begin process of becoming a court of record? • Explore taking criminal cases? CTY OF - Tiga rd The 5 E's—Tigard's Community Promise: Equity • Environment• Economy• Engagement • Excellence Thank you for the opportunity to appear this p Y pp evening. I welcome your feedback and questions. s The 5 E's—Tigard's Community Promise: Equity• Environment• Economy• Engagement • Excellence Tigard AIS-5202 5. Workshop Meeting Meeting Date: 04/18/2023 Length (in minutes):20 Minutes Agenda Title: Diversity, Equity,Inclusion&Belonging Update Authored By: Kurt Jun Presented By: Kurt Jun Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The City Council has established equity as a foundational pillar for our success as an organization in serving each other and our community. Previously, equity was included as a key component of the Community Promise (5 Es) which guides the entire organization's work to advance our strategic vision, City Council goals, and accomplish our daily work. This was reinforced most recently in the development and adoption of the City Council's 2023-2025 goals. To build upon the City Council's expectations and commitment to equity,we propose an "Equity Commitment Declaration" for the city organization along with the previous Anti-Racism Action Plan which was updated and retitled the Racial Equity Action Plan,and put into action.These transformational documents seek to address systemic issues of racial equity and implicit bias and were recently provided to all teammates. The Equity Commitment Declaration translates our values and demonstrates our pledge to be an inclusive and equitable workplace.This City Council declaration will affirm our commitment to advancing equity and inclusion among our employees,stakeholders and customers to be prominently displayed as a core to the success and sustainability of the organization. Another important City Council action was supporting the hiring of the City's first Diversity,Equity, Inclusion, and Belonging (DEIB) Manager.We are fortunate to have Mr. Kurt Jun in this pivotal role as a member of Team Tigard. Mr.Jun will play a key role in the implementation of a broader strategic plan for DEI for Belonging. He completed an organizational behavior assessment report early this year and developed strategic efforts in our Community Promise for equity and belonging both internally within the organization and externally to the diverse communities we serve. ACTION REQUESTED •Review the attached program update •Review and discuss City of Tigard's "Equity Commitment" Declaration •Review and discuss the Racial Equity Action Plan BACKGROUND INFORMATION As stated in our Racial Equity Action Plan, "Putting the values of racial equity into practice will require changing the way the City works." This includes how "our city government makes decision; services and programs are delivered;we engage with everyone; success is measured;we invest; and we balance our approach." Advancing equity is the responsibility of the City Council, City Manager,Leadership Team, managers, and all Tigard teammates. To advance our collective efforts to be a team where all teammates feel like they belong, the Racial Equity Action Plan has three strategies: Cultivate an Inclusive Culture, Develop and Utilize Shared Tools and Resources, and Bias Towards Action and Continuous Improvement. To achieve racial equity through dismantling institutional racism,Mr.Jun serves as a strategic partner and resource for our organization. Our goal is to foster a culture of teamwork and communication by working in collaboration and treating teammates with respect,dignity, and maintaining an open mind to diverse voices and ideas. In partnership with all of his teammates,Mr.Jun will coordinate daily operations around the DEIB program and will plan,implement, and provide ongoing coordination to achieve success in making Tigard a more equitable city. The current research findings,updates and recommendations to the Council are as follows: 1. Common language embraced by the entire workforce 2. City Council Equity Commitment Declaration 3. Creation of a Diverse Workforce Development Plan 4. Professional development opportunities for management in DEIB awareness, competencies and proficiency Impacts (Community, Budget,Policies and Plans/Strategic Connection) These recommendations are intricately connected to the City Council goals and achieving the vision in the Community Promise.Our collective work will positively influence the City's workforce culture and attract and retain diverse talent, as well as impacting the diverse communities we serve with our operations, programs,projects and services. ALTERNATIVES & RECOMMENDATION City Council may recommend feedback,thoughts and comments to the City Manager and DEIB Manager. ADDITIONAL RESOURCES Attachments DEIB Update Racial Equity Action Plan SUPPLEMENTAL PACKET FOR AP-r.1 (DATE OF MEETING) City of Tigard Diversity, Equity, Inclusion & Belonging Program Management Update tt4. "Embracing the inherent valueof every person " TIC ARD $ Program Management Update Overview • Introduction • Strategic Themes & Foundations • Commitment to Equity Statement • Racial Equity Action Plan • City & Workforce Demographics • New Initiatives & Focus • Closing Thoughts Tigard:An equitable community that is walkable,healthy,and accessible for everyone. TI G A R Introduction ■ Diversity, Equity & Inclusion for Belonging (DEIB) > Sta rti ng with WHY? 1 . The Moral Imperative 2. The Business Imperative 11 I Tigard:An equitable community that is walkable, healthy,and accessible for everyone. T I G A RD Strategic Themes & Foundations • "Why is DEIB important?" • "What do we mean by DEIB?" • "What is CoT's vision and values for DEIB?" • "How does DEIB relate to my work?" • "I" am the 'I' in Inclusion" • "How does DEIB help my professional development?" • "Who is our customer and what will be their experience?" • "Where do we go from here with DEIB?" 11 a Tigard:An equitable community that is walkable,healthy,and accessible for everyone. TI G A R n Strategic Themes & Foundations • Clarity "Why is DEIB important?" • Common language "What do we mean by DEIB?" • Commitment "What is CoT's vision and values for DEIB?" • Connection "How does DEIB relate to my work?" • Culture "I" am the 'I' in Inclusion" • Careers "How does DEIB help my professional development?" • Community "Who is our customer and what will be their experience?" • Challenge "Where do we go from here with DEIB?" !Pi Tigard:An equitable community that is walkable, healthy, and accessible for everyone. T r G n R D Commitment to Equity Statement • Our Strategic Vision • "Tigard: an equitable community that is walkable, healthy, and accessible for everyone." • Our Community Promise's 5 E's • The lens through which we will evaluate and implement all our actions: 1. Equity: WE will ensure just and fair inclusion where all can participate, prosper, and reach their full potential. 2. Environment: WE will embrace... 3. Economy: WE will be responsible... 4. Engagement: WE will involve... 5. Excellence: WE will set high standards... Tigard:An equitable community that is walkable, healthy,and accessible for everyone. II G A R D Commitment to Equity Declaration Equity Statement - Advancing Racial Equity, Diversity & Inclusion The City of Tigard is committed to advancing equity for all. We strive to become a more equitable, inclusive, and diverse place to work, live and visit. The work of equity aims to eliminate barriers and address social and economic disparities by recognizing those who have been excluded from the decision making process. Equity is the pursuit of equal outcomes for all. The City recognizes that people of color and other communities continue to be marginalized and excluded — both intentionally and unintentionally - from constructing the institutions that govern our lives and the services we depend on to protect our health, safety, and well-being. We further acknowledge that structural and cultural barriers disproportionately impact access to, and representation in, City government. The City has a critical role to embrace the inherent value of all people and create a sense of belonging for all people. We must be inclusive in developing and implementing policies to ensure that City services are responsive to race, ethnicity, gender, sexual orientation, ability, religion, and other individual identities. (continue to next slide) Tigard:An equitable community that is walkable, healthy, and accessible for everyone. TIGARD — Commitment to Equity Declaration Equity Statement - Advancing Racial Equity, Diversity & Inclusion To realize our strategic vision and community promises, the City of Tigard commits to integrating equity into the operational fabric of how we conduct business and the delivery of public services in pursuit of equal, fair, and just outcomes for all. We acknowledge that lack of equity, particularly racial equity, is the pervasive and predictable indicator of disparities and thus essential to bridging the gaps to provide exceptional public services - and to creating an inclusive and safe work environment for everyone. Therefore, we will lead the diversity, equity and inclusion work with race explicitly, not exclusively, because "as local and regional government deepens its ability to eliminate racial inequity, it will be better equipped to transform systems and institutions impacting other marginalized groups" (GARE). We aim to continuously monitor and improve not only the diversity representation of our workforce, inclusion of our work environment, and equitable access for all employees but diversity and inclusion in the greater community and equity outcomes and impacts of our work for the diverse communities we serve. 11111 Tigard:An equitable community that is walkable, healthy, and accessible for everyone. TIG ARD Racial Equity Action Plan • Why race? • The Pervasive & Predictable Indicator • The Data Analysis — our communities • The Data Analysis — our workforce Tigard:An equitable community that is walkable, healthy,and accessible for everyone. TI G A RD Racial Equity Action Plan City of Tigard Population Population Workforce Workforce Workforce Management Management Management Demographics Total % Total % Delta % % Delta Total 54,539 100% 352 100% 70 White 36,699 67% 283 80% +13% 61 88.5% +22 Hispanic 7,442 14% 22 4 --,41111111111 Asian/Pacific Islander 5,359 10% 18 5% -4% 2 11.13111101.1111. 2 or more races 3,485 6% 23 6% 0% 0 0% -6 Black 1,080 2% 3 0 0% -2 American Indian/ 251 .04% 3 1% +1% 31M +4 Native Alaskan Census 2020 data complied PSU Population and Research Center I Tigard:An equitable community that is walkable, healthy,and accessible for everyone. TIGARD New Initiatives & Focus • Strategic Plan for Equity • Structure & Alignment • Diversity Education & Training • Courageous Conversations About Race • Key Performance Indicators (KPIs) • Diverse Workforce Development Plan • Equity Mapping Solutions Project Team • Diversity Conversations Toolkit for Managers • Racial Equity Toolkit • Performance Evaluations Review Tigard:An equitable community that is walkable, healthy, and accessible for everyone. TIGARD Closing Thoughts Answering the "Why?" "Embracing the inherent value of every person." Tigard:An equitable community that is walkable,healthy, and accessible for everyone. T I G A R t' RACIAL EQUITY ACTION PLAN , *Is k i 1 OP — . . N • 3g[MN ' • . . — , - -.1,;•;*, V'- .111f ^ . -,........1.-- - .10.'"''' -,- .,,,,,,..t*... -„, i .. NOSE API\ _ . - '- ., .., r 04- . , ---.4.iit,fai 44 ' . m160' ' ''' I. it •.:, - ' 7' ' , * ,' ,k I , '` '''', . ',..-- , PIrI. ' - -P lir{-7,1.; -. ... 1111."''. ' • 1 „ f xi— . .4 ' ° • •, - _ .7.:. . 0...• i:.-, \ . -... ,=° .1_ 0 k • \ ; - .. ; ' 1p - ... _ ... ,..„„„,..... i ...., ,,,, ...., . ...: .,,,,,.. . .„.... ,.. .... _ . _. . „ . ....,_ ....... \ _, ... 4 . .... ....,.- . „__.,„..,....., , . ko - - ..--- I -‘41116 . .. A r r ask 1,0. - • CITY OF e Tiga ru .....„, .....„ „::4,... ,, ...,,. , MI NI -...' t • •+ '' '"OW14 -4,), ... . . , ei,;41-i;-,4k3-1 Our Story Developed in partnership with Kimberly S. Moreland, Moreland Resource Consulting LLC, and Terra Wheeler Our Story is a continuum of a journey that began many years before Wilson M.Tigard,the City of Tigard's namesake, settled in the region later incorporated as the City of Tigard.As a part of the City of Tigard's Racial Equity Action Plan,we are committed to sharing a holistic story about our history that includes all voices and communities,especially those who have been overlooked or forgotten. Tualatin Kalapuya Oregon Resettlement & Our Story begins with the Atfalati people of the Tualatin Racist Laws Kalapuya,who lived throughout the Tualatin Valley,including the Before becoming a state,a provisional government was location of current-day Tigard.Chachimahiyuk was the Atfalati formed in 1843.Black exclusion laws in the Oregon Territory, village closest to contemporary Tigard. enacted between 1844 and 1857,were created to quell White Disease brought by colonizers in the 1700s and 1800s ravaged settlers'fear about Black and Indian hostilities and evolved the Tualatin band of the Kalapuya.In 1830,over 1,000 Tualatins into policies that severely stalled Black emigration in Oregon. Congress passed the Donation Land Claim in 1850,which lived in the Tualatin River Valley,but by 1855,only 65 remained. allotted 320 acres of land to every white male,including those In 1856,after the passing of the Willamette Valley Treaty,the U.S.government forcibly moved the remaining members of the with mixed indigenous backgrounds,and doubled that amount tribe to the Grande Ronde Reservation.Today,descendants for married couples. From 1840 to 1860, 53,062 non-Indigenous of the Atfalati and Tualatin Kalapuyans are members of the resettlers traveled to Oregon.1 This led to the displacement of Confederated Tribes of the Grand Ronde. Native people living in Oregon.' In this region of Oregon,the land was forcefully ceded from the Tualatin Kalapuya. s t<tZ ' - s ` ITLI+571 :WilOregon's Black exclusion law,the forced removal of Native Il, f 5....•;a'.._., ',thy V r t ?`' ill Americans,and the race-restricted Donation Land Act had a 1 r} v i X l7'.9T'''':;:‘,74, 1-!:: '„ , "N Y °o 1 Ar, longstanding impact on the social,economic,and geographic '�4 ftitli !! ,, a t ►: ••. reality of all Oregonians. 12 (( ( TAI p llhh Cn W F �" `� '.---z-* f3 - 'f' O IJ ( > � t md1 i ( NT N I // r �f1��t ��k'mr Caw,n Way �a1 oi k. D 6 A : - I m� : f� U .._a1': r • . z. . "''''' i B A �E ,. It rt).- '•' z AT'3AA A i �e..... . t t 17 _A. i' t f C�,e.4 ,C,, �//�S., „ i loos ra � e .r t iiau` ''":7,,,,:' .a� I ? thot V"4.-14. f- W'1 kV 6 y E Oregon Territory 19th Century 1 Kenneth R.Coleman.White Man's Territory:The exclusionary intent behind the 1850 Donation Land Act.(Portland,Oregon.Oregon Humanities, April 2018. 2Oregon Encyclopedia glossary defines resettlement and resettlers as non-indigenous residents who came to Oregon from about 1840 to 1859. Resettlement describes the non-indigenous displacement of Native people and counters the mistaken idea that Oregon had not settled people prior to migration on the Oregon Trail. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 1 Our Story Our Beginnings Wilson McClendon Tigard The earliest land grant issued in the Tigard Wilson Tigard politically aligned with abolitionist emigrants from area was recorded in 1847. In 1850, Indiana,who settled in the area in 1850.The group included the land claims were donated to the Fanno,Baxter, Bryant,Hicklin,and Denny families. It is essential Richardson, Hicklin,and Graham to note that Oregon's Black exclusion laws were modeled by families.Wilson McClendonCiit.A pre-Civil War Black laws enacted in the Old Northwest territories. Tigard and his wife—the City of Between 1813 and 1815, Indiana's legislature passed a measure Tigard's namesake--were among three times to exclude all Blacks from entering the state.4 the post-1850 emigrants.They 't Tigard and his fellow migrants from Indiana were true traveled to Oregon in 1852 and abolitionists,and a few participated in the underground railroad. paid$100 for 320 acres of land.3 I What set them apart from other political parties in Oregon IRterritory was their support for the admission of free Blacks into Washington County formed the i 41110 the Oregon territory. Butte election precinct in 1855 and was divided into east and Wilson M.Tigard ,, ,� ,,mow,,,; west precincts in 1876.The earliest appearance of East Butte x w ;, appeared on the 1880 census. Per Charles Tigard's request, East � Butte was renamed Tigardville in 1886. Later,when the railroad " came through,it was shortened to Tigard in 1907 because there • .a„ was already a"Ville"(Wilsonville)on the route. q - .' ` =t, y ' .^,- 1k y 1 1 r ? ` '' r' s MK 1 isagm7 :f via c �. �° .-� II- at'3 1 "-*" 1� .'e":-.. A]ate �, 044 1 irt. 4. al . *:' :Y1.474:". ,-, t*;'• 4. 1/44 , East Butte School-1896 Settlers in Oregon-1900 3 Paul Bourke and Donald DeBats.Washington County:Politics and Community in Antebellum America.Baltimore and London:The Johns Hopkin University Press,p.77. 4 William Lorenz Katz.The Black West,Third Edition,Revised and Expanded:A Pictorial History.Seattle:Open Hand Publishing Inc.,1987,p.54. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 2 Our Story Hidden History Embracing Tigard's Growing Diversity Wilson M.Tigard,his wife, Mary Ann,and their children's During World War II,the Hasuike,Sunamoto,and Hayashi extraordinary legacy are entrenched in the development of families joined 110,000 Japanese Americans from the west coast Tigardville,transforming it from a farming community to a small that were given the choice of migrating several hundred miles town.Their achievements are visibly preserved by historical inland or be temporarily placed in Assembly Centers before landmarks,such as the John Tigard House.However,little is being incarcerated in concentration camps.5 The Hasuike, known about non-white families who settled in the area. Future Sunamoto,and Hayashi families migrated to Vale,Oregon documentation of these stories provide an opportunity to where a Japanese friend helped them find 70 acres to rent. understand Our Story and inspire a sense of belonging for all Fortunately for the Hasuike family,Joseph Herman Baggenstos, community members. founder of the Baggenstos Farm Store,maintained their farm until they returned after WWII.6 Unfortunately,most Japanese 413 Have a piece of history you would American incarcerees lost all their land and possessions during like to share? incarceration. In 1945,after being released from prison,Torazo bought 40 more acres adjacent to the farm.The property was Contact Us placed in the name of their eldest son,Yoshina because non- www.tigard-or.gov/feedback citizens were restricted from purchasing property. Many are unaware of early Tigard's Japanese farmers,Hasuike, Shinichi and Shigeko Hayashi moved to Tigard from Beaverton Sunamotos,and Hayashi families who were forced to leave in the 1940s,and leased 60 acres of farmland.Their daughter, their farms during WWII. In 1909,Shinzo,Torazo,and Ryozo Toshiki,was enrolled in Tigard High School when Pearl Harbor Hasuike purchased 40 acres on Beef Bend Road to grow fruits was attacked by Japan in 1941.Shortly after,the mother of and vegetables for the market.Torazo's wife, Misao,and brother, Toshiki, Liala Wolf,took Toshika to clean out her locker. In 1942, Isamu,arrived in Tigard from Japan in 1911. In 1918, Ryozo and the family relocated to Vale,Oregon,lost their farmland,and all Shinzo Hasuike died during the flu pandemic.Survivors,Torazo their possessions. and Misao,raised eight children in Tigard and bought a farm at 135th and Walnut Street. w . : ". 'r s - a 1 Hasuike Family Farm F p 41 Steve Hasuike Left Back Row Yearbook PhotoVP mi _ Hasuike Family 5 Densho Digital Repository_Ask a Historian, 6 Peterson,Tigard,page 80. 7Densho Digital Respository_Toshiko Hayashi Oreal Interview. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 3 Our Story Tigard's Racial Demographics Racist practices, policies,and laws have a lasting effect on Oregon's racial diversity.Incorporated in 1961,the City of Tigard participated in the 1970 census,which provided a glimpse of Tigard's racial and ethnic breakdown. From 1970 to 1980,the city doubled in size. In this same period, Hispanics,Latinos,and the Asian or Pacific Islanders population nearly tripled. The census race and ethnicity count has changed over time.The table below shows two significant changes: populations of Hispanic persons starting in 1980 and multiple race persons beginning in 2000. • Tigard's 1970 — 2020 Racial & Ethnicity Census Data 36,669 1 35,460 33,317 ],442 Total Tigard 6,106 Population 27,268 5,359 Count By Year ,686 13,728 3'827 3690 •2020:54,509 5 276 2,487 231 •2010: 48,035 981 •2000:41,223 ♦ 1,080 224 13,544805 ,5 0 •1990: 29,328 772 12 :::;: 1,004 443 N/A 213 196 278 N/A 52 251 79 N/A 111 7 211 69 /11111 176 N/A 400 85 40 0 N/A llill r WOO 4.0 7 40N/A W White Black or American Asian or Some Other Two or Hispanic Alone African Indian or Pacific Islander Race More Races or Latin American Alaska Native Values: • 2020 • 2010 • 2000 • 1990 • 1980 * 1970 Census data complied PSU Population and Research Center Movement Towards Racial Equity Realizing Racial Equity Vision & Strategies Today,the City of Tigard has become home to increasing populations of people of color who are displaced and priced out of Portland and other high-rent areas.The city's recent efforts to become a more welcoming and inclusive city are needed more than ever.The City of Tigard,one of the oldest unincorporated communities in Oregon,was founded on a staunch belief and tenacity to preserve what community members believed was right.Today,our Racial Equity Action Plan can rekindle the innovative spirit of the Tigard family legacy and direct that energy towards dismantling structural racism, promoting wealth creation,and achieving our racial equity vision and strategies. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 4 Our Framework 3 STRATEGIC PRIORITIES STRATEGIC THAT SUPPORT OUR VISION IS I O N Set the standard for excellence in public service and MI customer experience. Tigard: An equitable community that is Create a well-connected,attractive, walkable, healthy, and and accessible pedestrian network. accessible for everyone. 3 Ensure development and growth support the vision. IA EQU1 ENGAGEMENT WE will ensure just and fair WE will involve all inclusion where all can voices in our community COMMUNITY participate, prosper, and while building trusting reach their full potential. relationships. PROMISE FNvIpoNmENI EXCELLENCE The lens through which WE will embrace sustainability ir WE will set high we will evaluate and to improve our natural standards and strive implement all our actions. resources and the livability of to exceed community our community. expectations. WE will be responsible stewards of the community's financial resources entrusted to us. OUR OMMIT T OUR SHARED LANGUAGE The City of Tigard affirms our commitment to Our Diversity, Equity, Inclusion, and Belonging becoming a racially equitable city. We have Glossary is a living document with the goal of zero tolerance for any form of harassment or helping build shared understanding between discrimination in our workplace and in any work- teammates. Any Tigard team member can related environments, including our presence on contribute,view,and use the Glossary in ways social media. they find valuable.The Glossary is available in Teams "Citywide", "Inclusive Tigard" channel. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 5 Our Promise Racial Equity Means To... Close the gaps so that race does not predict one's success while also improving outcomes for all. Close the Gaps... Ensure Just and Fair Inclusion... We center communities of color to target improvements for Our focus is on four forms of racism: those most burdened by racial inequity. Institutional Interpersonal Individual Individual Racism - II . : Internalized Racism lies within individuals. - occurs within These are private beliefs and biases about race that reside institutions. It involves unjust policies,practices, inside our own minds and bodies.For White people,this procedures,and outcomes that work better for White can be internalized privilege,entitlement,and superiority; people than people of color,whether intentional or not. for people of color,this can be internalized oppression. Example:A school district that concentrates students of Examples:prejudice,xenophobia,conscious and color in the most overcrowded,under-funded schools with unconscious bias about race. the least experienced teachers. Interpersonal Racism occurs between is racial inequities individuals.Once we bring our private beliefs about race across institutions,policies,social structures,history, into our interactions with others,we are now in the realm of and culture.Structural racism operates when a system interpersonal racism. of power with multiple interconnected,reinforcing,and Examples: public expressions of prejudice and hate, self-perpetuating components results in racial inequities microaggressions,bias and bigotry between individuals. across all indicators for success.Structural racism is the racial inequity that is embedded in our history,culture,and our economic,political,and legal systems. Example:The"racial wealth gap,"where Whites have many times the wealth of people of color,resulting from the history and current reality of institutional racism in multiple systems. Source:www.raceforward.org/about/what-is-racial-equity-key-concepts CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 6 Our Work Ahead Home &Family r Hiring& Pre-Natal o Promotion ED a Today,in the United States,structural &Early F EE �., racism drives outcome gaps between ' 3: ®°V uktwi 44111144\ people of color and White people across everyla indicator for success,from birth Higher Education Profound _ Wealth to death,from infant mortality to life Outcome Gaps expectancy.The multiplied effects of these structural drivers create deeply entrenched racial inequity.To achieve Life K-12 racial equity,we must transform our Expectancy Health Justice I. institutions and structures. (.4 A___1—z . ' ) Irli— Community Snapshot Population 55 854 • • 0 • * Bachelor's fl T 44• 3% Households Language Other with Broadband Than English 19% Subscription Spoken at Home Persons in Poverty " 17•5(1/4 Median Q 7.8°"° HousolsOwnedBy Household Income P$86,757 Median Monthl \,8. $-___��-�-_ $2,085 Homeowners Mortgage Cost �� Source:Census Bureau 2020 To See Race Data From Our Community National Washington County The Government Alliance on Race p;r; �. _p The Coalition of Communities of 0 !.�.; '❑ and Equity Communications Guide 41q - Color Leading With Race Report qt + � �.tr www.racialequityalliance.org/tools-resources/ $ k�� www.coalitioncommunitiescolororg/ �'Ato • ; communication tools ' ' leadingwithrace ❑ . . CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 7 How We Achieve Our Racial Equity Vision To become a racially equitable and multicultural institution we aim to dismantle barriers across our organization and build a more inclusive and representative workplace at all levels that embraces diversity,calls out discrimination,and puts equity at its heart. Everyone has an opportunity to support and �. 7 • , ;. f,. ''''."• ,. 6 move racial equity work forward. The City i, ` ii; 4 f `` c"r-- I '' Council sets policy direction, the City Manager U. t ' , E, - °°- h ; � . and Leadershipprovideguidance andsupport "� zI . z: :` ' uPPot � � ii 1 to implement, the Diversity, Equity, Inclusion, ti and Belonging team build, connect, and r . communicate workingalongside all Tigard t I 'J 9 9 r Utile l�" teammates whose work has a direct impact on t ' lr't making our community equitable. Al. ' ; - - - " ` -�- WHAT ._ WHEN Putting the values of racial equity into practice will Continuous improvement is at the core of our require changing the way the city works: racial equity journey.Therefore,some actions in our city government makes decisions this plan will be ongoing while others have specific ► services and programs are delivered timelines for completion. HOIltf ► we engage with everyone ► success is measured ► we invest By 2025 ► we balance our approach TASK hort Term Mid Term : 1 Long-Term 023 2022025 PROCESS RELATIONSHIP I I 1 ■ We will move We will regularly We will forward together celebrate our wins and disagree with consistency examine our failures productively. and commitment. with open minds. We will care about We will our impact,not just feel seen, our intentions. Increased inclusivity and safety. People of color valued and will be hired heard. and stay here. Jamboard Exercise August 2021 CITY OF TIGARD • RACIAL EQUITY ACTION PLAN « Page 8 Our Strategies Cultivate an Develop and Utilize Bias Towards Action Inclusive Culture Shared Tools and and Continuous Create a workplace Resources Improvement culture where racial equity is valued and is Dismantle the institutional Pursue policies and operationalized. barriers that create programs that can be disparities and inequities by implemented right now, race and income. as a way to develop our Diversity, Equity, Inclusion, and Belonging practices. Action Plan Process Research & Preparation Information Gathering Source:Government Alliance on Race and Equity The Action Plan Includes: ACTIONS —Efforts we will pursue to achieve our strategies. TIMELINE —Ongoing and Short term — by 2023, mid-term —by 2024,and long-term —by 2025. GUIDE —Responsible for guiding conversations and empowering team members to complete our actions. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 9 Action Plan Cultivate an Inclusive Culture Oa Create a workplace culture where racial equity is valued and is operationalized. ACTION TIMELINE GUIDE Increase diversity among city leadership, Human Resources, teammates, and volunteers. Mid-Term Leadership Develop an ongoing Tigard Diversity, Equity, Inclusion, and Belonging Leadership, Training Program that includes tools, protocols, Short-Term Human Resources, and information specific to Tigard for all DEIB Internal teammates, middle managers, and supervisors. Publicly acknowledge the disproportionate impact of city policies Short-Term Leadership on communities of color and be intentional about transparency and communication. Support structured internal team efforts to build an inclusive culture for Ongoing Leadership city teammates. CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 10 Action Plan Develop and Utilize Shared Tools and Resources Dismantle the institutional barriers that create disparities and inequities by race and income. ACTION TIMELINE GUIDE Build an equity framework Short Term Leadership that includes a Racial Equity Toolkit. Use a racial equity assessment tool in decision making. Ongoing Leadership Adopt tools and protocols for critical conversations to create shared Short-Term Leadership understanding and belonging. Create an equitable engagement guidebook. Long-Term Communications Create shared understanding around the Human Resources, informal and formal ways of addressing Ongoing Leadership, interpersonal racism at work. DEIB Internal Team Create a shared repository for baseline equity data to inform decision making. Mid-Term City Management, IT CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 11 Action Plan Liui Bias Towards Action and Continuous Improvement •:• Pursue policies and programs that can be implemented right now, as a way to •�''' ` develop our Diversity, Equity, Inclusion, and Belonging practices. ACTION TIMELINE GUIDE Have an external review of Tigard's practices and culture as it impacts DEIB. Short Term City Management Review all program and service areas for Leadership, practices that perpetuate institutional racism. Ongoing DEIB Internal Team Prioritize reorienting services, programs, projects, and practices toward Mid-Term Human Resources, racial equity policies. DEIB Internal Team Reprioritize resources and invest in racial equity City Management, initiatives that influences budget decisions. Ongoing Leadership Review existing performance measures City Management, and apply an equity lens. Short Term Leadership CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 12 References Website/Weblinks Books & Articles "Indigenous History of Oregon:The Tualatin Kalapuyan," Paul Bourke and Donald Debats.Washington County:Politics and pacificu.libguides.com/c.php?g=1050460&p=7625221 Community in Antebellum America. The John Hopkins University Press:Baltimore and London,1995. Sean Garvey,"Tigard," www.oregonencyclopedia.org/articles/tigard/#.YjpaD5rMK71, Kenneth R.Coleman.White Man's Territory:The exclusionary 2019. intent behind the 1850 Donation Land Act. Portland,Oregon: Oregon Humanities,April 2018. Henry Zinck,"Tualatin Peoples," www.oregonencyclopedia.org/articles/tualatin_peoples/#. Coalition of Communities of Color,"Leading with Race,"2018. YjpaL5rMK71 Greg Noakes, "Black Exclusion Laws in Oregon,"Black Exclusion Oregon's-Racist-Timeline-Summary_2020.pdf Laws in Oregon(oregonencyclopedia.org). cpb-us-e1.wpmucdn.com/blogs.uoregon.edu/dist/0/15213/ files/2020/09/Oregons-Racist-Timeline-Summary_2020.pdf Mary Payne.A History of Tigard.January 1,1982. "Sean Garvey,Facebook Response" Barbara Bennet Peterson, Ph.D.Images of America:Tigard. www.facebook.com/TigardPublicLibrary/posts/librarians-at-work- Arcadia Publishing:Charleston:South Carolina,2013. we-love-local-history-/2083430511683145 Home I Densho Digital Repository Online Newsletter ddr.densho.org Barbara Sherman.Nearing the century marks,Curtis Tigard reflects on his namesake city.Tigard Times,May 27,2009. `Task, Process,Relationship'Concept Alanna Hein Nancy Jean Chapman.The Hicklin Family in Oregon.Tigard Hein Consulting Group Historical Quarterly,Winter 2020. heinconsulting.org CITY OF TIGARD • RACIAL EQUITY ACTION PLAN • Page 13 RACIAL EQUITY ACTION PLAN APPENDicEs Ak_ ic IL a 1 I g , . , ,._ „.„6„.,--.,.-..., ‘.. . . ..._ .`1,. ,,• : 2 -',. ''-•-'' -N.), , i',1,4.- :',-,Z ‘\144,1 :, . - - - e • p.,.---- . 4 . -1 . ........ , •., , i -44011110.1°E-'-' 4 ' .,, , • i \;.. .. '11-- -, „ --- ... , 4, , , , - - , . . ..„,.. .,. ,..,,. .0, . 40 _If ,. vA `+.., . 'lb lioNttlikw •''' i ... . i , ... ate - r ..-- , .„ .7, I 44 • ;kW-7 '''''..77f*S.: 1-, *-:•*., .0 - . 7- . • / . . .. - •- - ''' ' ,.,, f ',. 1., : :.:, i ,,, , , c.4... .„.„ ill _ , . , .. , u Ti• CITY OF d- gar ,.. . APPENDIX A EQUITY MOVES II .404.-,----- , • 4 1 iAA- .. , \ „,---. .-- 41-:.7 N.„ ' • ' - * 11! • , 4.4”' .* .11,,7$::,-,;'--- ., ,l, -.7•41;' %,,,,.. , ... :'4.- 1 •- Mill CITY OF 1.vr: .k.- '''' ' ti• ''' N Tig a rd ,,,....., , _.,... Wv„ A ,., EQUITY MOVES ei Tiçja°rd Art of Community -� Tigard-Tualatin School District We acknowledge that we bring our lived experiences into our conversations. We strive to be in community with one another with care. We try to stay curious about each other. We recognize that we need each other's help to become better listeners. We slow down, so we have time to think and reflect. We remember that conversation is a natural way we think together. We expect it to get messy at times. We will listen with intention to learn something new. ■ W Organizations are human systems. Starting time together (meeting, convening, Approaching this work by priming and gathering) with the Art of Community setting conditions to support critical thinking € reminds the group what it takes to be in is conducive to solving complex problems. community with one another with care. • Centering Care for difficult conversations allows for us to listen WHAT past our own experiences The objective of this protocol is to normalize: • Art of Community allows us to get to a Openness to learning deeper culture of connection which also • supports regulation and co-regulation • Mitigating bias that allows people in the community • Normalizing conflict for calibrating to make reasonable decisions as feedback, change ideas, and Trauma Informed Practices highlight to implementation aligned to vision and access executive functioning skills (the mission behaviors required to plan and achieve goals like adaptable thinking, time management, working memory, self- monitoring, etc). Adapted from Margaret Wheatley's"Turning to One Another."(2000) by Zinnia Un for TTSD(2019) Zones of Comfort COMFORT ZO1 at ease,no tension, good grip on the topic, like to hear from others about the topic • know how to navigate occasional rough spots with ease When triggered and moving towards the danger zone you might go to your comfort zone by changing the topic to Osomething you are more familiar with, listening without COintervening or participating, and disengaging. 'rl� RISK ZONE 0 ak most fertile place for learning • willing to take some risks, not knowing everything • desire to learn • open up to N other people with curiosity and interest•consider options N or ideas you haven't thought of before ANO /�,s. 0 r DANGER ZONE �� defenses,fears,red-lights,desire for escape • requires too much energy and time to accomplish anything Recognize this and find strategies to get back to the risk zone where learning happens. Some strategies can be checking first thoughts and second thoughts, taking breaths, drinking water,plot comfort level, take notes, and write questions or thoughts to share later when in the risk zone. Nationalschoolreform.org adapted by Zinnia Un(2016) WHAT A common misstep in Having the expectations "I am trying to move myself equity work is disregarding and words to use related out of my comfort zone the human response to to the zones of comfort here, I am wondering new situations, feelings, builds capacity in the about ..." and insights that give us individual, in teams, and in pause. The development the organization. "I am taking a risk here, by of emotional intelligence sharing this feedback, ... The zones of comfort and the ability to self- j am wondering about what help gauge people's your thoughts are related regulate allows hard feelings and impact conversations to lead to to that feedback?" related to content, imprint actionable change. I "Some of the data/ (impression), or event. It helps to facilitate j feedback I have to share understanding and what to might be hard to hear or do to support productive move some of us to the conversations, problem danger zone, take care of solving sessions, or yourself as needed, and try calibration in teams. I to come back and join the conversation" First Thought/Second Thought Building Muscles for Critical Self-Reflection Meaning Making & Perspective Broadening Protocol 4 '. .,--,- - . )''''r ,i, ,-* 0 „, _ t IHOVG 4T SECpNp 1'H A- - - .m°'.04 G F,RS that P°PS What Ov kr The first thought we strive to be r mind,business s unpacking and anal into°u ',mitt mode. first thoughts, dev yZ�ng °ur usual,deO" elopin by our thoughts given oth g new influencedconditioned Pers ers' experiences, pectives or new ethn°centrism. information re beliefs etc. maining eg°centrism op to new ide as, seeking other Perspectives Developed by Zinnia Un(2016) WHAT HOW This common language is This protocol can help with Use this protocol: easily accessible and can be meaning making opportunities used right away to normalize related to concept,vocabulary, • For brainstorming deeper analysis of practices with processing a situation,etc. empathy. • To understand the imprint It also allows the community to (impression)of something Our"first thoughts"are not process not only the information with people always"perfect"or even what but the impact or meaning of • To calibrate understanding we want them to be,especially something in community with about a concept, idea, when it comes to challenging others. subjects like equity.Or, at times, action or outcome we like our first thoughts,and we This is a great tool for mitigating • To bring forth multiple develop them further given new bias. It also brings forth multiple information or ideas perspectives in practice that perspectives without are easy, simple,and can be making it high risk Perspectives can be dynamic woven into the fabric of one's • To reflect on your -we can change or add to community. own thinking and our perspective given new understanding. information or ideas Expressing our first thoughts allows for safe/low risk entrance into a critical,courageous or caring conversation Redefining Actions for Equity � ,: ,: Outcomes. ' f actionsl'-'1-77--; -- IA V , o a Discourse; '� • €• Equity: Identity • - - in & Heal Perception - r♦ sk Questions Beliefs, efiect Respond Biases, First Thoughts Ir.-: _ Humility . • A Often when engaging in equity conversations,we can easily When I am navigating a difficult conversation,I have to tell move through the comfort,risk,and danger zones quickly. myself to intentionally listen.Our emotions can hijack the When this happens we go into the flight,fight,or freeze modes conversation if we don't build our muscles toward effective Having cognitive and discourse scaffolds to remind us to listening skills. regulate,relate,and reason supports meaningful and effective communication. Listening Modes This takes practice!Using the reminders of listening to learn& heal,ask questions,reflect&respond,then share with humility Listen for the exact words that the person is saying first.As allows for there to be care in our conversations.It also provides though I have a transcription of the conversation. the support we need for ourselves and others to have grace Often, because emotions run high in equity with one another when difficult conversations arise. conversations,we project or overlay our own tone and emotion over other people's words which can misrepresent the message WHAT 70-80%of what we communicate comes from our body Redefining Actions for Equity can be used as an aid for language.Notice the changes in body language,and navigating difficult conversations as they arise. instead of assigning meaning to them.Reflect on when the Doing equity work for the last 20 years,I have had several speaker's body language changed.What was said right difficult conversations and as a budding researcher, I have before that? • This might help with seeing the impact of a noticed patterns and trends in these conversations of where statement.That might lead to asking clarifying I went wrong,needed to adjust,or reframe my thinking to have productive and effective communication. questions. Developed by Zinnia Un(2018) ABC Protocol H H H . 4-* 4-) 43 t . H 1 TC g ,,, : V ' . ::;.' El C BROADENS t CONFLICTS i4- _# H ? v • V H ,-9 ? jE 3 ? v 4- 3 ? 1 +-) ? J E 3 l vr *-÷ ? J 44 ? J Developed by Zinnia Un(2018) FFIRNIS J BROADENS H ? "This is similar to what I was Aha,I see."Thoughts relate to the "This is different than what I thinking."Thoughts are related to realization of new information giving was thinking."Thoughts relate to processing of information,events or us"aha moments."It also aligns well intentional reflection.Can offer value situations that connect to potential with the risk zone and our ability to to conflicting thoughts,while pausing confirmation bias(the tendency to be open to new ideas.This becomes to understand why it conflicts with search for,interpret,favor,and recall a fruitful space for learning and our thinking.Does it have to do with information in a way that confirms calibrating new information.A tenet of our lived experiences,or something or supports one's prior beliefs or equity concepts here is the value of that we know that conflicts with what values),or congruence in thought multiple perspectives. is said,experienced,or understood? or understanding.Recognizing and The equity tenet that this might relate unpacking the why of affirmation to is cultural mismatch,or a singular can help us understand our habits lens that might be challenged by of thought and conditioned beliefs. other lenses or experiences. It can also help us note our own biases and why an idea,option,or • concept is given preference. WHY WHAT HOW Normalizes conflict and various ABC protocol helps with giving In groups connections to information,events, scaffolds for processing information, Using it as a discourse protocol or situations. events,and/or situations through allows people to have first thoughts discourse,in writing,or through self- related to the content,and then This protocol also normalizes reflection. have them sit with their first thoughts the time it takes to calibrate and categorize them.This helps understanding among people.It The ABC protocol also can help with build muscle towards reflecting with highlights that there are benefits in calibrating understanding about a intention their conditioned thoughts. recognizing that not everyone has concept,idea,or process,through the This muscle building supports the same thoughts. lens of various stakeholders. mitigating bias in decision-making. Taking time to bring that up and The ABC protocol can also be used As an Individual out,might save time for calibrating to support self-reflection when Use it as a reflection tool towards conflict later when things become processing one's actions,information, critical friends processes.For more high stakes because of or situation. example,someone might bring various levels of investments in time, forward work,thoughts,or ideas. resources,emotions,and energy. The ABC protocol can help with offering feedback that supports the spectrum of outcomes. 4 A's Protocol 111A9S PROTOCOL APPRECIATION ASPIRATION APOLOGY WH _YWHAT IHCMis This normalizes how each By sharing space to At the end of a meeting, person can have a range connect with one of these ask the groups to share of feelings, connections, things, it helps check our one of the 4 A's and Why and ways of processing a assumptions and decenter collective experience. ourselves related to how Provides an optimistic we perceive a situation or closure to conversation an experience that was that promotes reflection understood by others. and connection to past, present and future experiences. um Tigard-Tualatin e •Ti ' ° d APPENDIX B RACIAL EQUITY TOOLKIT „ t ii;low_ i ir IF 1 ,... .,.:: . .,.. EL.. . ....,:. - ....., - .. . e Ti CITY OrF d . . 1 10 ess. •41 *`' '.315.• 4 44, 1046 b' / • } Racial Equity Toolkit An Opportunity to Operationalize Equity LOCAL AND REGIONAL . GOVERNMENT ALLIANCE ON • • • • RACE & EQUITY RACIALEQUITYALLIANCE.ORG LOCAL AND REGIONAL GOVERNMENT ALLIANCE ON • • • • RACE & EQUITY 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. 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 GARE IS A JOINT PROJECT OF haas institute /' U\A .CEN ER FOR SOCIAL INCLUSION FOR A FAIR AND INCLUSIVE SOCIETY CY"� RACIALEQUITYALLIANCE.ORG UPDATED DEC 2016 411/ ABOUT THE GOVERNMENT • !' + ALLIANCE ON RACE & EQUITY 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. TOOLKIT Racial Equity To find out more about CARE,visit www.racialequityalliance.org. Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity I. What is a Racial Equity Tool? • 4 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. TOOLKIT Many current inequities are sustained by historical legacies and structures and systems that Racial Equity repeat patterns of exclusion.Institutions and structures have continued to create and per- • Toolkit:An petuate inequities,despite the lack of explicit intention.Without intentional intervention, Opportunity to institutions and structures will continue to perpetuate racial inequities.Government has the Operationalize ability to implement policy change at multiple levels and across multiple sectors to drive larger Equity systemic change.Routine use of a racial equity tool explicitly integrates racial equity into gov- ernmental operations. Government Local and regional governmental jurisdictions that are a part of the GARE are using a racial eq- Alliance on Race and Equity uity tool.Some,such as the city of Seattle in Washington,Multnomah County in Oregon,and the city of Madison in Wisconsin have been doing so for many years: 41111• • 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- Please note:In this tion that offers protections for women who are breastfeeding and use of criminal background • Resource Guide,we checks in employment decisions. include some data Multnomah County's Equity and Empowerment Lens is used to improve planning,deci- from reports that fo sion-making,and resource allocation leading to more racially equitable policies and programs. cused on whites and At its core,it is a set of principles,reflective questions,and processes that focuses at the indi- African Americans, vidual,institutional,and systemic levels by: but otherwise,pro • vide data for all ra- • deconstructing what is not working around racial equity; cial groups analyzed • reconstructing and supporting what is working; • in the research. • shifting the way we make decisions and think about this work;and, For consistency, healing and transforming our structures,our environments,and ourselves. we refer to African • Americans and Numerous Multnomah County departments have made commitments to utilizing the Lens, Latinos,although in including a health department administrative policy and within strategic plans of specific de- some of the original partments.Tools within the Lens are used both to provide analysis and to train employers and research,these partners on how Multnomah County conducts equity analysis. groups were referred to as Blacks and Madison,Wisconsin is implementing a racial equity tool,including both a short version and a Hispanics. 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 3 without experience.It is through the implementation and the experience of learning that TOOLKIT leaders and staff will gain experience with use of a tool.After a pilot project trying out this Racial Equity tool,jurisdictions will have a better understanding of how and why it might make sense to Toolkit:An customize a tool. Opportunity to Operationalize For examples of completed racial equity analyses,check out Appendix B and Appendix D, Equity 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. Government Alliance on Race and Equity Ill. Who should use a racial equity tool? 6 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, ;in,, 1 ; meaning all governmental functions,and depth,meaning across hier- War ;'` 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 Government staff : 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 'y of staff.By asking simple racial equity tool questions,such as"How does Elected officials 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. Community 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: TOOLKIT 1. Proposal:What is the policy,program,practice or budget decision under consideration? Racial Equity What are the desired results and outcomes? • Toolkit:An 2. Data:What's the data?What does the data tell us? Opportunity to 3. Community engagement:How have communities been engaged?Are there opportunities Operationalize to expand engagement? Equity 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? Government Alliance on 5. Implementation:What is your plan for implementation? Race and Equity 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 AccountabilityT"'.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 • Health TOOLKI1 • Community engagement • Housing Racial Equity • Contracting equity • Human services Toolkit:An • Criminal justice • Jobs • Opportunity to • Economic development • Planning and development Operationalize • Education • Transportation Equity • Environment • Utilities • Food access and affordability • Workforce equity Government • Government practices Alliance on Race and Equity STEP #2 What's the data?What does the data tell us? 8 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 TOOLKIT Federal • Racial Equity • Toolkit:An • American FactFinder:The US Census Bureau's main site for online access to population, Opportunity to housing,economic and geographic data.http://factfinder.census.gov Operationalize • US Census Quick Facts:http://quickfacts.census.gov/qfd/index.html • Equity • Center for Disease Control(CDC)http://wonder.cdc.gov ••• Government Alliance on Race and Equity State 9 • 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 TOOLKIT lead to the participation of fewer voices. Another approach is to use dyads where people Racial Equity "interview"each other,and then report on what their partner shared. Sometimes people are more comfortable sharing other people's information. Toolkit.An Opportunity to • Use trusted advocates/outreach and engagement liaisons to collect information from Operationalize communities that you know are typically underrepresented in public processes. Again, Equity sharing and reporting that information in a transparent way allows you to share it with Government Alliance on Race and Equity others.For communities that have concerns about documentation status and interaction with government in general,this can be a particularly useful strategy. 10 • 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 TOOLKIT can decrease the need for programs. • Many jurisdictions have passed"Ban-the-Box"legislation,putting limitations on the use • Racial Equity of criminal background checks in employment and/or housing decisions.While this is a Toolkit:An policy that is designed to increase the likelihood of success for people coming out of in- Opportunity to carceration,it is not a singular solution to racial inequities in the criminal justice system. Operationalize To advance racial equity in the criminal justice system,we need comprehensive strategies Equity that build upon good programs,policies,and partnerships. You should be able to answer the following questions about strategies to advance racial equity: Government Alliance on 1. Given what you have learned from the data and stakeholder involvement,how will the Race and Equity 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. TOOLKIT Poor communication about race can trigger implicit bias or perpetuate stereotypes,often Racial Equity times unintentionally.Use a communications tool,such as the Center for Social Inclusion's Toolkit:An Talking About Race Right Toolkit to develop messages and a communications strategy. Opportunity to Racial equity tools should be used on an ongoing basis.Using a racial equity tool at different Operationalize phases of a project will allow now opportunities for advancing racial equity to be identified Equity and implemented.Evaluating results means that you will be able to make any adjustments to maximize impact. Government Alliance on You should be able to answer the following questions about accountability and implementation: Race and Equity 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? 1 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 1 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- TOOLKIT vidual employees,but is also to build the skill of teams to create support for group imple- Racial Equity mentation and to create a learning culture; Toolkit:An • systematizing the use of the Racial Equity Tool.If the Racial Equity Tool is integrated into Opportunity to routine operations,such as budget proposal forms or policy briefing forms,then manage- Operationalize ment and staff will know that it is an important priority; Equity • 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 Government on an iterative basis,complex nuances can be addressed over time;and, Alliance on Race and Equity • maintaining accountability.Build the expectation that managers and directors routinely use the Racial Equity Tool into job descriptions or performance agreements. 11111 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. • • • • TOOhKIT Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDICES11111) TOOLKIT Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDIX A 11111) Glossary of Frequently Used Terms Bias Performance Measure Prejudice toward one group and its Performance measures are at the members relative to another group. county,department,or program level.Appropriate performance Community Indicator measures allow monitoring of The means by which we can mea- the success of implementation sure socioeconomic conditions of actions that have a reasonable in the community.All community chance of influencing indicators and indicators should be disaggregated contributing to results. Performance by race,if possible. measures respond to three different levels:1) Quantity—how much did Contracting Equity we do?;2)Quality—how well did we Investments in contracting,consult- do it?;and 3) Is anyone better off?A ing,and procurement should ben- mix of these types of performance efit the communities a jurisdiction measures is contained within the serves,proportionate to the jurisdic- recommendations. tions demographics. Racial Equity Equity Result Race can no longer be used to pre- The condition we aim to achieve in dict life outcomes and outcomes for the community. all groups are improved. Explicit Bias Racial Inequity Biases that people are aware of and Race can be used to predict life that operate consciously.They are outcomes,e.g.,disproportionality in expressed directly. education(high school graduation rates),jobs(unemployment rate), Implicit Bias criminal justice(arrest and incarcer- Biases people are usually unaware ation rates),etc. of and that operate at the subcon- scious level. Implicit bias is usually Structural Racism expressed indirectly. A history and current reality of institutional racism across all institu- Individual Racism tions,combining to create a system Pre-judgment,bias,or discrimination that negatively impacts communi- based on race by an individual. ties of color. TOOLKIT Institutional Racism Workforce Equity Racial Equity Policies,practices,and procedures The workforce of a jurisdiction Toolkit:An that work better for white people reflects the diversity of its residents, Opportunity to than for people of color,often unin- including across the breadth(func- Operationalize tentionally. tions and departments)and depth Equity (hierarchy)of government. Government Alliance on Race and Equity 16 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. TOOLKIT Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT 0 1JUSTICE INI IRACE 8, CAIIVE Racial Equity Toolkit to Assess Policies,Initiatives,Programs,and Budget Issues The vision of the Seattle Race and Social Justice Initiative is to eliminate racial inequity in the community. To do this requires ending individual racism, institutional racism and structural racism.The Racial Equity Toolkit lays out a process and a set of questions to guide the development, implementation and evaluation of policies, initiatives, programs, and budget issues to address the impacts on racial equity. When Do I Use This Toolkit? Early.Apply the toolkit early for alignment with departmental racial equity goals and desired outcomes. How Do I Use This Toolkit? With Inclusion. The analysis should be completed by people with different racial perspectives. Step by step. The Racial Equity Analysis is made up of six steps from beginning to completion: Step 1. Set Outcomes. Leadership communicates key community outcomes for racial equity to guide analysis. Step 2. Involve Stakeholders+Analyze Data. Gather information from community and staff on how the issue 11 benefits or burdens the community in terms of racial equity. Step 3. Determine Benefit and/or Burden. Analyze issue for impacts and alignment with racial equity outcomes. Step 4.Advance Opportunity or Minimize Harm. eDevelop strategies to create greater racial equity or minimize unintended consequences. TOOLKIT Step 5. Evaluate. Raise Racial Awareness. Be Accountable. 0.1 Track impacts on communities of color overtime.Continue to communicate Racial Equity with and involve stakeholders.Document unresolved issues. Toolkit:An illk Opportunity to Operationalize Step 6. Report Back. Equity Share information learned from analysis and unresolved issue with Department Leadership and Change Team, Government Alliance on Race and Equity 0APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT Racial Equity Toolkit Assessment Worksheet Title of policy, initiative,program, budget issue: Description: Department: Contact: ❑Policy ❑Initiative ['Program ❑Budget Issue Step 1. Set Outcomes. la.What does your department define as the most important racially equitable community outcomes related to the issue?(Response should be completed by department leadership in consultation with RSJI Executive Sponsor, Change Team Leads and Change Team.Resources on p.4) 1 b.Which racial equity )pportunity area(s)will the issue primarily impact? ❑Education ❑Criminal Justice ❑Community Development ❑Jobs ❑Health ❑Housing Environment 1c.Are there impacts on: ❑Contracting Equity ❑Immigrant and Refugee Access to Services ❑Workforce Equity ❑Inclusive Outreach and Public Engagement Please describe: Step 2. Involve stakeholders. Analyze data. 2a.Are there impacts on geographic areas?❑Yes No Check all neighborhoods that apply(see map on p.5): ❑All Seattle neighborhoods ❑Lake Union ❑East District ❑Ballard ❑Southwest ❑King County(outside Seattle) ❑North ❑Southeast ❑Outside King County ENE ❑Delridge Please describe: ❑Central ❑Greater Duwamish 2b.What are the racial demographics of those living in the area or impacted by the issue? (See Stakeholder and Data Resources p. 5 and 6) TOOLKIT 2c. How have you involved community members and akehold,. ?(See p.5 for questions to ask community/staff at this point in the process to ensure their concerns and expertise are part of analysis.) Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity 19 APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT 2d.What does data and your conversations with stakeholders tell you about existing racial inequities that influence people's lives and should be taken into consideration?(See Data Resources on p.6.King County Opportunity Maps are good resource for information based on geography,race,and income.) 2e.What are the root causes or factors creating these racial inequities? Examples:Bias in process;Lack of access or barriers;Lack of racially inclusive engagement Step 3. Determine Benefit and/or Burden. Given what you'have learned from data and from stakeholder involvement... 3.How will the policy,initiative,program,or budget issue increase or decrease racial equity?What are potential unintended consequences?What benefits may result?Are the impacts aligned with your department's community outcomes that were defined in Step I.? Step 4.Advance Opportunity or Minimize Harm. 4.How will you address the impacts(including unintended consequences)on racial equity? What strategies address immediate impacts?What strategies address root causes of inequity listed in Q.6?How will you partner with stakeholders for long-term positive change?If impacts are not aligned with desired community outcomes,how will you re-align your work? £F Program Strategies? Policy Strategies? Partnership Strategies? Step 5. Evaluate. Raise Racial Awareness. Be Accountable. • 5a.How will you evaluate and be accountable?How will you evaluate and report impacts on racial equity over time?What is your goal and timeline for eliminating racial inequity? How will you retain stakeholder participation and ensure internal and public accountability? How will you raise awareness about racial inequity related to this issue? 5b.What is unresolved?What resources/partnerships do you still need to make changes? Step 6. Report Back. Share analysis and report responses from Q.5a.and Q.5b.with Department Leadership and Change Team Leads and members involved in Step 1. TOOLKIT Racial Equity - - Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity 20 APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT 1 Creating Effective Community Outcomes Outcome=the result that you seek to achieve through your actions. Racially equitable community outcomes =the specific result you are seeking to achieve that advances racial equity in the community. When creating outcomes think about: • What are the greatest opportunities for creating change in the next year? • What strengths does the department have that it can build on? • What challenges, if met,will help move the department closer to racial equity goals? Keep in mind that the City is committed to creating racial equity in seven key opportunity areas: Education, Community Development,Health,Criminal Justice,Jobs,Housing,and the Environment. Examples of community outcomes that increase racial equity: OUTCOME OPPORTUNITY AREA Increase transit and pedestrian mobility options in communities of color. Community Development Decrease racial disparity in the unemployment rate. Jobs Ensure greater access to technology by communities of color. Community Development, Education,Jobs Improve access to community center programs for immigrants, refugees and Health, communities of color. Community Development Communities of color are represented in the City's outreach activities. Education, Community Development, Health,Jobs, Housing, Criminal Justice, Environment The racial diversity of the Seattle community is reflected in the City's workforce Jobs across positions. Access to City contracts for Minority Business Enterprises is increased. Jobs Decrease racial disparity in high school graduation rates Education Additional Resources: • RSJI Departmental Work Plan:http://inweb/rsii/departments.htm • Department Performance Expectations:http://webl.seattle.qov/DPETS/DPETSWEbHome.aspx TOOLKIT • Mayoral Initiatives:http://www.seattle.gov/mayor/issues/ Racial Equity 4 Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDIX B: CITY OF SEATTLE RACIAL EQUITY TOOLKIT 0 • Identifying Stakeholders+Listening to Communities of Color Identify Stakeholders Find out who are the stakeholders most affected by,concerned with,or have experience relating to the policy, program or initiative? Identify racial demographics of neighborhood or those impacted by issue. (See District Profiles in the Inclusive Outreach and Public Engagement Guide or refer to U.S. Census information on p.7) t • 0 • V'y1Mnt.! `.10.Tr, Once you have indentified your stakeholders .... Involve them in the issue. •,,,,,•, Describe how historically underrepresented community stakeholders RMLR 5I can take a leadership role in this policy,program,initiative or budget • issue. .I 0 Listen to the community. Ask: M. N i WEE, 1.What do we need to know about this issue?How will the policy, r,,, program,initiative or budget issue burden or benefit the community? (concerns, facts,potential impacts) DOS'.+rf• CtU'(A1 2.What factors produce or perpetuate racial inequity related to this i 0 issue? SOUrHnt Sr 3.What are ways to minimize any negative impacts(harm to communities of color, increased racial disparities,etc)that may 0 `gyp N.TER,S result?What opportunities exist for increasing racial equity? 0 s x,nq Si • M IRO: E • ,..“13•.• *or. Tip:Gather Community Input Through... • Community meetings — "f • Focus groups 0 Area Shared by Two Dlstrects • • • Consulting with City commissions and advisory boards Neeght orhood Sory ace Centers • Consulting with Change Team Examples of what this step looks like in practice: • A reduction of hours at a community center includes conversations with those who use the community center as well as staff who work there. • Before implementing a new penalty fee, people from the demographic most represented in those fined are surveyed to learn the best ways to minimize negative impacts. TOOLKIT For resources on how to engage stakeholders in your work see the Inclusive Outreach and Public Racial Equity Engagement Guide: http://inwebl/neighborhoods/outreachquide/ Toolkit:An 5 Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDIX C Racial Equity Tool Worksheet 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 TOOLK 1 t data associated with existing programs or policies. Racial Equity 4. Are there data gaps?What additional data would be helpful in analyzing the proposal?If so, Toolkit:An how can you obtain better data? Opportunity to Operationalize Equity Government Alliance on Race and 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? TOOLKIT Adequately resourced with personnel? Racial Equity Adequately resources with mechanisms to ensure successful implementation and en- Toolkit:An forcement? Opportunity to Operationalize Adequately resourced to ensure on-going data collection,public reporting,and com- Equity munity engagement? If the answer to any of these questions is no,what resources or actions are needed? Government Alliance on Race and Equity APPENDIX C: RACIAL EQUITY TOOL WORKSHEET CI 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? } TOOLKIT Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity APPENDIX D Applications of a Racial Equity Tool in Madison, WI Agency/ Project Tool(s)Used Purpose&Outcomes Organization (if applicable) Clerk's Office 2015-2016 work Equity&Em- Adopted new mission,vision,work plan powerment plan,and evaluation plan with racial Lens equity goals (Mult.Co.) Streets Division Analysis of neigh- RESJI analysis Recommendations to adjust large item borhood trash (comprehen- pickup schedule based on neighbor- pickup sive) hood&seasonal needs Madison Out Strategic planning RESJI analysis Adopted strategic directions,including of School Time (fast-track) target populations,informed by racial (MOST)Coalition equity analysis Public Health Dog breeding&li- RESJI analysis Accepted recommendation to table Madison&Dane censing ordinance (comprehen- initial legislation&develop better pol- County sive) icy through more inclusive outreach; updated policy adopted Fire Department Planning for new RESJI analysis Recommendations for advancing racial fire station (comprehen- equity and inclusive community en- sive) gagement;development scheduled for 2016-2017 Metro Transit Succession plan- RESJI equi- First woman of color promoted to ning for manage- table hiring Metro management position in over 20 ment hires checklist years Human Resources 2015&2016 work RESJI analysis 2015 plan reflects staff input;2016 work Department plans (fast-track& plan to include stakeholder input(est. comprehen- 10/15) sive) Human Resources City hiring process RESJI analysis Human Resources 2015 racial equity Department (comprehen- report:http://racialequityalliance. sive) org/2015/08/14/the-city-of-madi- sons-2015-human-resources-equity- TOOLKIT report-advancing-racial-equity-in-the- city-workforce/ Racial Equity Toolkit:An Economic Devel- Public Market RESJI analysis 10 recommendations proposed to Local Opportunity to opment Division District project (comprehen- Food Committee for incorporation into Operationalize sive) larger plan Equity Public Health Strategic planning RESJI analysis Incorporation of staff&stakeholder Madison&Dane (fast-track) input,racial equity priorities,to guide Government County goals&objectives(est.11/15) Alliance on Race and Equity APPENDIX D: APPLICATIONS OF A RACIAL EQUITY TOOL IN MADISON, WI 26 Agency/ Project Tool(s)Used Purpose& Outcomes Organization (if applicable) Planning,Commu- Judge Doyle RESJI analysis Highlight opportunities for advance- nity&Econ.Devel. Square develop- (fast-track); ment of racial equity;identify potential Dept. ment(public/pri- ongoing con- impacts&unintended consequences; vate,TIF-funded) sultation document public-private development for lessons learned and best practices Parks Division Planning for TBD Ensure full consideration of decisions accessible play- as informed by community stakehold- ground ers,with a focus on communities of color and traditionally marginalized communities,including people with disabilities. Fire Department Updates to pro- TBD Offer fair and equitable opportunities motional process- for advancement(specifically Appara- es tus Engineer promotions) TOOLKIT Racial Equity Toolkit:An Opportunity to Operationalize Equity Government Alliance on Race and Equity haas institute FOR A FAIR AND INCLUSIVE SOCIETY 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 CENT ER FOR SOCIAL INCLUSION 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 / 212.248.2185 ©207 5 The Local&Regional Government Alliance on Race and Equity / Published September 2015 LOCAL AND REGIONAL GOVERNMENT ALLIANCE ON •e•• . `. • • RACE � 6. EQUIT RACIALEQUITYALLIANCE.ORG APPENDIX C -71 .• '140 N` u I ' \ "110100/1"*-- t C‘S. r • littk • • CITY OF III 41 Tigard Oregon & Tigard Historical Timelines The following section includes two timelines that guide the understanding of Oregon's Black exclusion laws and intersecting historical events that provide the unique backdrop for the early development of the present-day City of Tigard.A brief historical overview of Our Story will follow the timelines. Oregon Exclusion Laws and other Racist Legislation Timeline Information compiled from various sources.See footnotes or references. • 1787 • • The Northwest Ordinance of 1787 met to settle the slavery issue and forbade slavery in the states to be carved out for 1843 the northern Territory located north of the Ohio River. • • Provisional government adopted the Organic Code in 1843, which prohibited slavery and restricted voting rights to free 1844 males'descendants of White men twenty-one years of age • • or older. An exclusion law was passed on June 26,1844,with an anti- 1847 slavery law that passed in 1843 and required all Blacks and • • Mulattoes to leave the Oregon Territory in three years. An estimated four thousand emigrants reached Oregon Country by wagon train. 1849 • • 1850 On September 21,1849,an attempt to pass an exclusion law • • was successful and used to remove Jacob Vanderpool from The 1850 Donation Land Claim Act,signed into law by the Territory in 1851. Congress on September 27,1850,titled lands stolen from the Indigenous people to"every White settler,American half breed Indians included,"and their eligible offspring of early White resettlers and their Native wives. A group of abolitionists from Indiana settled in Washington County,including William and Henry Hicklins,Z.S.Bryant, William Baxter,Augustus Fanno,and Thomas Denny.They ran a minority slate of candidates in Beaverton and voted against slavery but, unlike the rest of the county,favored the 1855 rights for free blacks to settle in Oregon. • • In July 1855,the Hicklins and William Baxter of Beaverton attended the first Free-Soil Convention held in the Territory. 1857 • • Oregon residents voted against slavery but favored 1862 excluding"free Negroes"from the state.The exclusion law • • was included in the Oregon Constitution's Bill of Rights. It Oregon Legislature enacted an annual Poll Tax of five dollars remained as part of the Constitution long after nullification to be paid by"every Negro,Chinaman, Hawaiian,and by the Civil War amendments to the federal Constitution. Mulatto"residing within the limits of this state.This bill was The exclusion clause was not repealed until 1926. accidentally repealed in 1856,but further attempts to revive it in 1866 failed. Interracial marriage is prohibited in Oregon between white and person one-fourth or more Negro blood.Oregon was the last West Coast state to repeal its anti-miscegenation y laws in 1951. Oregon & Tigard Historical Timelines 1887 • • Chinese Massacre at Deep Creek occurred on the Oregon side of the Snake River in Hells Canyon.As many as 34 Chinese gold miners were ambushed and murdered by a gang of horse thieves and schoolboys from Wallowa County. Although six were indicted for murder,three fled and were • 1924 . never caught,and no one was punished for the crime. Immigration act of 1924,or Johnson-Reed Act,including the 1926 Asian Exclusion Act and National Origins Act enacted May • • 26,1924,was a United States federal law that prevented Black Exclusion Laws repealed. immigration from Asia and set quotas on the number of immigrants from the Eastern Hemisphere.Additionally,the act authorized the formation of the U.S. Border Patrol. 1927 • • 1942 Oregon State Constitution was finally amended to remove • • a clause denying Blacks the right to vote and eliminating Executive Order 9066 authorized removing"any or all restrictions that discriminated against Blacks and Chinese. person"from military area 1,where 85 percent of all Japanese Americans in the continental United States 1948 lived.On average,incarcerees were imprisoned in so- • • called"Assembly Centers"for three months before being Kaiserville, later Vanport due to its location between transferred to concentration camps throughout the United Vancouver and Portland,was the most significant WWII States and Canada.On average,Japanese Americans were federal housing project in the United States.On May 30, imprisoned for three years.Approximately 110,000 persons 1948,at 4:05 pm,Vanport was destroyed when a 200- of Japanese Ancestry were uprooted from their homes.8 foot(60 m)section of a railroad berm holding back the The Hasuike,Sunamota and Hayashi families of farmers Columbia River collapsed,causing a flood, killing 15 people, who lived along Beef Bend Road were forced to evacuate and leaving 17,500 people homeless. the area. 1949 • • 1951 Fair Employment Act empowered the State Labor Bureau to • • prevent discrimination in employment. California Supreme Court ruled the ban on interracial marriage unconstitutional in 1948.The laws prohibiting 1953 interracial marriages were banned in Oregon in 1951.The • • U.S.Supreme Court ruled prohibiting interracial marriages On April 13,1953,the Oregon Legislature approved a state unconstitutional in 1967. public accommodation law,giving everyone the right to full and equal accommodations,advantages,facilities, and privileges of any place of public housing,without any 1959 distinction,discrimination,or restriction on account of race, • Oregon voters ratified the 15th Amendment of the • color, religion, national origin,disability, marital status or Constitution of the United States,which provided that no age(above 18)and making it illegal to ban Black people government may prevent a citizen from voting based on from public places.Such a bill had been introduced in 17 that citizen's"race,color,or previous conditions of legislative sessions beginning in 1919. servitude" (slavery). 8 Densho Digital Repository_Ask a Historian, Oregon & Tigard Historical Timelines Historical Development of Tigard, Oregon Information compiled from various sources.See footnote or reference. 1847 • • • Earliest land grant was issued in the Tigard area,first called 1852 East Butte,the original name of Tigard. • • Wilson McClendon Tigard settled in the area known as East Butte. He bought a portion of Mr. Matthew's 320 acres, 1853 including a small cabin.9 • The next Butte school building was located on land donated 1855 by George Richardson, near the intersection of present-day • • Main Street and Scoffin. Washington County established the Butte election precinct, and the name came to identify the region.Washington 1856 county later divided the Butte precinct into east and west • • precincts in 1876,and Butte became known as East Butte. Wilson Tigard joined the local abolitionist and ran on a ticket for an entire slate of independent candidates standing in 1896 the Butte precincts.All but Wilson Tigard were part of the • • Denning County, Indiana network who settled in Beaverton East Butte School,District No.23 J.T.was constructed in and lived within two miles of each other. 1896.10 1898 • • Shinzo Hasuike emigrated from Hiroshima,Japan,to • 1917 • Tigardville in 189811 Shinzo was followed by his brothers, Taylor Ferry Road became part of Oregon's first Highway Torazo and Ryozo Hasuike.Together the brothers purchased system,was renamed West Side Pacific Highway and 40 acres on both sides of Beef Bend Road and raised became the first graded road from Tigard to Portland. blackberries, raspberries,strawberries,potatoes,and cucumbers for the market. 1921 • The Federal Highway Act of 1921 co-designated the West 1924 Side Pacific Highway as U.S.Highway 99W. • • First newspaper,Tigard Sentinel established on 1926 August 1,1924. Now known as Tigard Times. • • S.P.&S railroad established a line 1926 from Tigard to 1927 Portland • • Tigard Union High School opened to a student body of 188 and became Fowler Middle School in 1953. 9 The town was initially called East Butte.Per Charles F.Tigard's request,East Butte was renamed Tigardville in 1886.Later,when the S.P.&Union railroad came through,it was shortened to Tigard in 1907 because there was already a"Ville"(Wilsonville)on the route. 1°Another School possibly built before East Butte School was Bend School which educated children from surrounding farms.In the late 18 century or early 19th century,a one-room school with eight desks was built on 150th and Beef Bend Road.When the school building burned down,it was moved to 147th and Beef Bend Road and renamed South Bend. 11 Barbara Bennet Peterson,Ph.D.Images of America:Tigard Arcadia Publishing:Charleston,South Carolina,2013,p.80. Oregon & Tigard Historical Timelines 1942 From May 2-September 10,1942,over 110,000 Japanese evacuees from the West Coast were incarcerated at the Pacific International Exposition Pavilion Assembly Center. 1961 Portland Port of Embarkation was the agency operating site post.Two Tigard farming families,Hasuike and In 1958,the voters rejected two attempts to incorporate the Hayashi,were among the Oregon Japanese families that region.Tigard Chamber of Commerce revived the idea of voluntarily left Military Area No.1 and relocated to incorporation,and in September 1961,the voters approved Ontario,Oregon. incorporation by 19 votes.Elton Philips,chairman of the Chamber of Commerce industrial committee,was elected the first mayor of the City of Tigard and took office in November 1961. 1994 • The City was the respondent in(and eventual loser of) the landmark property rights case, Dolan v.City of Tigard, decided by the United States Supreme Court in 1994. The case established the"rough proportionality"test that is now applied throughout the United States when 2004 a local government evaluates a land use application and determines the exactions required of the recipient of a The City of Tigard proposed to annex the unincorporated land use approval. suburbs on Bull Mountain,a hill to the west of Tigard but the annexation measure failed.In a double majority voting method,64.71% of city voters favored the annexation,but 88.6%of unincorporated voters rejected the annexation. In 2017,"Unincorporated Islands"annexation applications were approved and brought into the city limits. 1111 ippr_ 11111 , CITY OF T - igard 13125 SW Hall Blvd. Tigard, OR 97223 www.tigard-or.gov