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Racial and Social Equity Action Plans
Racial and Social Equity Action Plans (referred to as Equity Action Plans hereafter) are tools used by departments to identify and address racial and social inequities, particularly within the scope of their work. Collectively, the implementation of department Equity Action Plans, will ensure the City delivers accessible, equitable, high-quality services that focus on priority communities so that improved outcomes are achieved. View Departmental Equity Action Plans.
What is Racial and Social Equity?As an outcome, racial and social equity is achieved when race/ethnicity, color, disability, neurodivergence, age, language, citizenship/immigration status, gender expression, sexuality, and income can no longer be used to predict life outcomes, and everyone can prosper and thrive. As a process, racial and social equity explicitly prioritizes communities that have been economically deprived and underserved and establishes a practice for creating psychologically safe spaces for not only racial groups, but other groups that have been most negatively impacted by policies and practices. See the Racial Equity Glossary for more. |
What Is an Equity Action Plan?An Equity Action Plan is a two-year plan that helps departments recognize and drive targeted strategies to address inequities, unfair differences in how people are treated based on their race, age, country of origin, gender, disability, sexual orientation etc. These plans examine potential inequities in services and decisions, aiming to create better outcomes for everyone. |
Why Do We Need Equity Action Plans?Equity Action Plans are important because we acknowledge that historical and current indicators of well-being show disproportionality and poor outcomes for specific communities. It requires intentional and targeted approaches to improve outcomes for communities that have been underserved, under resources, or simply left behind. |
How Do I Read Equity action Plans?
The City of San José uses a framework created by the Government Alliance on Race and Equity (GARE) that facilitates implementation. Elements of that framework are: Normalize, Organize, and Operationalize. These three parts help each department plan how they are going to take action.
- Normalize means helping everyone understand that racism and inequities still exist and that it’s important to talk about it. It’s about making sure people understand that treating everyone equitably should be normal.
- Organize means bringing people together to make these changes happen.
- Operationalize means turning ideas into action, and ensuring equitable treatment is at the heart of how the City of San José operates.
Each department’s Equity Action Plan will name one of the three elements of the frameworks, an objective, an action, and the timeline of when that action will be complete.
Departmental Equity Action Plans
Acronyms in the Plan
As you read the plan, you may come across some acronyms, which are short forms of words or phrases. Acronyms and their full meanings will be listed at the bottom of an Equity Action Plan for your reference.
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Promote a culture of diversity, equity, and inclusion (DEI). and Hear voices of All (Internal) | Continue to hold small group discussions on inclusion and diversity to inform leadership. | ongoing |
Normalize | Promote a culture of diversity, equity, and inclusion (DEI). and Hear voices of All (Internal) | Identify and develop accessible educational and training materials for sharing with staff. | ongoing |
Normalize | Promote a culture of diversity, equity, and inclusion (DEI). and Hear voices of All (Internal) | Hold DEI lunch and learns for all staff to come together | ongoing |
Organize | Hiring Practices (Internal) | Modify our hiring outreach to make sure we are reaching a wider, more diverse population. Examining minimum qualification requirements to make sure they are relevant. |
ongoing |
Organize | Marketing/Passenger assessment (Internal) | Conduct a passenger assessment/marketing survey to better understand the Airport's catchment area, demographics, income levels, and other key information about out passengers to better understand thier needs. | contingent on budget |
Organize | Implement Title VI (non-discrimination) Plan and the Community Participation Plan (internal and external) | As a recipient of federal funds the Airport must ensure non-dicrimination and inclusion as outlines in our Title VI and Community Participation plans | annually |
Operationalize | Small Business Engagement (external) | Conduct outreach to small minority/DBE owned-businesses to keep them aware of contracting and business opportunities at the Airport. Airport examines contract/RFP structutres to promote small business engagement. |
annual/triennial |
Operationalize | Small Business Engagement (external) | Continue to offer a loan program that allows amall ACDBE businesses to access financing to help with capital improvement and busines-out costs | monthly |
Operationalize | Language Access (external) | Create and intitiative to provide addtional information in other languages based o nthe destinatin of our passengers and needs of the community. | annually |
Operationalize | Engage with External Organizations (external) | To work with organizations that specialize in racial equity issues in order to learn from thier best practices to apply to the Airport. | annually |
Acronym | Meaning |
---|---|
DEI | Diversity, Equity, Inclusion |
RFP | Request For Proposal |
ACDBE | Airport Concession Disadvantaged Business Enterprise |
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | An outside speaker from a racial equity discipline will be invited to present at the November 2024 API monthly meeting (Example -- Professor Arthur Zarate coming in for "Diversity in Islam + Ramadan" presentation , 3/15/23). | Understand racial equity work in practice as understood by different disciplines | November 2024 - API Monthly Meeting |
Normalize | An outside speaker from a racial equity discipline will be invited to present at the November 2025 API monthly meeting (Example – Professor Arthur Zarate coming in for “Diversity in Islam + Ramadan” presentation, 03/15/23). | Understand racial equity work in practice as understood by different disciplines | November 2025 API monthly meeting |
Normalize | During the May 2025 API monthly meeting, API will complete a media source review and discuss/critique as a group. | Select a media source to review and discuss/critique as a group. | May 2025 API monthly meeting |
Normalize | During the May 2026 API monthly meeting, API will complete a media source review and discuss/critique as a group. | Select a media source to review and discuss/critique as a group. | May 2026 API monthly meeting |
Organize | September 2024’s API monthly meeting will focus on racial equity activities in partnership with other offices/departments. | Exposure to racial equity through the lens of different racial and ethnic groups, City teams/departments | September 2024 API monthly meeting |
Organize | September 2025’s API monthly meeting will focus on racial equity activities in partnership with other offices/departments. | Exposure to racial equity through the lens of different racial and ethnic groups, City teams/departments | March 2025 API monthly meeting |
Organize | September 2025’s API monthly meeting will focus on racial equity activities in partnership with other offices/departments. | Exposure to racial equity through the lens of different racial and ethnic groups, City teams/departments | September 2025 API monthly meeting |
Organize | March 2026’s API monthly meeting will focus on racial equity activities in partnership with other offices/departments. | Exposure to racial equity through the lens of different racial and ethnic groups, City teams/departments | March 2026 API monthly meeting |
Organize | Communications will be sent out via email throughout FY24-25 to encourage API members to participate in racial equity-related activities to report on their MPP/NMPP. | Send out an API ‘newsletter’ once a quarter that covers volunteer events, City happenings, businesses to promote, etc. related to racial equity. | FY24-25 |
Organize | Communications will be sent out via email throughout FY25-26 to encourage API members to participate in racial equity-related activities to report on their MPP/NMPP. | Send out an API ‘newsletter’ once a quarter that covers volunteer events, City happenings, businesses to promote, etc. related to racial equity. | FY25-26 |
Operationalize | API will attend an ‘August 2024 Day of Service’ event coordinated by API. If team members are absent, they will attend at least one community meeting over the FY24-25 that seeks to engage disadvantaged communities; team members will be held accountable via MPP/NMPPs. | Engage w/ the community in some capacity, whether that’s volunteering at a community evening, participating in a neighborhood meeting, mentoring a youth, etc. | August 2024 API day of service |
Operationalize | API will attend an ‘August 2025 Day of Service’ event coordinated by API. If team members are absent, they will attend at least one community meeting over the FY25-26 that seeks to engage disadvantaged communities; team members will be held accountable via MPP/NMPPs. | Engage w/ the community in some capacity, whether that’s volunteering at a community evening, participating in a neighborhood meeting, mentoring a youth, etc. | August 2025 API day of service |
Acronym | Definition |
---|---|
API | Administration, Policy, and Intergovernmental Relations |
MPP | Management Performance Program |
NMPP | Non-Management Performance Program |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Create a departmental culture where racial equity considerations are normalized in department decisions and actions. | Create a standard racial decision tree for all decisions and actions. | Dec-25 |
Normalize | Create an atmosphere where staff feels empowered and supported to discuss race and address inequities at all levels. | Begin to host monthly drop-in meetings where discussions can occur in a safe environment. Reintroduce the anonymous suggestion box for this purpose. |
Ongoing |
Normalize | Racial equity is recognized as a department value and is operationalized. | 1. Create a Department Equity Guiding Statement. It should speak to how the CAO encourages clients to embrace and be proactive about pursuing racial equity in business/legal decisions/dealings. | Jun-25 |
Normalize | Racial equity is recognized as a department value and is operationalized. | 2. Discuss case studies in attorney meetings based on actual CAO work and practical tips on how to advice clients* on racial equity related laws and policies. |
Jun-25 |
Normalize | Racial equity is recognized as a department value and is operationalized. | 3. Advice clients* on racial equity0related laws and policies that support Citywide and department-specific racial equity goals. | Jun-25 |
Normalize | Develop a shared understanding of foundational racial equity terms. | Identify educational and training opportunities that are easily accessible for the entire department. | Jun-25 |
Organize | Embed an equity standard into the development of department goals and strategic planning. | Work with the City’s Office of Racial Equity to review CAO departmental goals to determine where improvements can be made. | Ongoing |
Organize | Increase the retention of employees from communities of color. | 1. Join other departments in racial equity lunch and learns. | Jun-26 |
Organize | Increase the retention of employees from communities of color. | 2. Include a racial equity component in all exit interviews. | Jun-26 |
Organize | Establish a cycle of continuous improvement to better advance equity. | Develop a baseline measurement within the CAO about its staff’s understanding of equity, how policies, procedures, and practices can support equity or create inequities, and how community engagement can inform work towards equity. | Jun-26 |
Organize | Value racial equity and diversity as a necessary job skill. | Include racial equity and diversity awareness questions during initial and/or final interviews. | Jun-25 |
Organize | Attorneys incorporate a racial equity lens into legal work to advance the City's objective of achieving racial equity in all its programs, services, and activities. | 1. Attorneys assist clients* who are proactively seeking equitable outcomes by providing public policy advice on legal risks of inaction and action in addressing racial disparities and disparate impacts. | Ongoing |
Organize | Attorneys incorporate a racial equity lens into legal work to advance the City's objective of achieving racial equity in all its programs, services, and activities. | 2. Advise clients* on racial equity related laws and policies that support Citywide and department-specific racial equity goals. | Ongoing |
Organize | Implement an annual staff survey to assess departmental diversity and inclusivity that would inform hiring and recruitment goals, particularly looking for gaps within data. Survey data and results are disaggregated and included in the department annual performance measures. | Create a Racial Equity Task Force (RETF) charged with developing surveys and making recommendations to the City Attorney. | Jun-26 |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 1. Expand recruitments to advertise open positions using print and web-based minority outreach services. | Ongoing |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 2. Recruit attorney's from a broad pool of racially diverse applicants to create opportunties for attorneys who are people of color interested in public service, including broader participation in recruitment and/or job fairs. | Ongoing |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 3. Recruit law clerks from a broad pool of racially diverse applicants to create opportunities for attorneys interested in public service. Begin participating in job fairs to increase the CAO's exposure in the community. | Ongoing |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 4. Review and make recommendations about the current minimum qualifications for support roles. | Jun-26 |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 5. Formalize and document a hiring process (for all positions) that iincludes utilizing panels that have people of color for resume review and interviews. | Jun-25 |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 6. Opportunities for professional growth, development, and promotions are distributed equitably. | Ongoing |
Organize | Ensure CAO hires and promotes employee on a racially equitable basis. | 7. When considering promotions, determine if any roadblocks or biases may be inequitably informing decisions | Ongoing |
Organize | Create greater opportunities for contracting and procurement. | Develop an outreach process to inform minority- and women-owned businesses and experts about contracting opportunities. | Jun-25 |
Organize | The department's structures and leadership uphold a racially equitable culture with robust internal and external accountability systems, a high comfort level in talking about racial equity, and an organization-wide desire to continue building capacity to understand the impacts of racial disparity and reduce its occurrence within the department. | 1. Encourage staff to attend a minimum number of racial equity events per year and report specific activities as part of annual performance reviews, including goals for the next performance year. (e.g., Title VI, Equitable Procurement, GARE Webinars, etc.) | Jun-26 |
Organize | The department's structures and leadership uphold a racially equitable culture with robust internal and external accountability systems, a high comfort level in talking about racial equity, and an organization-wide desire to continue building capacity to understand the impacts of racial disparity and reduce its occurrence within the department. | 2. Publicize City-sponsored racial equity related group activites for staff. | Jun-26 |
Operationalize | The department's structures and leadership uphold a racially equitable culture with robust internal and external accountability systems, a high comfort level in talking about racial equity, and an organization-wide desire to continue building capacity to understand the impacts of racial disparity and reduce its occurrence within the department. | 3. City Attorney's Office will host an annual "elimination of bias" CLE. | Jun-26 |
Operationalize | Identify and address racial inequities within our department. | Develop the use of racial equity tools in our decision-making. | June 2026 |
Acronym | Definition |
---|---|
CLE | Continuing Legal Education |
CAO | City Attorney's Office |
GARE | Government Alliance on Racial Equity |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Increase employee understanding of the importance of equitable and culturally relevant communications. | Partner with the Office of Racial and Social Equity to pilot a transcreation training for 20 staff who frequently send out City communications. | 2026 |
Normalize | Increase equitable access for all City services. | Partner with the City Manager’s Customer Service team and Disability Affairs Officer to designate department Accessibility Liaisons who will coordinate department efforts with the City’s Language Access Manager to provide language equity. | 31-Dec-25 |
Organize | Collaborate with community organizations and leaders who serve limited English proficient (LEP) residents to enhance the cultural competency of the City’s translation services during an emergency. | Collaborate with community organizations and leaders who serve limited English proficient (LEP) residents to enhance the cultural competency of the City’s translation services during an emergency. | Ongoing |
Organize | Expand language accessibility efforts across City services. | Develop guidance on identifying, prioritizing, and translating vital documents and distribute this guidance to City departments. | 31-Dec-25 |
Operationalize | Expand language accessibility efforts for LEP communities to access and utilize City services and programs. | Launch a City campaign, “Language Matters”, to inform residents of the City’s language access services that are available to them. | FY 25 - 26 |
Operationalize | Ensure continued progress in meeting the City’s Customer Service Vision and Standards. | Partner with the City Manager’s Customer Service team and Disability Affairs to develop mechanisms and procedures to monitor language accessibility of common points of customer contact across departments. | FY 25-26 |
Operationalize | Review all City equity initiatives to determine if departmental Language Access Plans are required. | Work with customer facing departments to examine City equity initiatives and identify their capacity to require Language Access Plans. | FY 25-26 |
Operationalize | Improve access to City interpretation services. | 1. Update the Language Equity Policy and Guidelines to clarify expectations of bilingual staff. | FY 25-26 |
Operationalize | Improve access to City interpretation services. | 2. Develop a service model for providing professional interpretation services, including guidance for use of external vendors and assessing the potential for in-house interpreters, where appropriate. | FY 25-26 |
Acronym | Definition |
---|---|
CLE | Continuing Legal Education |
CAO | City Attorney's Office |
GARE | Government Alliance on Racial Equity |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Identify educational and training opportunities that are easily accessible for the entire department staff to develop this shared understanding. | 1. SEA completes final tweaks/4QL content folded in to 4 trainings | Q1: finalized trainings (6) reviewed by Training Officer to fold into DOT training calendar Q2-Q3: Delivery trainings to at least 2 teams per division Q4: Deliver trainings to 1 additional team per division; continue training delivery for remaining teams Ongoing: continue adding links, best practices, and other resources into SP Equity page Q4: Feedback on resources and request for additions, edits, etc. |
Normalize | Identify educational and training opportunities that are easily accessible for the entire department staff to develop this shared understanding. | 1a. SEA works with G. DeVaul to finalize Budget training |
Q1: finalized trainings (6) reviewed by Training Officer to fold into DOT training calendar Q2-Q3: Delivery trainings to at least 2 teams per division Q4: Deliver trainings to 1 additional team per division; continue training delivery for remaining teams Ongoing: continue adding links, best practices, and other resources into SP Equity page Q4: Feedback on resources and request for additions, edits, etc. |
Normalize | Identify educational and training opportunities that are easily accessible for the entire department staff to develop this shared understanding. | 1b. SEA works with R. Scott to finalize CSJ Decision-making training |
Q1: finalized trainings (6) reviewed by Training Officer to fold into DOT training calendar Q2-Q3: Delivery trainings to at least 2 teams per division Q4: Deliver trainings to 1 additional team per division; continue training delivery for remaining teams Ongoing: continue adding links, best practices, and other resources into SP Equity page Q4: Feedback on resources and request for additions, edits, etc. |
Normalize | Identify educational and training opportunities that are easily accessible for the entire department staff to develop this shared understanding. | 1c. SEA creates training team calendar with Leadership Council DMs |
Q1: finalized trainings (6) reviewed by Training Officer to fold into DOT training calendar Q2-Q3: Delivery trainings to at least 2 teams per division Q4: Deliver trainings to 1 additional team per division; continue training delivery for remaining teams Ongoing: continue adding links, best practices, and other resources into SP Equity page Q4: Feedback on resources and request for additions, edits, etc. |
Normalize | Continue to ensure new staff complete Citywide equity training as a part of their onboarding. | 1. SEA works with K. Berryhill to gain access to new hire list |
On-going as new staff come on board |
Normalize | Continue to ensure new staff complete Citywide equity training as a part of their onboarding. | 1a. SEA creates quarterly tracking mechanism to check on new hire training completion |
On-going as new staff come on board |
Normalize | Continue to ensure new staff complete Citywide equity training as a part of their onboarding. | 1b. SEA confirms list of incomplete trainings with K. Berryhill |
On-going as new staff come on board |
Normalize | Continue to ensure new staff complete Citywide equity training as a part of their onboarding. | 1c. SEA sends emails to staff who haven't completed with reminders quarterly |
On-going as new staff come on board |
Normalize | Continue to ensure new staff complete Citywide equity training as a part of their onboarding. | 1d. SEA works with supervisors of those who haven't completed in 6 months to ensure there's a plan to complete before the end of the following quarter |
On-going as new staff come on board |
Normalize | Share revised Mission, Vision, and Equity statements (that acknowledges our role in creating the inequitable system we find ourselves in now) to help staff understand its importance within other work | 1. Preview Mission, Vision, & Equity statement among new staff, Leadership Council level immediately |
Q1: Work with Budget Office on tweaks/timing of Mission/Vision review; begin previewing M, V, and E in staff onboarding process Q2: Work with Comms staff to determine how to share and highlight new M,V, and E statement on public webpage; continue sharing in onboarding process Q3: Work with HR Specialist, G. DeVaul to finalize succinct version of the mission/vision added as an intro paragraph to the Welcome Letters Q4: Work with G. DeVaul/Leadership Council to approve final letters; work with HR staff specialist to ensure new language is used in all welcome letters moving forward |
Normalize | Share revised Mission, Vision, and Equity statements (that acknowledges our role in creating the inequitable system we find ourselves in now) to help staff understand its importance within other work | 1b. Post Mission, Vision, Equity statement on DOT public website once M,V approved by Budget Office |
Q1: Work with Budget Office on tweaks/timing of Mission/Vision review; begin previewing M, V, and E in staff onboarding process Q2: Work with Comms staff to determine how to share and highlight new M,V, and E statement on public webpage; continue sharing in onboarding process Q3: Work with HR Specialist, G. DeVaul to finalize succinct version of the mission/vision added as an intro paragraph to the Welcome Letters Q4: Work with G. DeVaul/Leadership Council to approve final letters; work with HR staff specialist to ensure new language is used in all welcome letters moving forward |
Normalize | Share revised Mission, Vision, and Equity statements (that acknowledges our role in creating the inequitable system we find ourselves in now) to help staff understand its importance within other work | 1c. Add Mission, Vision language to welcome letters as lead in to equity paragraph |
Q1: Work with Budget Office on tweaks/timing of Mission/Vision review; begin previewing M, V, and E in staff onboarding process Q2: Work with Comms staff to determine how to share and highlight new M,V, and E statement on public webpage; continue sharing in onboarding process Q3: Work with HR Specialist, G. DeVaul to finalize succinct version of the mission/vision added as an intro paragraph to the Welcome Letters Q4: Work with G. DeVaul/Leadership Council to approve final letters; work with HR staff specialist to ensure new language is used in all welcome letters moving forward |
Normalize | In order to normalize opportunities for staff to better understand equity-related topics, create a consistent all-staff mechanism for the sharing of a broad range of perspectives. A sharing staff conversation space based on the Native American practice of sharing circles has been suggested by the REI Committee. | 1d. Determine conditions for safe space necessary to have a successful Listening circles experience |
Q1: Work with REI Committee to determine both space conditions and first 6 Circles content Q2: Share conditions and content with Asst. Director; work with REI Committee on invites and roles for 1st Circles experience; work with Leadership Council to disseminate invites Q3: Hold 1st Circles experience; request feedback from participants (survey) and Leadership (LC and in 1-1s) to improve next circles; send invites and prepare for 2nd Circles experience q4: Hold 2nd Circles experience; continue iterating on feedback (surveys and 1-1s); share calendar of up-coming Circles dates and topics; prepare for 3rd Circle experience |
Normalize | In order to normalize opportunities for staff to better understand equity-related topics, create a consistent all-staff mechanism for the sharing of a broad range of perspectives. A sharing staff conversation space based on the Native American practice of sharing circles has been suggested by the REI Committee. | 1e. Determine speakers and/or content for up-coming Circles |
Q1: Work with REI Committee to determine both space conditions and first 6 Circles content Q2: Share conditions and content with Asst. Director; work with REI Committee on invites and roles for 1st Circles experience; work with Leadership Council to disseminate invites Q3: Hold 1st Circles experience; request feedback from participants (survey) and Leadership (LC and in 1-1s) to improve next circles; send invites and prepare for 2nd Circles experience q4: Hold 2nd Circles experience; continue iterating on feedback (surveys and 1-1s); share calendar of up-coming Circles dates and topics; prepare for 3rd Circle experience |
Normalize | In order to normalize opportunities for staff to better understand equity-related topics, create a consistent all-staff mechanism for the sharing of a broad range of perspectives. A sharing staff conversation space based on the Native American practice of sharing circles has been suggested by the REI Committee. | 1f. Determine sustainable cadence for Listening Circles |
Q1: Work with REI Committee to determine both space conditions and first 6 Circles content Q2: Share conditions and content with Asst. Director; work with REI Committee on invites and roles for 1st Circles experience; work with Leadership Council to disseminate invites Q3: Hold 1st Circles experience; request feedback from participants (survey) and Leadership (LC and in 1-1s) to improve next circles; send invites and prepare for 2nd Circles experience q4: Hold 2nd Circles experience; continue iterating on feedback (surveys and 1-1s); share calendar of up-coming Circles dates and topics; prepare for 3rd Circle experience |
Normalize | In order to normalize opportunities for staff to better understand equity-related topics, create a consistent all-staff mechanism for the sharing of a broad range of perspectives. A sharing staff conversation space based on the Native American practice of sharing circles has been suggested by the REI Committee. | 1g. Determine communications method to share Circle opportunities across locations and divisions |
Q1: Work with REI Committee to determine both space conditions and first 6 Circles content Q2: Share conditions and content with Asst. Director; work with REI Committee on invites and roles for 1st Circles experience; work with Leadership Council to disseminate invites Q3: Hold 1st Circles experience; request feedback from participants (survey) and Leadership (LC and in 1-1s) to improve next circles; send invites and prepare for 2nd Circles experience q4: Hold 2nd Circles experience; continue iterating on feedback (surveys and 1-1s); share calendar of up-coming Circles dates and topics; prepare for 3rd Circle experience |
Organize | Ensure a culture of equity in the dept. by working with groups to develop 1-2 plans for equitable service in public-facing divisions | 1. Determine which 1-2 team(s) will develop new equitable service delivery plans for this fiscal year working with R. Scott and the Leadership Council |
Q1: Work with Asst Director to generate a list of potential teams to create a plan. Meet with DM of that team and develop a strategy for how to work with the team. Q2: SEA works with the 1-2 teams to determine the scope of the service, background, and other relevant information. Team and SEA wok collaboratively to design the process with SEA acting as facilitator. Completes draft process plan including a baseline satisfaction survey to better understand current needs and areas for improvement. Q3: Team & SEA work through process to generate ideas on potential changes. Share generated outcomes with Asst Director and Leadership Council, if available. Q4: Team & SEA work through concerns, feedback on options to determine a final plan for changes including timelines and metrics. Final plan is published on DOT Equity page. Once planned changes are implemented for at least 3 months, SEA and DM team lead to work to administer short satisfaction survey. |
Organize | Ensure a culture of equity in the dept. by working with groups to develop 1-2 plans for equitable service in public-facing divisions | 1a. SEA works with the team leads to create a process for team feedback regarding customer service and/or equity |
Q1: Work with Asst Director to generate a list of potential teams to create a plan. Meet with DM of that team and develop a strategy for how to work with the team. Q2: SEA works with the 1-2 teams to determine the scope of the service, background, and other relevant information. Team and SEA wok collaboratively to design the process with SEA acting as facilitator. Completes draft process plan including a baseline satisfaction survey to better understand current needs and areas for improvement. Q3: Team & SEA work through process to generate ideas on potential changes. Share generated outcomes with Asst Director and Leadership Council, if available. Q4: Team & SEA work through concerns, feedback on options to determine a final plan for changes including timelines and metrics. Final plan is published on DOT Equity page. Once planned changes are implemented for at least 3 months, SEA and DM team lead to work to administer short satisfaction survey. |
Organize | Ensure a culture of equity in the dept. by working with groups to develop 1-2 plans for equitable service in public-facing divisions | 1b. Include equity analyst position in FY25-25 DOT budget submission to support departmental equity service delivery planning and most of the work in this REAP |
Q1: Work with Asst Director to generate a list of potential teams to create a plan. Meet with DM of that team and develop a strategy for how to work with the team. Q2: SEA works with the 1-2 teams to determine the scope of the service, background, and other relevant information. Team and SEA wok collaboratively to design the process with SEA acting as facilitator. Completes draft process plan including a baseline satisfaction survey to better understand current needs and areas for improvement. Q3: Team & SEA work through process to generate ideas on potential changes. Share generated outcomes with Asst Director and Leadership Council, if available. Q4: Team & SEA work through concerns, feedback on options to determine a final plan for changes including timelines and metrics. Final plan is published on DOT Equity page. Once planned changes are implemented for at least 3 months, SEA and DM team lead to work to administer short satisfaction survey. |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1. Work with Asst Dir to determine a process to select staff/teams to participate in BfE |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1a. Share new BfE process with designated staff |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1b. Set meeting cadence with staff to orient to BfE |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1c. Create process with deadlines to generate ideas and then drafts of BfE worksheets |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1d. Review by Senior staff & SEA of BfE worksheets |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Expand DOT's Budgeting for Equity approach to allow more staff to work and learn from it | 1e. Submit final BfE worksheets to Budget Office |
Q1: Work with Deputy Dir to determine process/team to work on the BfE. Q2: Share plan with Senior Staff; bring team together to orient to BfE, share previous submissions, direction for BfE this year Q3: Work with team on draft BfE submissions; get dept approval and submit to ORE |
Organize | Develop and deliver training series (called Communications in Partnership) to fill in some pieces of staff understanding and approach to equity | 1. Get training series in coordination with Training Officer |
Q1: Finalize training content w/ Training Officer; confirm changes with G. DeVaul and R. Scott on 2 relevant trainings Q2: Share training series timing (LC, DOT SharePoint, 1-1s with Exec staff) and work with Training officer to generate session sign ups Q3-Q4: Deliver series |
Organize | Develop and deliver training series (called Communications in Partnership) to fill in some pieces of staff understanding and approach to equity | 1a. Get approval of training content, including coordination of changes with G. DeVaul and R. Scott |
Q1: Finalize training content w/ Training Officer; confirm changes with G. DeVaul and R. Scott on 2 relevant trainings Q2: Share training series timing (LC, DOT SharePoint, 1-1s with Exec staff) and work with Training officer to generate session sign ups Q3-Q4: Deliver series |
Organize | Develop and deliver training series (called Communications in Partnership) to fill in some pieces of staff understanding and approach to equity | 1b. Share training series details, expected content/outcomes with all 4 divisions |
Q1: Finalize training content w/ Training Officer; confirm changes with G. DeVaul and R. Scott on 2 relevant trainings Q2: Share training series timing (LC, DOT SharePoint, 1-1s with Exec staff) and work with Training officer to generate session sign ups Q3-Q4: Deliver series |
Organize | Develop and deliver training series (called Communications in Partnership) to fill in some pieces of staff understanding and approach to equity | 1c. Receive enough participation sign ups to hold the training (at least 6 participants) |
Q1: Finalize training content w/ Training Officer; confirm changes with G. DeVaul and R. Scott on 2 relevant trainings Q2: Share training series timing (LC, DOT SharePoint, 1-1s with Exec staff) and work with Training officer to generate session sign ups Q3-Q4: Deliver series |
Organize | Create team-specific Racial Equity Impact Assessment (REIA) tools | 1. Announce tool expansion at LC to generate sign ups for 2 teams at least per division for SEA to work with |
Q1: Present new direction at LC to generate team sig up ideas; schedule meeting with at least 6 of the team leads Q2: Meet with team leads to determine shared vision and approach; schedule remaining intro meetings with team leads; have a rough draft of at least 3 REIAs complete for DM feedback Q3: Finalize 3 REIAs shared with DMs, share the rest of the draft REIAs with DMs; begin scheduling workshop with teams with finalized REIAs; SEA starts providing technical assistance Q4: Finalize all REIAs with DM feedback; schedule workshops with remaining teams on their new REIAs; SEA continues technical assistance; begin gathering list of next 8 teams for REIA development and workshops Q4: Share all versions with staff via team meeting presentations, practicums, etc. |
Organize | Create team-specific Racial Equity Impact Assessment (REIA) tools | 1a. Set up meetings with DM of each team to create shared vision and approach for work on that teams' REIA |
Q1: Present new direction at LC to generate team sig up ideas; schedule meeting with at least 6 of the team leads Q2: Meet with team leads to determine shared vision and approach; schedule remaining intro meetings with team leads; have a rough draft of at least 3 REIAs complete for DM feedback Q3: Finalize 3 REIAs shared with DMs, share the rest of the draft REIAs with DMs; begin scheduling workshop with teams with finalized REIAs; SEA starts providing technical assistance Q4: Finalize all REIAs with DM feedback; schedule workshops with remaining teams on their new REIAs; SEA continues technical assistance; begin gathering list of next 8 teams for REIA development and workshops Q4: Share all versions with staff via team meeting presentations, practicums, etc. |
Organize | Create team-specific Racial Equity Impact Assessment (REIA) tools | 1b. Work with DM/team supervisor to determine which parts of the DOT REIA are applicable, need changes |
Q1: Present new direction at LC to generate team sig up ideas; schedule meeting with at least 6 of the team leads Q2: Meet with team leads to determine shared vision and approach; schedule remaining intro meetings with team leads; have a rough draft of at least 3 REIAs complete for DM feedback Q3: Finalize 3 REIAs shared with DMs, share the rest of the draft REIAs with DMs; begin scheduling workshop with teams with finalized REIAs; SEA starts providing technical assistance Q4: Finalize all REIAs with DM feedback; schedule workshops with remaining teams on their new REIAs; SEA continues technical assistance; begin gathering list of next 8 teams for REIA development and workshops Q4: Share all versions with staff via team meeting presentations, practicums, etc. |
Organize | Create team-specific Racial Equity Impact Assessment (REIA) tools | 1c. Schedule workshop with teams to train on how to use the REIA |
Q1: Present new direction at LC to generate team sig up ideas; schedule meeting with at least 6 of the team leads Q2: Meet with team leads to determine shared vision and approach; schedule remaining intro meetings with team leads; have a rough draft of at least 3 REIAs complete for DM feedback Q3: Finalize 3 REIAs shared with DMs, share the rest of the draft REIAs with DMs; begin scheduling workshop with teams with finalized REIAs; SEA starts providing technical assistance Q4: Finalize all REIAs with DM feedback; schedule workshops with remaining teams on their new REIAs; SEA continues technical assistance; begin gathering list of next 8 teams for REIA development and workshops Q4: Share all versions with staff via team meeting presentations, practicums, etc. |
Organize | Create team-specific Racial Equity Impact Assessment (REIA) tools | 1d. Set up mechanism for team members to work with SEA as they begin using the REIA | Q1: Present new direction at LC to generate team sig up ideas; schedule meeting with at least 6 of the team leads Q2: Meet with team leads to determine shared vision and approach; schedule remaining intro meetings with team leads; have a rough draft of at least 3 REIAs complete for DM feedback Q3: Finalize 3 REIAs shared with DMs, share the rest of the draft REIAs with DMs; begin scheduling workshop with teams with finalized REIAs; SEA starts providing technical assistance Q4: Finalize all REIAs with DM feedback; schedule workshops with remaining teams on their new REIAs; SEA continues technical assistance; begin gathering list of next 8 teams for REIA development and workshops Q4: Share all versions with staff via team meeting presentations, practicums, etc. |
Organize | Track other DOTs/agencies’ equity work looking at models, data, frameworks, approaches, etc. to keep learning | 1. Get ideas on staff from agencies others in DOT believe are important to know (LC, Asst Dir, D. Tran, REI Committee) | Q1: Work with DOT staff to get initial suggestions for staff to connect with at Caltrans, USDOT, and MTC. Continue relationship with staff at VTA, schedule meeting with MTC shared contact (Natasha) Q2: Reach out to the suggested staff to request an introductory meeting. Continue quarterly check ins with VTA staff. Q3: Meet with suggested staff. Continue quarterly check in with VTA staff. Q4: Set quarterly cadence to meetings with staff from 3 new agencies, and continue check ins with VTA staff. |
Organize | Track other DOTs/agencies’ equity work looking at models, data, frameworks, approaches, etc. to keep learning | 1a. Vet list of suggestions with R. Scott to prioritize | Q1: Work with DOT staff to get initial suggestions for staff to connect with at Caltrans, USDOT, and MTC. Continue relationship with staff at VTA, schedule meeting with MTC shared contact (Natasha) Q2: Reach out to the suggested staff to request an introductory meeting. Continue quarterly check ins with VTA staff. Q3: Meet with suggested staff. Continue quarterly check in with VTA staff. Q4: Set quarterly cadence to meetings with staff from 3 new agencies, and continue check ins with VTA staff. |
Organize | Track other DOTs/agencies’ equity work looking at models, data, frameworks, approaches, etc. to keep learning | 1b. Schedule meetings/Zooms to share my work and see what overlaps exist | Q1: Work with DOT staff to get initial suggestions for staff to connect with at Caltrans, USDOT, and MTC. Continue relationship with staff at VTA, schedule meeting with MTC shared contact (Natasha) Q2: Reach out to the suggested staff to request an introductory meeting. Continue quarterly check ins with VTA staff. Q3: Meet with suggested staff. Continue quarterly check in with VTA staff. Q4: Set quarterly cadence to meetings with staff from 3 new agencies, and continue check ins with VTA staff. |
Organize | Track other DOTs/agencies’ equity work looking at models, data, frameworks, approaches, etc. to keep learning | 1c. Determine cadence of continued meeting, communications | Q1: Work with DOT staff to get initial suggestions for staff to connect with at Caltrans, USDOT, and MTC. Continue relationship with staff at VTA, schedule meeting with MTC shared contact (Natasha) Q2: Reach out to the suggested staff to request an introductory meeting. Continue quarterly check ins with VTA staff. Q3: Meet with suggested staff. Continue quarterly check in with VTA staff. Q4: Set quarterly cadence to meetings with staff from 3 new agencies, and continue check ins with VTA staff. |
Organize | Track other DOTs/agencies’ equity work looking at models, data, frameworks, approaches, etc. to keep learning | 1d. Share relevant information gathered in meetings back with DOT (LC, 1-1s, REI Committee) |
Q1: Work with DOT staff to get initial suggestions for staff to connect with at Caltrans, USDOT, and MTC. Continue relationship with staff at VTA, schedule meeting with MTC shared contact (Natasha) Q2: Reach out to the suggested staff to request an introductory meeting. Continue quarterly check ins with VTA staff. Q3: Meet with suggested staff. Continue quarterly check in with VTA staff. Q4: Set quarterly cadence to meetings with staff from 3 new agencies, and continue check ins with VTA staff. |
Organize | Perform a recruitment audit and share findings with department | 1. SEA orientation to DOT recruitment process | YEAR 2 GOAL TO REPLACE THE ONBOARDING/WELCOMING WORK IN THE OPERATIONALIZE SECTION Q1: SEA works with HR Manager to complete orientation to different portions of the DOT recruitment process, including pieces owned by DOT and by Central HR Q2: SEA works with DOT Hr and Central HR to get access to recrtuiment history information (from PeopleSoft/FMS) Q3: SEA completes initial analysis, shares with HR Manager and Asst Dir; tweaks analysis and detail sharing; SEA schedules time with LC and REI Committee to share analysis Q4: SEA completes analysis presentation at LC, REI Committee; works on at least 1 recruitment |
Organize | Perform a recruitment audit and share findings with department | 1a. SEA analysis of the last several years of recruitment (from DOT and Central HR) |
YEAR 2 GOAL TO REPLACE THE ONBOARDING/WELCOMING WORK IN THE OPERATIONALIZE SECTION Q1: SEA works with HR Manager to complete orientation to different portions of the DOT recruitment process, including pieces owned by DOT and by Central HR Q2: SEA works with DOT Hr and Central HR to get access to recrtuiment history information (from PeopleSoft/FMS) Q3: SEA completes initial analysis, shares with HR Manager and Asst Dir; tweaks analysis and detail sharing; SEA schedules time with LC and REI Committee to share analysis Q4: SEA completes analysis presentation at LC, REI Committee; works on at least 1 recruitment |
Organize | Perform a recruitment audit and share findings with department | 1b. SEA works with HR staff to clarify pieces of process or history of recruitment |
YEAR 2 GOAL TO REPLACE THE ONBOARDING/WELCOMING WORK IN THE OPERATIONALIZE SECTION Q1: SEA works with HR Manager to complete orientation to different portions of the DOT recruitment process, including pieces owned by DOT and by Central HR Q2: SEA works with DOT Hr and Central HR to get access to recrtuiment history information (from PeopleSoft/FMS) Q3: SEA completes initial analysis, shares with HR Manager and Asst Dir; tweaks analysis and detail sharing; SEA schedules time with LC and REI Committee to share analysis Q4: SEA completes analysis presentation at LC, REI Committee; works on at least 1 recruitment |
Organize | Perform a recruitment audit and share findings with department | 1c. SEA shares analysis results, suggested changes to practice with department (REI Committee; LC; Asst Director) |
YEAR 2 GOAL TO REPLACE THE ONBOARDING/WELCOMING WORK IN THE OPERATIONALIZE SECTION Q1: SEA works with HR Manager to complete orientation to different portions of the DOT recruitment process, including pieces owned by DOT and by Central HR Q2: SEA works with DOT Hr and Central HR to get access to recrtuiment history information (from PeopleSoft/FMS) Q3: SEA completes initial analysis, shares with HR Manager and Asst Dir; tweaks analysis and detail sharing; SEA schedules time with LC and REI Committee to share analysis Q4: SEA completes analysis presentation at LC, REI Committee; works on at least 1 recruitment |
Operationalize | Track Caltrans, USDOT, funders equity developments to share and make changes internally | 1. Set meeting with DOT IGR Manager |
Q1: Establish quarterly check ins with D. Tran to ensure we are sharing what opportunities come up, and what is on that quarter's legislative effort priority list; discuss design of tracker Q2 - Q3: Work with D. Tran to establish a relationship with key DOT intergovernmental staff (San Franisco, Santa Clara County, Oakland, etc.); tracking mechanism is created Q4: Iterate on tracker with feedback from other cities' staff and CSJ intergovernmetal relations staff; share lessons learned with LC (last meeting) |
Operationalize | Track Caltrans, USDOT, funders equity developments to share and make changes internally | 1a. Create shared approach to tracking equity changes |
Q1: Establish quarterly check ins with D. Tran to ensure we are sharing what opportunities come up, and what is on that quarter's legislative effort priority list; discuss design of tracker Q2 - Q3: Work with D. Tran to establish a relationship with key DOT intergovernmental staff (San Franisco, Santa Clara County, Oakland, etc.); tracking mechanism is created Q4: Iterate on tracker with feedback from other cities' staff and CSJ intergovernmetal relations staff; share lessons learned with LC (last meeting) |
Operationalize | Track Caltrans, USDOT, funders equity developments to share and make changes internally | 1b. Set cadence for reconnecting (semi-annual or quarterly) |
Q1: Establish quarterly check ins with D. Tran to ensure we are sharing what opportunities come up, and what is on that quarter's legislative effort priority list; discuss design of tracker Q2 - Q3: Work with D. Tran to establish a relationship with key DOT intergovernmental staff (San Franisco, Santa Clara County, Oakland, etc.); tracking mechanism is created Q4: Iterate on tracker with feedback from other cities' staff and CSJ intergovernmetal relations staff; share lessons learned with LC (last meeting) |
Operationalize | Track Caltrans, USDOT, funders equity developments to share and make changes internally | 1c. Capture lessons learned (best practices, mistakes made, etc.) |
Q1: Establish quarterly check ins with D. Tran to ensure we are sharing what opportunities come up, and what is on that quarter's legislative effort priority list; discuss design of tracker Q2 - Q3: Work with D. Tran to establish a relationship with key DOT intergovernmental staff (San Franisco, Santa Clara County, Oakland, etc.); tracking mechanism is created Q4: Iterate on tracker with feedback from other cities' staff and CSJ intergovernmetal relations staff; share lessons learned with LC (last meeting) |
Operationalize | Track Caltrans, USDOT, funders equity developments to share and make changes internally | 1d. SEA share lessons learned with LC |
Q1: Establish quarterly check ins with D. Tran to ensure we are sharing what opportunities come up, and what is on that quarter's legislative effort priority list; discuss design of tracker Q2 - Q3: Work with D. Tran to establish a relationship with key DOT intergovernmental staff (San Franisco, Santa Clara County, Oakland, etc.); tracking mechanism is created Q4: Iterate on tracker with feedback from other cities' staff and CSJ intergovernmetal relations staff; share lessons learned with LC (last meeting) |
Operationalize | Develop a departmental equity assessment and standards to help staff orient their work within DOT to equity, diversity, inclusion, and belonging | 1. Create draft DOT equity standard with Exec and Senior staff feedback |
Q1: Work with LC, REI Committee, and Asst Dir to detemine a draft DOT equity standard Q2: Share draft standard with LC, in Exec staff 1-1s to generate feedback; fold feedback into standard Q3: Work with 2 divisions to ground standard with existing metrics and determine new metrics/data needed to be able to demonstrate meeting the standard; create communications plan to share metrics and standard with staff in that division for staff feedback Q4: Work with 2 remaining divisions to ground standard in existing metrics and determine new metrics/data; share those metrics with staff in those 2 divisions; tweak original 2 division metrics with staff feedback and share back with staff and Senior,Exec staff (post on Equity SharePoint) |
Operationalize | Develop a departmental equity assessment and standards to help staff orient their work within DOT to equity, diversity, inclusion, and belonging | 1a. SEA works with staff in each division to ground standard in teams' actual work by discussing metrics used currently that could act as proxies or demonstrate compliance with standard/create new metrics/data gathering to demonstrate compliance |
Q1: Work with LC, REI Committee, and Asst Dir to detemine a draft DOT equity standard Q2: Share draft standard with LC, in Exec staff 1-1s to generate feedback; fold feedback into standard Q3: Work with 2 divisions to ground standard with existing metrics and determine new metrics/data needed to be able to demonstrate meeting the standard; create communications plan to share metrics and standard with staff in that division for staff feedback Q4: Work with 2 remaining divisions to ground standard in existing metrics and determine new metrics/data; share those metrics with staff in those 2 divisions; tweak original 2 division metrics with staff feedback and share back with staff and Senior,Exec staff (post on Equity SharePoint) |
Operationalize | Develop a departmental equity assessment and standards to help staff orient their work within DOT to equity, diversity, inclusion, and belonging | 1b. Ensure that metrics and standard make sense to line staff and Senior Sraff alike Fold staff feedback into standard and metrics so standard can be used on an ongoing basis to provide feedback on departmental comfort, understanding, and operationalizing of equtiy within DOT's work |
Q1: Work with LC, REI Committee, and Asst Dir to detemine a draft DOT equity standard Q2: Share draft standard with LC, in Exec staff 1-1s to generate feedback; fold feedback into standard Q3: Work with 2 divisions to ground standard with existing metrics and determine new metrics/data needed to be able to demonstrate meeting the standard; create communications plan to share metrics and standard with staff in that division for staff feedback Q4: Work with 2 remaining divisions to ground standard in existing metrics and determine new metrics/data; share those metrics with staff in those 2 divisions; tweak original 2 division metrics with staff feedback and share back with staff and Senior,Exec staff (post on Equity SharePoint) |
Operationalize | Improve new employee awareness of equity while improving new employee sense of welcoming | 1. Update onboarding check list to include equity actions * SEA is made an official invitee of all Meet & Greets moving forward |
Q1: SEA completes orientation on current DOT onboarding process with HR specialist Q2: Equity items added to onboarding checklist; share with HR Manager and team for feedback; share tweaked version with LC for feedback; SEA and HR staff create a draft survey and set cadence Q3: SEA begins attending Meet & Greets with Senior Staff and new employees to ensure new staff know her position exists and they come to her as a resource; survey design is shared with LC for feedback Q4: SEA continues attending Meet & Greets on an ongoing basis; new employee survey administration begins; SEA and HR staff analyze results and share with LC |
Operationalize | Improve new employee awareness of equity while improving new employee sense of welcoming | 1a. New employee suirvey or survey series is designed and shared for feedback with Senior and Exec staff |
Q1: SEA completes orientation on current DOT onboarding process with HR specialist Q2: Equity items added to onboarding checklist; share with HR Manager and team for feedback; share tweaked version with LC for feedback; SEA and HR staff create a draft survey and set cadence Q3: SEA begins attending Meet & Greets with Senior Staff and new employees to ensure new staff know her position exists and they come to her as a resource; survey design is shared with LC for feedback Q4: SEA continues attending Meet & Greets on an ongoing basis; new employee survey administration begins; SEA and HR staff analyze results and share with LC |
Operationalize | Improve new employee awareness of equity while improving new employee sense of welcoming | 1b. New employee survey is administered to all new employees and top level results are shared with Senior and Exec staff |
Q1: SEA completes orientation on current DOT onboarding process with HR specialist Q2: Equity items added to onboarding checklist; share with HR Manager and team for feedback; share tweaked version with LC for feedback; SEA and HR staff create a draft survey and set cadence Q3: SEA begins attending Meet & Greets with Senior Staff and new employees to ensure new staff know her position exists and they come to her as a resource; survey design is shared with LC for feedback Q4: SEA continues attending Meet & Greets on an ongoing basis; new employee survey administration begins; SEA and HR staff analyze results and share with LC |
Operationalize | Complete a data audit of the departments uses for grants (including projects, programs) | 1. SEA completes orientation to grant ID, applicatin, and reporting system |
Q1: SEA meets with Grants team to complete orientation to their work; create categories of data, projects, programs, etc. Q2: SEA and Grants team work to complete list of data for grants for projects and programs; vet draft list with LC and REI Committee Q3: SEA shares grant data information with LC, in part to remind them that this data can be used to demonstrate meeting the department's equity standard (see Equity standard creation item on this REAP) Q4: SEA and Grants team determine mechanism and cadence of list updates to ensure it stays relevant |
Operationalize | Complete a data audit of the departments uses for grants (including projects, programs) | 1a. SEA completes a summary list of all data used in DOT grant applications and reporting |
Q1: SEA meets with Grants team to complete orientation to their work; create categories of data, projects, programs, etc. Q2: SEA and Grants team work to complete list of data for grants for projects and programs; vet draft list with LC and REI Committee Q3: SEA shares grant data information with LC, in part to remind them that this data can be used to demonstrate meeting the department's equity standard (see Equity standard creation item on this REAP) Q4: SEA and Grants team determine mechanism and cadence of list updates to ensure it stays relevant |
Operationalize | Complete a data audit of the departments uses for grants (including projects, programs) | 1b. SEA shares list with Senior, Exec staff |
Q1: SEA meets with Grants team to complete orientation to their work; create categories of data, projects, programs, etc. Q2: SEA and Grants team work to complete list of data for grants for projects and programs; vet draft list with LC and REI Committee Q3: SEA shares grant data information with LC, in part to remind them that this data can be used to demonstrate meeting the department's equity standard (see Equity standard creation item on this REAP) Q4: SEA and Grants team determine mechanism and cadence of list updates to ensure it stays relevant |
Operationalize | Complete a data audit of the departments uses for grants (including projects, programs) | 1c. Data information is used to support equity standard and metrics development |
Q1: SEA meets with Grants team to complete orientation to their work; create categories of data, projects, programs, etc. Q2: SEA and Grants team work to complete list of data for grants for projects and programs; vet draft list with LC and REI Committee Q3: SEA shares grant data information with LC, in part to remind them that this data can be used to demonstrate meeting the department's equity standard (see Equity standard creation item on this REAP) Q4: SEA and Grants team determine mechanism and cadence of list updates to ensure it stays relevant |
Acronym | Definition |
---|---|
LEP | Limited English Proficiency |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Establish racial equity as a value and an urgent priority by developing a shared understanding of the issues, terminology, and how it impacts the electric sector. | Develop a mandatory training plan for staff to learn more about racial equity and equity issues within the energy sector. | FY 24-26,Q2 and Q4 (every 6 months) |
Normalize | Establish racial equity as a value and an urgent priority by developing a shared understanding of the issues, terminology, and how it impacts the electric sector. | Training plan includes group mandatory and individual self-paced/selected trainings from a curated list. | FY 24-26,Q2 and Q4 (every 6 months) |
Normalize | Establish racial equity as a value and an urgent priority by developing a shared understanding of the issues, terminology, and how it impacts the electric sector. | Conduct pre- and post-training surveys. |
FY 24-26,Q2 and Q4 (every 6 months) |
Organize | Establish recruitment and hiring practices to encourage potential applicants from diverse and disadvantaged communities to competitively apply to available positions. | 1. Maximize opportunities to provide outreach and encourage candidates from priority communities and diverse backgrounds to apply for positions. | Quarterly review of metrics, Assessment by FY 25, Q1 |
Organize | |||
Organize | Establish recruitment and hiring practices to encourage potential applicants from diverse and disadvantaged communities to competitively apply to available positions. | 2. Invite professionals from diverse backgrounds to participate as interview panelists to ensure we incorporate a broad range of perspectives during the hiring process. | Quarterly review of metrics, Assessment by FY 25, Q1 |
Organize | Establish recruitment and hiring practices to encourage potential applicants from diverse and disadvantaged communities to competitively apply to available positions. | 3. Partner with HR to review, simplify, and standardize job announcements to remove any barriers to attracting a diverse candidate pool and those with diverse life, education, and professional experiences. | Quarterly review of metrics, Assessment by FY 25, Q1 |
Organize | Improve community engagement with disadvantaged and diverse communities. | 1. Work with Office of Racial Equity to increase exposure to disadvantaged community representatives and facilitate pathways into standard City opportunities for input and participation on Climate Advisory Commission and/or establishment of an equity advisory group. | FY24-25, Q3 |
Organize | Improve community engagement with disadvantaged and diverse communities. | 2. Develop and implement an engagement plan to develop and maintain relationships with diverse community members and organizations to ensure they understand and can provide input in SJCE’s rates and programs. | FY24-25, Q3 |
Organize | Improve supplier diversity. | 1. Continue to engage and collaborate with small and local businesses via ethnic chambers of commerce, LGBTQ+ chambers of commerce, local business districts, community-based organizations, diversity leaders, diverse communities, and advocacy groups. | Vendor spend tracking completed Annually (March) Q3 |
Organize | Improve supplier diversity. | 2. Provide technical assistance and capacity building opportunities for small and local businesses by encouraging small and local vendors to sign up as SJCE Small Business Partners, a voluntary registry to receive communications about City business opportunities, technical support and capacity building support. | Vendor spend tracking completed Annually (March) Q3 |
Organize | Improve supplier diversity. | 3. Provide staff training on inclusive procurement practices to ensure appropriate outreach is made. | Vendor spend tracking completed Annually (March) Q3 |
Organize | Improve supplier diversity. | 4. Assess barriers for suppliers to join the Clearinghouse through an updated supplier survey. | Item 4 (survey) complete FY24-25, Q2 |
Organize | Deepen our equity lens on one public program via Library EDIQS pilot | Select and conduct an Equity, Diversity and Inclusion Quality Standards Assessment on one program. | August 2024-September 2025 |
Organize | Designate language and disability access liaisons in the department | 1.Designate Language Access and Disability Access Coordinators. | FY24-25, Q4 |
Organize | Designate language and disability access liaisons in the department | 2. Develop Language Access and Disability Access Plans and additional resources with guidance from the Administration and Office of Racial and Social Equity. | FY24-25, Q4 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 1. Continue to offer CARE/FERA customers a 10% rate discount through SJ Cares. Expand program. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 2. Continue to offer SJCE’s Solar Access program, which provides about 850 CARE/FERA customers living in disadvantaged communities in San José an extra 20% off their electricity bill and 100% renewable energy. Expand program to more customers. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 3. Educate customers on how to save energy and reduce energy bills through multilingual mailers, events, and social media posts. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 4. Promote energy efficiency appliance discount programs to single-family homes enrolled in CARE or FERA or located in state-defined disadvantaged communities through multilingual email blasts, postcards and neighborhood-based outreach like in-person events. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 5. Build and maintain relationships and partner with environmental justice/affordability focused entities. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 6. Support legislative and budget actions, and where appropriate, garner community support for low-income policies and programs that disproportionally impact priority communities. | action items are ongoing in FY24-25 |
Operationalize | Improve energy affordability, which disproportionately affects communities of color. | 7. Implement Electricity Bill Relief program this program is in the pilot phase, and as more data is collected the goal is to reach 1,000 households with a full launch of the program. | action items are ongoing in FY24-25 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 1. Continue to track customers who fall off payment plans and intervene with options for bill assistance, energy saving tips, electricity plan choices. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 2. Work on a regular cadence with PG&E on creating better awareness for customers of disconnection risk, process, and steps to avert. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 3. Work with PG&E and the CPUC to implement the recommendations in the NAACP report with the eventual goal of the elimination of utility disconnections and the recognition of the need to incorporate human rights into the utility business model. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 3a. Ensure customers are notified in-person before disconnections occur. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 3b. Prevent disconnection during certain hours of the day (night) and seasonally (during high and low temperatures). | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 3c. Ensure payment plan options are offered, connect to assistance programs. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 3d. Establish policies to protect customers enrolled in CARE or FERA programs. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 4. Advocate in the legislature - and at the Commission if appropriate - to reduce or eliminate disconnections. | Ongoing FY24-26 |
Operationalize | Reduce customer electric service disconnections through the deployment of a disconnection mitigation plan. | 5. Implement Bill Relief program – this program is in the pilot phase, and as more data is collected the goal is to reach 1,000 residents with a full launch of the program. | Ongoing FY24-26 |
Operationalize | Make racial equity a part of decision-making to ensure equitable decarbonization goals are met. | 1. Use a racial equity impact assessment tool when planning procurement and programs. | Q1 FY25-26 |
Operationalize | Make racial equity a part of decision-making to ensure equitable decarbonization goals are met. | 2. Define a tool or framework for including equity metrics in evaluation. | Q1 FY25-26 |
Acronym | Definition |
---|---|
HR | Human Resources |
CARE | California Alternative Rates for Energy Program |
FERA | Family Electric Rate Assistance Program |
SJCE | San Jose Community Energy |
LGBTQ | Lesbian, Gay, Bisexual, Transgender, Questioning individuals |
PG&E | Pacific, Gas and Electric |
CPUC | California Public Utilities Commission |
NAACP | National Association for the Advancement of Colored People |
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Encourage employees to learn more about DEIB best practices, including recognizing racial inequities within organizations and public service delivery | 1a. Identify and encourage participation in training offered by the Office of Racial Equity, County of Santa Clara, State of California, HR firms, and subject matter experts | Ongoing effort; Annual metric |
Normalize | Encourage employees to learn more about DEIB best practices, including recognizing racial inequities within organizations and public service delivery | 1b. Embed ‘budgeting for equity’ exercise in department-led budget trainings for program staff | Fall 2024 & Fall 2025 trainings; Annual metric |
Normalize | Encourage employees to learn more about DEIB best practices, including recognizing racial inequities within organizations and public service delivery | 1c. Create a DEIB committee for the department (participation on a voluntary basis) | Ongoing effort; Annual metric |
Normalize | Ensure understanding of utility services is equitable across the community | 2a. Produce and distribute trans-created collateral in (at minimum) English, Spanish, and Vietnamese | Ongoing communication Fall 2025; Biennial survey |
Normalize | Ensure understanding of utility services is equitable across the community | 2b. Benchmark community knowledge of ESD programs by ethnicity and community via ESD biennial survey | Fall 2025; Biennial survey |
Organize | Audit internal hiring processes to create equitable employment opportunities that attract and retain a diverse departmental workforce | 1a. Build upon efforts to ensure job openings are advertised in places that attract racially diverse talent, including organizations for women and people of color in applicable fields/trades | Ongoing effort; Annual metric |
Organize | Audit internal hiring processes to create equitable employment opportunities that attract and retain a diverse departmental workforce | 1b. Evaluate educational requirements of ESD-specific classifications to allow more experience substitutions, thereby being able to consider applications from those who may not have had the privilege of attending college | Ongoing effort; Annual metric |
Organize | Designate language and disability access liaisons in the department | 2a. Designate Language Access and Disability Access Coordinators | FY24-25, Q4 |
Organize | Designate language and disability access liaisons in the department | 2b. Develop Language Access and Disability Access Plans and additional resources with guidance from the Administration and Office of Racial and Social Equity | FY24-25, Q4 |
Operationalize | Evaluate Departmental programs for inequities/ opportunities to increase equity | 3. Run one program from each ESD division through “Budgeting for Equity” exercise as part of annual budget development process | January 2025 & January 2026 |
Operationalize | Incorporate equity lens in climate adaptation work | 4a. Prioritize historically under-served, lower-income communities in climate action pilot programs | October 2024-June 2026 |
Operationalize | Incorporate equity lens in climate adaptation work | 4b. Provide public education materials regarding climate adaptation strategies in (at minimum) English, Spanish, and Vietnamese | October 2024-June 2026 |
Operationalize | Improve water collections process for past due bills | 5. Review and improve messaging in (at minimum) English, Spanish, and Vietnamese materials regarding water saving practices, water shut off procedures, and payment plan options | Biennially and Annually |
Operationalize | Deliver ESD services in response to community needs | 6. Provide garbage, recycling, recycled water, wastewater management, and watershed protection services in response to a given community’s needs | Annually, July |
Acronym | Definition |
---|---|
ESD | Environmental Services Department |
DEIB | Diversity, Equity, Inclusion and Belonging |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Encourage employees to learn more about DEIB best practices, including recognizing racial inequities within organizations and public service delivery | Identify and promote participation in training sessions provided by the Office of Racial Equity, County of Santa Clara, State of California, HR firms, and other subject matter experts. | Ongoing effort; Annual metric |
Organize | To enhance racial equity in procurement processes within the City by establishing a centralized Purchasing Resource Hub. | Create and maintain a central hub for purchasing resources to streamline access to bid opportunities, certified firms, contracting guides, and other relevant information. | 2 years |
Operationalize | Assess improving and expanding accessibility to residents and businesses for bill payments (e.g., partner with agencies with existing technologies or install new access points such as off-City Hall kiosks) | Assess available technologies and develop business case justification, followed by budget proposal, if feasible. | 2 years |
Acronym | Definition |
---|---|
DEIB | Diversity, Equity, Inclusion, and Belonging |
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Overt/Transparent inclusion and tracking of Racial Equity Action Plan within the Fire Department work plan | 1. Managers to provide REAP objectives for thier respective bureau/division work plan | FY24-25, Q1 |
Normalize | Overt/Transparent inclusion and tracking of Racial Equity Action Plan within the Fire Department work plan | 1a. Maintain progress status reporting in work plans (bi-weekly) | FY24-25, Q1 |
Normalize | Overt/Transparent inclusion and tracking of Racial Equity Action Plan within the Fire Department work plan | 1b. Report as appropriate at Senior Stadd, Lead Stadd, and Monthly Briefiengs | FY24-25, Q1 |
Normalize | Engage diverse communities through multi-channel/ multilingual communication strategies | 1. Develop content in multiple languages prominent in San Jose | FY24-25, Q4 |
Normalize | Engage diverse communities through multi-channel/ multilingual communication strategies | 1a. Use a multitude of outreach methods for Public Education, including those for residents who are technologically inclined and those who are not | FY24-25, Q4 |
Organize | Create an equitable and private fire station living/sleep quarters for sworn personnel. | 1. Identify legacy fire stations that require retrofit/remodel to improve living/sleep quarters privacy | FY24-25, Q1 |
Organize | Create an equitable and private fire station living/sleep quarters for sworn personnel. | 1a. Identify funding opportunities to retrofit/remodel spaces | FY24-25, all |
Organize | Create an equitable and private fire station living/sleep quarters for sworn personnel. | 1b. Project timeline for reasonable accomodations | FY24-25, all |
Organize | Create an equitable and private fire station living/sleep quarters for sworn personnel. | 1c. Retrofit/remodel spaces within reason and capacity | FY25-26, all |
Organize | Create an equitable and private fire station living/sleep quarters for sworn personnel. | 1d. Ensure all future Measure T Fire Stations and projects meet the needs of all employees | FY24-25, Q1 |
Organize | Provide safe and form-fitting personal protective equipment (PPE) for sworn personnel that is comfortable and customized based on individual needs. | Recruit Program Manager | FY23-24, Q4 |
Organize | Provide safe and form-fitting personal protective equipment (PPE) for sworn personnel that is comfortable and customized based on individual needs. | Identify equipment that does not exist and adequately provide equitable comfort and performance. | FY24-25, Q1 |
Organize | Provide safe and form-fitting personal protective equipment (PPE) for sworn personnel that is comfortable and customized based on individual needs. | Perform research on vendors/manufactuerers that provide equipment to meet equity needs. | FY24-25, Q1 |
Organize | Provide safe and form-fitting personal protective equipment (PPE) for sworn personnel that is comfortable and customized based on individual needs. | Perform a pilot-program to test results and solicit feedback | FY24-25, Q2 |
Organize | Provide safe and form-fitting personal protective equipment (PPE) for sworn personnel that is comfortable and customized based on individual needs. | Initiate replacement program through attrition to replace PPE | FY25-26, all |
Organize | Provide safe and form-fitting uniforms for sworn personnel that is comfortable and customized based on individual needs. | Recruit Program Manager | FY23-24, Q4 |
Organize | Provide safe and form-fitting uniforms for sworn personnel that is comfortable and customized based on individual needs. | 1. Identify uniforms that do not adequately provide equitable comfort and performance | FY24-25, Q1 |
Organize | Provide safe and form-fitting uniforms for sworn personnel that is comfortable and customized based on individual needs. | 1a. Perform research on vendors/manufacturers that provide uniforms to meet equity needs | FY24-25, Q1 |
Organize | Provide safe and form-fitting uniforms for sworn personnel that is comfortable and customized based on individual needs. | 1b. Revise policies and procedures manual to reflect changes in uniform | FY24-25, Q2 |
Organize | Provide safe and form-fitting uniforms for sworn personnel that is comfortable and customized based on individual needs. | 1c. Initiate replacement program through attrition to replace uniforms | FY25-26, all |
Organize | Establish a robust data analytics program which collects and analyzes incident and response data to evaluate equitable servicesthroughout our community. | Explore Equity Atlas and overlay with Fire Department data. Analyze data to make operational decision | FY24-25, Q4 |
Organize | Welcome the community to participate in the creation of a future San Jose by providing a user experience that increases knowledge about the development process entry and requirements and fire prevention services. | 1. Website Liaison committee involvement | FY24-25, Q1 |
Organize | Welcome the community to participate in the creation of a future San Jose by providing a user experience that increases knowledge about the development process entry and requirements and fire prevention services. | 1a. Capture and evaluate AMANDA customer survey data and conduct special occupancy/permitted occupancy customer satisfaction surveys. | FY24-25, Q1 |
Operationalize | Achieve diversity through a recruitment outreach program that advises community members of and inspires them to explore Fire Department careeropportunities. | 1. Identify a Recruitment Outreach Committee | FY24-25, Q4 |
Operationalize | Achieve diversity through a recruitment outreach program that advises community members of and inspires them to explore Fire Department careeropportunities. | 1a. Evaluate the Fire Department’s demographics | FY24-25, Q4 |
Operationalize | Achieve diversity through a recruitment outreach program that advises community members of and inspires them to explore Fire Department careeropportunities. | 1b. Develop a recruitment and outreach workplan | FY24-25, Q4 |
Operationalize | Promote racial equity through the coordination of academic institutions, scholarship opportunities and community outreach to attract a diverse paramedic workforce within thecommunity. | 1. Collect education and scholarship environment information | FY24-25, Q4 |
Operationalize | Promote racial equity through the coordination of academic institutions, scholarship opportunities and community outreach to attract a diverse paramedic workforce within the community. | 1a. Assessment of community demographics, such as language, race, etc. | FY24-25, Q4 |
Acronym | Definition |
---|---|
PPE | Personal Protective Equipment |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Allow room for employees to share lived experiences and educate one another to increase departmental cultural humility and constructive dialogue. | Build on the vast racial and ethnic diversity in the department by encouraging collaboration and building trust among staff members | Q1 2024 - Q4 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1a. Ensure Disability Access and Language Access in English, Spanish, Vietnamese, Chinese, and African Languages | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1b. Formalize the Language Access Team by designating language liaisons and disability access liaisons. | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1c. Conduct Language Access and Accessibility Training, particularly live phone interpretation | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1d. Hire Multilingual staff for programs that serve limited English proficient clients in programs. | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1e. Analyze language utilization to inform Rent Stabilization Program multilingual resources and staffing needs. | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial and ethnic equity impact analysis throughout department projects, processes, policies, and programs. | 1f. Update the Housing Department phone tree to support Language Access | Q3 2024 – Q2 2026 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 2a. Conduct Racial Equity Evaluation of Homelessness Programs and Respond to State Audit | Q3 2024 – Q4 2026 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 2b. Collect and analyze demographic data (every six months) for people experiencing homelessness to identify and address service gaps. | Q3 2024 – Q4 2026 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 2c. Identify and remove barriers to equitable access to shelter programs. | Q3 2024 – Q4 2026 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 3a. Standardize Data Processes that Maximize Racial Equity | Q3 2024 - Q4 - 2025 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 3b. Create a standard process for quantitative and qualitative data collection, analysis, and reporting practices for Racial Equity Audits | Q3 2024 - Q4 - 2025 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 3c. Standardize the use of disaggregated race data (Latina/o/x, Korean, Vietnamese, Chinese, etc.) | Q3 2024 - Q4 - 2025 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 3d. Collect reliable tenant data and conduct a demographic analysis of the affordable housing tenant population. | Q3 2024 - Q4 - 2025 |
Operationalize | Applying consistent racial equity impact analysis throughout department projects, processes, and policies, and programs. | 3e. Add Race data to the homeless dashboard | Q3 2024 - Q4 - 2025 |
Operationalize | Specific project action items that move departmental mission and services forward with a racial equity lens | 4. Implement Anti- Displacement Teneant Preferences for Affordable Housing | Q3 2024 - Q4 2026 |
Operationalize | Specific project action items that move departmental mission and services forward with a racial equity lens | 5a. Increase Affordable Housing Affirmative Marketing Plan Compliance | Q2 - 2025 |
Operationalize | Specific project action items that move departmental mission and services forward with a racial equity lens | 5b. Ensure plans include marketing to diverse ethnic communities and the disabled community. | Q2 - 2025 |
Operationalize | Specific project action items that move departmental mission and services forward with a racial equity lens | 5c. Collect marketing materials from partners annually and as part of new contracts | Q2 - 2025 |
Operationalize | Specific project action items that move departmental mission and services forward with a racial equity lens | 6. Implement Housing Element and Assessment of Fair Housing Strategies | Q3 2024 - Q4 - 2026 |
Operationalize | Measure progress toward the Department's Racial Equity Goals. | 7. Develop Department Equity Performance Measures and Publish in the Budget and the Housing Department Annual Report | Q2 2024 - Q4 2026 |
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Increase Departmental Staff Knowledge of Racial Equity | 1. Write and confirm basic groundwork around Racial Equity | FY24/25; Quarter 2 |
Normalize | Increase Departmental Staff Knowledge of Racial Equity | 1a. Create glossary of basic terms around Racial Equity | FY24/25; Quarter 2 |
Normalize | Increase Departmental Staff Knowledge of Racial Equity | 1b. Host additional Trainings/Employee Circles | FY24/25; Quarter 2 |
Normalize | Create/maintain a safe space for employees to share | 1. Define “Safe Space” | FY24/25; Quarter 2 |
Normallize | Create/maintain a safe space for employees to share | 1a. Creating Ground Rules/Community Agreements for the Department | FY24/25; Quarter 2 |
Normallize | Utilize Data Available to HR Divisions | 1. Identify / Review data available to HR Divisions | FY24/25 Quarter 1 |
Normallize | Utilize Data Available to HR Divisions | 1a. Create Preliminary processes for HR Data | FY24/25 Quarter 1 |
Normallize | Utilize Data Available to HR Divisions | 1b. Determine useful data availability (Monthly/Quarterly/ Annually) | FY24/25 Quarter 1 |
Normallize | Utilize Data Available to HR Divisions | 1c. Create / Modify 3 department performance measures where data is the driver in the area of Racial Equity | FY24/25 Quarter 1 |
Normallize | Utilize Data Available to HR Divisions | 1d. Create standard Methodologies for those three performance measures | FY24/25 Quarter 1 |
Normallize | Utilize Data Available to HR Divisions | 1e. Determine process for sharing data with HR staff regularly. | FY24/25 Quarter 1 |
Organize | Continue the One Team Focus within Human Resources | 1. Ensure staff feel comfortable to train, learn, reach out, speak their truth in their own division, but also cross divisional | FY24/25 Quarter 1 |
Organize | Continue the One Team Focus within Human Resources | 1a. Potentially create a Community Agreement within HR and our Divisions | FY24/25 Quarter 1 |
Organize | Continue the One Team Focus within Human Resources | 1b. Acknowledge the “whole human” during HR gatherings and meetings. Create space to recognize that staff are more than their work selves. | FY24/25 Quarter 1 |
Organize | Review/Document metrics currently being gathered | Review current Performance Measures (both posted and internal) and determine if they are the best ones to track | FY24/25 Quarter 1-2 |
Operationalize | Re-activate the RISE Champions Committee (HR & OER)- | Champion the efforts to advance our commitment to fostering a trauma-informed, resilience-oriented, and racially equitable workplace culture. Focus for this group in the next fiscal year: Psychological Safety, Building Resilience, Impacting Policy and Procedures, and Regulating the Physical Body (e.g. mindfulness) | FY 24/25Target Q1 but may not be delivered unti;l Q2 and Q3 |
Acronym | Definition |
---|---|
OER | Office of Employee Relations |
Framework | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Promote an equitable and trauma-informed workforce to have staff understand inequities in San José | Identify educational and training opportunities for our staff to understand more about the relationship between race and like in San José | Ongoing |
Normalize | Promote an equitable and trauma-informed workforce to have staff understand inequities in San José | Develop and train staff to cultivate environments that are equitable, racially just, and equity is central in decision making |
Ongoing |
Normalize | Promote an equitable and trauma-informed workforce to have staff understand inequities in San José | Celebrations recognizing staff diversity and for their impacts on racial equity |
Ongoing |
Normalize | Promote an equitable and trauma-informed workforce to have staff understand inequities in San José | Creating opportunities for staff to share their culture and cultural experiences | Ongoing |
Normalize | Promote an equity driven, trauma-informed resilience-oriented care environment for department staff | Establish a working relationship with staff to be honest about equity concerns | Ongoing |
Normalize | Provide equitable access to San José 311 services | Identify attendance areas and neighborhoods that are in need | Ongoing |
Normalize | Provide equitable access to San José 311 services | Investigate technologies to increase accessibility and promote proactive services. | Ongoing |
Organize | Encourage diverse representations in ITD work groups | Advertise in diverse communities for: (a) Interns, (b) Fellowships, (c) Staff | Ongoing |
Organize | Partner with universities and their respective racial/ethnic centers; Provide opportunities to support work as part of curriculum and apply to positions | Partner with SJSU to provide research and analytics projects for students to do as part of their curriculum throughout the year | Ongoing |
Organize | Engaging Office of Racial Equity in developing program roadmap | Creating a Data Governance Policy with racial equity in focus. | Ongoing |
Organize | Engaging Office of Racial Equity in developing program roadmap | Supporting the Focus Area and CSA Performance Measures efforts in identifying disaggregated data sources and community engagement. | 6/30/2025 |
Organize | Engaging Office of Racial Equity in developing program roadmap | Supporting departments in building their Focus Area Scorecards and CSA community indicators and performance measures dashboards | Pending funding |
Organize | Engaging Office of Racial Equity in developing program roadmap | Define Community Indicators and Performance Measures for IT department as part of the Strategic Support CSA modernization |
N/A (Completion by Fall 2024) |
Organize | Engaging Office of Racial Equity in developing program roadmap | Designate an ITD staff to be the department’s Language Access Liaison and Disability Access Liaison | Complete |
Organize | Bridge equity and accessibility gaps in services supported by ITD | Address concerns and enhance SJ311 services to include: (a) Basic needs, (b) Language Support, (c) Accessibility channels, and (d) Community barriers | FY 2024-2026 |
Organize | Bridge equity and accessibility gaps in services supported by ITD | Expand outreach efforts to educate Limited English Proficiency residents about ITD public facing services (SJ311, AI literacy, etc.) | Ongoing |
Organize | Bridge equity and accessibility gaps in services supported by ITD | Enhance City’s overall SJ311 customer service to residents including accessibility, language barriers, consistent experiences, and others | Complete by FY 2025-2026 Q4 |
Organize | Enhance data literacy of City staff to support society shifts of skills needed in City workforce | Training current city staff through Data Upskilling program to use data and equity tools for decision making and service delivery | Ongoing: Weekly meetings, program runs August through March |
Operationalize | Implement an equity focused Data Governance Policy | Establish a Data Governance Board and working group committees to develop a data ecosystem with equity at the core | 6/30/2025 |
Operationalize | Establish City-wide standards around dashboards and equity related data sources | Build templates for “department equity dashboards” providing guidelines around UI and data sources | Ongoing |
Operationalize | Provide equitable access to City services | Improve language options for ITD’s public-facing services | Ongoing |
Acronym | Definition |
---|---|
ITD | Information Technology Department |
SJ311 | San Jose 311 |
UI | User Interface |
CSA | Community Service Area |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Support public learning of EDI issues | Update and maintain at least two (2) reading lists on equity priorities per year | Annual: May 2025, May 2026 |
Normalize | Increase SJPL staff knowledge of EDI core issues | Provide two yearly workshops on racial equity, LGBT+, disability access, trauma and resilience | Annual: May 2025, May 2026 |
Normalize | Department staff completion of updated City- required Foundational Racial Equity Training | Create scheduling time for all employees (current and new) to complete training | Quarterly |
Normalize | Continue to increase Library Collections diversity | Collect and review DEI subject data through a data analysis tool | Annual: May 2025, May 2026 |
Normalize | Monitor the impact of Late Fee Forgiveness | Track changes in library usage, book returns | Annual: Feb 2025, Feb 2026 |
Normalize | Increase public awareness and understanding of root causes of homelessness | Organize public programs/ presentations on Holistic Library Initiative, Citywide programs and other housing service providers | 5/1/2026 |
Organize | EDI Quality Standards Pilot for Library programs completed | EDI Quality Standards Pilot assesses for select adult programs | 12/1/2024 |
Organize | SJPL Adult programs deepen EDI approach | All SJPL adult programs complete a Quality Improvement Plan | 5/1/2026 |
Organize | Expand EDI Quality Standards to additional City Departments | Onboard select Department staff on EDI Quality Standards | 5/1/2026 |
Operationalize | Library staff better understands community strengths, needs and concerns | Staff integrate 2024 Community Assessment Report for work plans planning | 5/1/2026 |
Operationalize | Increase diversity of SJPL program vendors | Staff Equity Working Groups provide recommendations of vendors that reflect San Jose’s diverse communities | 7/1/2025 |
Operationalize | EDI Quality Standards are adapted to pilot and public feedback | Organize EDI Quality Standards Community Roundtables for feedback on program findings and evaluation framework | 5/1/2026 |
Operationalize | Develop recommendations for participation and outreach opportunities for SJPL programs | Complete a programming gaps analysis for FY 23-24 programs performance at all library locations | 12/1/2024 |
Operationalize | Staff steward increased Language Accessibility | Department Language Access Coordinator updates staff Sharepoint Resource page with revised protocols, tools and values statement in coordination with City’s Language Access Coordinator | Annual: May 2025, May 2026 |
Operationalize | SJPL facilities are more linguistically inclusive | Identify top languages spoken in communities served by Library Branch | 5/1/2026 |
Operationalize | SJPL staff recruitment/placement strategy informed by local language needs | Department Language Access Coordinator will develop a roster of multi-lingual staff placements and community needs | 5/1/2026 |
Operationalize | SJPL supports increased access for disability community | Department Disabilities Access Coordinator maintains staff Sharepoint page with updated protocols, tools and materials in coordination with City’s Disability Affairs Officer | Annual: May 2025, May 2026 |
Acronym | Definition |
---|---|
EDI | Equity, Diversity, Inclusion |
LGBTQ | Lesbian, Gay, Bisexual, Transgender, and Questioning Individuals |
SJPL | San Jose Public Library |
OEDCA | Office of Economic Development and Cultural Affairs |
PRNS | Parks, Recreation, and Neighborhood Services |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Learn more about racial equity and how it impacts our own lives, the community we serve, and aspects of our work. | Host Focus Groups, Brown Bags, Speaker series, Story telling sessions. | Quarterly presentations FY 24-25 |
Normalize | Increase our own (Racial Equity Team) understanding and knowledge of Racial Equity to be able to offer ways for others to learn. | Consider resources like Masterclass.com; articles, reports and studies by reputable orgs and professionals in the field of racial equity. Sending these resources out in quarterly emails to department colleagues. | Ongoing for FY 24-25 |
Normalize | Partner with the Housing GARE Team to present monthly film screenings of documentaries centered around racial equity. | Create a calendar of films for a monthly series. | Monthly screenings for FY 24-25 |
Organize | Understand the level of knowledge that CSJ employees have of Racial Equity while also understanding the level of comfort that they have of talking about racial equity. Comparing the results to the first survey taken in 2022. | Develop a second survey, administer the survey, gather results, disaggregate data to better analyze the survey results, and compare results to first survey. | Complete Survey by Fall 2024 |
Organize | Department deepens equity lens on one public program via Library EDIQS pilot | Department selects and conducts EDI Quality Standards Assessment on one program | August 2024-September 2025 |
Organize | Strengthen Office Capacity in the areas of Language Access and serving individuals with Disabilities | Identifying liaisons for Language Access and ADA Access that department can reach out to for support | 2024-2025 |
Operationalize | Increase awareness of underserved, high school age youth to high wage, high growth occupations in IT, Advanced manufacturing, Health Care and Business and Accounting. Provide these youth with job readiness and financial literacy training and a paid work experience that allows them to develop a skill related to such an occupation | Enroll 375 high school youth, with at least 80% being BIPOC, and at least 80% being referred by Youth Empowerment Alliance and/or live in a Priority Neighborhood. | July 2024 - April 2025 |
Operationalize | Increase awareness of OCA grant funding opportunities to BIPOC-led/BIPOC-serving nonprofit arts & cultural organizations | 1a. Compile list of BIPOC-led/BIPOC-serving nonprofit organizations in City of San Jose |
July 2024 - April 2025 |
Operationalize | Increase awareness of OCA grant funding opportunities to BIPOC-led/BIPOC-serving nonprofit arts & cultural organizations |
1b. Marketing of grant funding opportunities will be translated to two primary languages: Vietnamese and Spanish |
July 2024 - April 2025 |
Acronym | Definition |
---|---|
EDIQS | Equity, Diversity, and Inclusion Quality Standards |
GARE | Government Alliance on Racial Equity |
Framework: | Objective | Action Item | Time Frame |
---|---|---|---|
Normalize | Hold a training for all OER staff on Racial Equity | Collaborate with ORSE to create the desired content and set a training date | FY 24-25 |
Organize | Analyze past personnel actions (formal discipline and disability accommodations) to ensure similarly situated employees are disciplined/accommodated similarly across all races over a set period of time (i.e. past 5-10 years) | Research historical discipline/disability accommodation data in the context of self-identified race | By end of FY 25-26 |
Operationalize | Train supervisors on their role in the City’s racial equity initiatives and their role as a supervisor | Add a racial equity elective course to the City’s Leadership and Supervision Academy | FY 24-25 |
Acronym | Definition |
---|---|
OER | Office of Employee Relations |
ORSE | Office of Racial and Social Equity |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Support employees in understanding how racial equity impacts their overall and technical work | Invite guest speakers with subject matter expertise in diversity, equity, and inclusion and the intersectionality with emergency management | July 2024 – June 2026 |
Organize | Utilize the REAP as a living project for a planned continuous pipeline of SJSU interns | Onboard SJSU students from the Public Health Department, where racial equity is a cornerstone of the curriculum; and assign equity-based projects throughout their internship | August 2024 – December 2024 |
Operationalize | Intentionally collect participant/customer information regarding OEM’s consideration of racial equity in all outreach engagements with the public | Administer evaluations after every Personal Emergency Preparedness Presentation, Community Emergency Response Team training, and any other presentation or training | July 2024 – June 2025 |
Operationalize | Normalize racial equity as a regular part of employee performance review process | Include racial equity, as applicable, during annual employee experience conversations | July 2024 – June 2025 |
Acronym | Definition |
---|---|
REAP | Racial Equity Action Plan |
SJSU | San Jose State University |
OEM | Office of Emergency Management |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Publicize and normalize the establishment of the Office of Racial and Social Equity in the department. | Internal bi-weekly reminder of Racial Equity within the Department newsletter “The Insider,” to include information, resources, and available trainings. | Ongoing |
Organize | Develop strategic action plan to address and reduce inequities within the department. | 1. Develop a Department Racial Equity Focus (REF) Council | Spring 2025 |
Organize | Develop strategic action plan to address and reduce inequities within the department. | 1a. Create diversity guidelines for interview panels | Spring 2025 |
Organize | Develop strategic action plan to address and reduce inequities within the department. | 1b. Develop and implement training for managers on inclusion of equity analysis within annual budget proposals | Summer 2025 |
Organize | To increase female representation in our police recruit classes 30% by 2030. | 1. Evaluate and adjust the recruitment plan (as needed) | Summer 2025 |
Organize | To increase female representation in our police recruit classes 30% by 2030. | 1a. Evaluate feedback from retiring or resigning female officers on why they choose to leave; Develop a survey to help determine the reason why females do not want to join the SJPD; Evaluate the reason(s) stated as to why females do not want to join the SJPD and work with the REF to identify possible solutions | Ongoing |
Organize | To increase female representation in our police recruit classes 30% by 2030. | 1b. Develop recruiting materials that are culturally relevant to target female of color to join SJPD | Ongoing |
Organize | To increase female representation in our police recruit classes 30% by 2030. | 1c. Department engagement in events celebrating/inviting women to SJPD's various ranks | Ongoing |
Operationalize | Creating a curriculum and operational budget for the Community Partnership Academy to empower officers to gain deeper insights into the specific concerns and needs of the diverse residents, and allow the community to be actively involved in the decision-making processes of law enforcement. | 1. Community partenrship Academy - Create guidelined ans develop 12-week curriculum | Fall of 2025 |
Operationalize | Creating a curriculum and operational budget for the Community Partnership Academy to empower officers to gain deeper insights into the specific concerns and needs of the diverse residents, and allow the community to be actively involved in the decision-making processes of law enforcement. | 1a. Train a diverse roster of officers to teach the CPA | Winter 2025 |
Operationalize | Creating a curriculum and operational budget for the Community Partnership Academy to empower officers to gain deeper insights into the specific concerns and needs of the diverse residents, and allow the community to be actively involved in the decision-making processes of law enforcement. | 1b. Community outreach to recruit members for the CPA program | Spring 2026 |
Operationalize | Creating a curriculum and operational budget for the Community Partnership Academy to empower officers to gain deeper insights into the specific concerns and needs of the diverse residents, and allow the community to be actively involved in the decision-making processes of law enforcement. | 1c. Community Partnership Academy Implementation | Summer/Fall 2026 |
Operationalize | Creating a curriculum and operational budget for the Community Partnership Academy to empower officers to gain deeper insights into the specific concerns and needs of the diverse residents, and allow the community to be actively involved in the decision-making processes of law enforcement. | 1d. Creation of BFO Advisory Board/ Ambassador Program | Spring 2027 |
Operationalize | Development a Budget for Racial Equity Office as an ongoing Unit to facilitate and enhance the diversity, equity, and inclusion work for the Department. | 1. Permanent Senior Analyst position for The Office of Racial Equity | 2025 - 2026 |
Operationalize | Development a Budget for Racial Equity Office as an ongoing Unit to facilitate and enhance the diversity, equity, and inclusion work for the Department. | 1a. Create an operational budget for the Racial Equity Office | 2025 - 2026 |
Acronym | Definition |
---|---|
CPA | Community Partnership Academy |
SJPD | San Jose Police Department |
BFO | Bureau of Field Operations |
REF | Racial Equity Focus Council |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Integrate Racial Equity into PBCE’s culture as a value and practice | Hold quarterly “learn at lunch” events centered around Racial Equity topics | Fall 2024 (and quarterly thereafter) |
Normalize | Integrate Racial Equity into PBCE’s culture as a value and practice | Require all new employees to attend a mandatory training on PBCE’s RE Team and REAP as part of the onboarding process | Fall 2024 (and quarterly thereafter) |
Normalize | Deepen connection of racial equity with our operations | Identify resources or experts that could support future training on Division-specific equity topics | Fall 2025 |
Organize | Expand and diversify PBCE’s Racial Equity Team | Update current model of RE Team membership and meeting structure to encourage participation | Summer/Fall 2024 |
Organize | Integrate Racial Equity into PBCE’s culture as a value and practice | Have Racial Equity training as the focus of one PBCE leadership meeting each year | Training 1 – FY 2024-2 &Training 2 – FY 2025-26 |
Organize | Evaluate the effectiveness of PBCE’s onboarding for new hires and ensure staff of all backgrounds can thrive in their role | Develop and administer a "PBCE New Employee Survey" to assess new hires' onboarding experience during their first 90-days | Fall 2024 |
Organize | Make strides towards embedding language and social equity in department operations | Designate a Language Access Liaison and a Disability Access Liaison | Fall 2024 |
Operationalize | Develop and create an inclusive and equitable community engagement strategy | Use a racial equity lens to review and update Council Policy 6-30 on Community Engagement | 2026 |
Operationalize | Ensure equitable access to information, services and engagement opportunities | Train all staff who provide direct services on how to access language interpretation services both during onboarding and annually as a refresher | Summer 2024 - Identify Onwers and training responsibility; Fall 2024 Develop training plan schedule and content; Winter 2025 - begin training new hires and existing employees |
Operationalize | Ensure equitable access to information, services and engagement opportunities | 1. translating vital documents and public information, including determining resources and costs to complete work; and | Summer/Fall 2024 – Complete workplan; Winter 2025 Implement workplan |
Operationalize | Ensure equitable access to information, services and engagement opportunities | 1a. making the documents easily accessible to residents | Summer/Fall 2024 – Complete workplan; Winter 2025 Implement workplan |
Operationalize | Integrate Racial Equity into PBCE’s culture as a value and practice | Annually perform an Employee Racial Equity Survey (ERES), including completing a thorough analysis of quantitative and qualitative survey results to inform actions and measure progress | Winter 2025 & 2026 |
Acronym | Definition |
---|---|
PBCE | Planning, Building, and Code Enforcement |
RE | Racial Equity |
REAP | Racial Equity Action Plan |
ERES | Employee Racial Equity Survey |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Multilingual Communication Signage - continue to improve accessibility with an emphasis on multi-lingual signs for reporting park concerns to ensure non-monolingual communities have a voice in the park environment. | Continue to post signs in languages that align with the parks’ neighborhood.When replacing signs, replace with multi-lingual ones. | Next budget cycle |
Normalize | Ensure inclusion at DES facility programming - Targeting Title 1 schools for funded field trips and programs | Track demographic data at DES sites and programs to identify gaps where new outreach efforts should be implemented | End calendar year 2024 |
Normalize | REDI Trainings - Staff attendance at equity trainings | Communicate REDI training offerings to staff with 2-3 weeks advance time so day-to-day work can be rescheduled during the training time. | End calendar year 2024 |
Normalize | Embed equity into MPP annual performance measures as a leadership and professional development priority.Start with managers and then roll out to non-managers. | Communicate with managers that equity should be included as a leadership development priority during performance appraisals. | Next performance appraisal round |
Normallize | Anonymous Workplace Satisfaction Survey – pilot with Administrative Services Division (ASD) before deploying to all of PRNS | Before Q3, deploy an anonymous survey to ASD to understand staff thoughts on belonging and inclusion, leadership and recognition, career development, and general strengths and areas of improvement for ASD with the goal of building on the positive aspects of ASD’s culture and identifying areas of improvement where we can do better. | Q3 for deployment, end of CY2024 for analysis and report-out |
Normallize | Budgeting for Equity Framing | Continue to train budget unit staff on using REIA as they plan annual budgets. | Complete - Ongoing |
Normallize | CIP equity index | Adopt in alignment with PRNS standards | 2024-25In Progress |
Normallize | Evaluate City Facility naming process/policy | Develop recommendations for changes | Ongoing |
Normallize | Park Trust spending | Evaluate existing spending by nexus or council district / prioritization or equity metrics | 2024 - 2025 In Progress |
Normallize | Evaluate C&C spreadsheet w/ equity lens | Evaluate/review legacy spreadsheet | 2024 - 2025 In Progress |
Organize | Diverse and inclusive Resilience Corps Membership - reflects the communities served | Track current outreach efforts and identify gaps where new efforts could reach different groups. | Recruitment on a rolling basis |
Organize | Community Garden Grants - support urban gardeners who live and reside in priority neighborhoods with the goal of more equitable use of garden spaces | Prioritize gardeners residing in neighborhoods in the lower 50% of Healthy Places Index rankings to increase community engagement in under-resourced areas. | Ongoing |
Organize | Ranger Hiring - increase department rangers from under-represented communities | Recruitment, training, and support for under-represented groups by increasing outreach efforts in varied neighborhoods in order to ensure recruitment is reflective of the city's diverse backgrounds. | Ongoing |
Organize | Identifying workplace culture issues and interventions through an inclusive all-staff process at Hank Lopez Community Center | Gather feedback from staff (through surveys and interviews) on workplace culture and psychological safety to guide six 3.5 hour sessions with all Hank Lopez staff to address workplace culture and racial bias. | Consultant work wrapping up Aug24; implementation ongoing |
Organize | Trauma Informed Training | BSJ Encampment Management Team participated in Trauma Informed Care cohort (Sept – Dec 23) by the Hanna Institute (Learning and Development) | Complete |
Organize | Trauma Informed Care | Research Critical Incident Stress Management (CISM) in other departments i.e. Airport for Pilot consideration | End of calendar year |
Organize | Fostering an inclusive and welcoming environment at Community Centers | Collaborate with ORE on best practices for how community centers can improve their sense of belonging amongst San Jose's culturally diverse population. | Ongoing |
Organize | 10 Min Walk Program | Recommendation to city council that San Jose commit to national recreation and park association 10-min walk program | Complete |
Operationalize | Racial Equity Analyst | Fill the vacant racial equity analyst position | N/A |
Operationalize | Park Maintenance - delivered through an equity-based priority system. | Layer Healthy Places Index (HPI) scores over annual Park Condition Assessment (PCA) scores to determine prioritization for projects and improvement plans with the goal of increasing PCA scores in low HPI neighborhoods. E.g., if two parks score the same on the PCA, the park with the lower HPI will be prioritized. | Annual PCA assessments completed during Q3; analysis and project planning done during Q4 and Q1 |
Operationalize | Parks for volunteer events - selected through an equity-based priority system. | Plan Volunteer Events in parks in the lower 50% of Healthy Places Index (HPI) rankings. Prioritize parks in the lower 50% by low to high Park Condition Assessment (PCA) score. | Annual assessments completed during Q3; analysis and event planning done during Q4 and Q1 |
Operationalize | Viva Parks - events selected through an equity-based priority system. | Prioritize Viva Parks events in parks in the lower 50% of Healthy Places Index rankings in order to increase community engagement in under-resourced areas. | Ongoing |
Operationalize | Viva CalleSJ – Extend outreach to communities previously underrepresented at Viva CalleSJ with the goal of increasing participation in communities of color, supporting a more inclusive and diverse | Outreach efforts to underrepresented communities that are not along the planned route. | Ongoing |
Operationalize | Equity-based tree planting | Use of Tree Equity Score to determine where to plant new trees. | Ongoing |
Operationalize | Outdoor Equity Grants - free trips to Family Camp | Provide the Pocoway/Emma Prusch Park community and Guadalupe Washington with opportunities to learn about the outdoors and visit Camp | Ongoing |
Operationalize | Annual scholarship funding – all PRNS programs have scholarship options for families who meet specified criteria | Examine scholarship participant data for key tracking metrics to provide objective measures of participation rates, demographic distribution, and program utilization to ultimately guide budget allocation so PRNS resources are directed towards most pressing needs. | Budget Proposal:2024-25. Develop and submit MBA during 24-25 budget process |
Operationalize | Capital Projects prioritization framework | Develop criteria | TBD |
Acronym | Definition |
---|---|
DES | Destinations, Events and Sports |
REDI | Racial Equity and Diversity Inclusion Group |
TBD | To Be Determined |
PRNS | Parks, Recreation, and Neighborhood Serivces |
MBA | Manager's Budget Addenda |
PCA | Parks Condition Assessment |
CISM | Critical Incident Stress Management |
HPI | Healthy Places Index |
MPP | Management Performance Program |
ASD | Administrative Services Division |
BSJ | Beautify San Jose |
C&C | Construction and Conveyance |
Framework: | Objective: | Action Item: | Time Frame: |
---|---|---|---|
Normalize | Ensure the opportunity to further train staff about racial equity | In coordination with the Office of Racial and Social Equity, provide 1 professional “difficult / sensitive conversations” training, as well 2 internal informal trainings, to the Public Works Equity Council | 6/30/2025 |
Normalize | Provide comparison of work performed in Low Income and Disadvantaged Communities neighborhoods | Using the Equity Atlas, review work order volume and types for up to 5 City facilities in Low Income and Disadvantaged Communities neighborhoods and compare with 5 facilities in more affluent and less diverse neighborhoods; review deferred work also | Annually in December |
Normalize | Provide transparency in council memos and encourage staff to think about equity when decisions made with regards to capital improvement projects. | Coordinate with Office of Racial and Social Equity to develop standard language that can be incorporated into Council Memos for capital improvement program Projects/Programs referencing equity | 3/1/2025 |
Organize | Ensure equity is reflected in public reports | Integrate equity factors into a public report within at least one section of the report (ex: Facilities) | 4/1/2026 |
Organize | Annually prioritize Transportation and Hydraulic Services projects | Identify Equity Atlas score for every Transportation and Hydraulic Services project | Annually every July |
Operationalize | Promote City jobs in Low Income and Disadvantaged Communities neighborhoods | Promote City jobs in Low Income and Disadvantaged Communities neighborhoods | 6/1/2025 |
Operationalize | Develop framework for focused hiring and retention | Use Governmental Alliance on Race and Equity report and integrate into hiring practices and for retention purposes | 6/1/2025 |
If you have any questions about Equity Action Plans, please email: SJRacialSocialEquity@sanjoseca.gov.