HomeMy Public PortalAboutPolicy Resolution-36 R2017-033RESOLUTION R2017-033
POLICY RESOLUTION NO. 36
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NAPA, STATE OF CALIFORNIA, APPROVING THE 2016
EQUAL EMPLOYMENT OPPORTUNITY ANNUAL
REPORT, AND APPROVING THE 2017 EQUITY AND
IN CLUSION PLAN
WHEREAS, Civil Service Rule 4, Part K states that the Civil Service Commission
shall submit an annual Equal Employment Opportunity report to the City Council; and
WHEREAS, the Civil Service Commission have reviewed and recommend
approval of the 2016 Equal Opportunity Report and 2017 Equity and Inclusion Plan; and
WHEREAS, beyond our efforts of recruiting diverse talent, it is a priority for the
City to examine equity and inclusion; and
WHEREAS, the City has developed a partnership with the Government Alliance
on Race and Equity (GARE) to learn and apply strategies as well as utilize local and
nationwide resources to address the City of Napa's desire to promote a culture of
inclusion; and
WHEREAS, the City Council has considered all information related to this mat ter,
as presented at the public meetings of the City Council identified herein, including any
supporting reports by City Staff, and any information provided during public meetings.
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Napa, as
follows:
1.The City Council hereby approves the 2016 Equal Employment Opportunity
Annual Report, attached hereto as Exhibit "A," and incorporated herein by
reference.
2.The City Council hereby approves the 2017 Equity and Inclusion Plan, attached
hereto as Exhibit "B," and incorporated herein by reference.
3.The City Council hereby directs the City Manager to designate the 2017 Equity
and Inclusion Plan as a City Council Policy Resolution. The City Council hereby
directs the City Clerk to organize and publish the 2017 Equity and Inclusion Plan
as a part of the City Council Policy Resolutions.
4.This Resolution shall take effect immediately upon its adoption.
Policy Resolution No. 36
R2017-033 Page 1of2 March 21, 2017
Page 1 of 31
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the City
Council of the City of Napa at a public meeting of said City Council held on the 21st day
of March, 2017, by the following vote:
AYES: Gentry, Inman, Mott, Sedgley, Techel
NOES: None
ABSENT: None
ABSTAIN: None
Ap7Zl1ic
M(chael W. Barrett
City Attorney
R2017-033 Page 2 of 2 March 21, 2017
Page 2 of 31
1,
Exhibit A
CITY 01= NAPA
H�MAN RESOURCES DEP,ARTMENT
MEMO
TO: Civil Service Commission
FROM:
DATE:
Jennifer Brizel, Assistant Human Resources Director
February 27, 2017
SUBJECT: Equal Employment Opportunity Report for 2016
Civil Service Rule 4 Part K states that the Civil Service Commission shall submit an annual
Equal Employment Opportunity report to the City Council. This report addresses recruiting
activity for calendar year 2016 and presents a utilization analysis of the City workforce as of
December 31, 2016.
The Human Resources Department conducted 80 recruitments, for 137 openings, in 2016, as
. opposed to 69 recruitments for 201 openings in 2015. Sixty-one of these recruitments were for
classified positions, up from 50 in 2015. Department staff also coordinated recruitment
activities for 19 part-time recruitments (21 in 2015). Eligibility lists were created in 2016 for
the following classified positions:
Account Clerk I/II
Accounting Technician (Entry)
Assistant H.uman Resources Director
Associate Civil Engineer
Associate Civil Engineer (Capital
Improvement/Special Projects)
Associate Civil Engineer (Municipal Water
Treatment)
Chief Building Official
Commun1ications Manager 1 •
Construction Inspector (Promotional)
Construction Inspector Assistant
Deputy City Clerk
Electrician I
Engineering Aide (Construction)
Engineering Aide (Stormwater)
Engineering Assistant (P romotional)
Equipment Mechanic
Finance Analyst
Finance Manager
Finance Manager
Firefighter
Firefighter I Paramedic
Housing Rehabilitation Program Supervisor
Housing Rehabilitation Spe�ialist
Junior Engineer
Maintenance Laborer
Management Analyst II (Business
Coordinator)
Management Analyst II (H uman Resources
Analyst)
Pa\r'ks, Trees 8: Facilities 'supervisor (Urban
Forester)
Permit Technician
Personnel Assistant
Planning Manager
Plant Maintenance Mechanic I
Police Captain
Police Forensic Specialist
Police Officer (Lateral)
Police Officer (Lateral)
Police Officer Trainee
Police Property Technician
Police Records Assistant I
Human Resources: 1541 Second Street, Napa CA 94559 Mailing Address: P.O. Box 660, Napa CA 94559 I (707) 257-9505 I
www.cityofnapa.org
I.
R2017-033 Page 1 of 14 Page 3 of 31
Police Sergeant (Promotional)
Public Safety Dispatcher I
Purchasing ft Inventory Specialist
Purchasing Services Manager
Records Analyst
Records Analyst
Recruitment Coordinator (Personnel
Assistant)
Secretary
Senior Civil Engineer
Senior Civil Engineer
Senior Engineering Aide
Street Field Supervisor
Street Maintenance Worker I/II
Systems Administrator
Systems Administrator
Systems Administrator (Promotional)
Systems Analyst (Promotional)
Waste Prevention Specialist
Water Service Worker (Promotional)
Water Systems Cross-Connection Specialist
Water Treatment Facility Operator
In 2016, the Human Resources Department introduced Competency-Based Behavioral
Selection methods to department staff, the Executive Team and bargaining group
representatives which included job analyses to more accurately identify technical
competencies as well as knowledge, skills, abilities, behaviors and culture fit through
assessment techniques to maximize testing predictors for job success as well as minimize the
risk of adverse impact, ensure cost-effectiveness and better meet the hiring department's
workforce needs.
In the calendar year 2016, 3,882 employment applications were filed, up from 3,652 in 2015.
58.8% of the applicants were male, as opposed to 55.1% in 2015, 39.4% were female, as
opposed to 43.3% in 2015 and 1.8% did not identify their gender, compared to 1.6% in 2015.
48.89% of applicants identified themselves as White, as opposed to from 47.5% in 2015, 20% as
Hispanic, as opposed to 21% in 2015, 8% as Black, up from 7.3% in 2015, 7.6% as Asian, down
from 8.2% in 2015, 1.34% as Pacific Islander, up slightly from 1.1 % in 2015, 0. 98% as Native
American, up from the 0.7% in 2015, and 6.62% as Two or More Races, up from 6.3% in 2015.
6.62% of applicants chose not to provide information on their race, as opposed to 6.7% in
2015.
54% of the candidates placed on eligibility lists in 2016 were male, down from 59.3% in 2015
and 45.56% were female up from 39.6% in 2015. 58.69% identified themselves as White, as
opposed to 54.5% in 2015. 22% as Hispanic, up from 20.8% in 2014, 3.86% as Black, down from
5. 3% in 2015, 3% as Asian, down from 6. 6% in 2015, 1.1 % as Pacific Islander, essentially
unchanged from 1.1 % in 2015, 0.4% as Native American, down from 0.6% in 2015, and 6. 95% as
Two or More Races, up from 4. 9% in 2015. 3.8% chose not to disclose information on their
race, down from 6.2% in 2015.
The Uniform Guidelines on Employee Selection Procedures under the Equal Employment
Opportunity Commission indicates that the 4/5ths rule is the preferred method for
determining adverse impact unless samples are very small or very large.
Adverse impact is determined by a four step process.
(www.eeoc.goy/policy/docs/qanda clarifY procedures.html)
• Calculate the rate of selection for each group (divide the number of persons selected
from a group by the number of applicants from that group).
• Observe which group has the highest selection rate.
Human Resources: 1541 Second Street, Napa CA 94559 I Mailing Address: P.O. Box 660, Napa CA 94559 I (707) 257-9505
www.cityofnapa.org
R2017-033 Page 2of 14 Page 4 of 31
" C a l c u l a t e t h e i m p a c t r a t i o s , b y c o m p a r i n g t h e s e l e c t i o n r a t e f o r e a c h g r o u p w i t h t h a t
o f t h e h i g h e s t g r o u p ( d i v i d e t h e s e l e c t i o n r a t e f o r a g r o u p b y t h e s e l e c t i o n r a t e f o r t h e
h i g h e s t g r o u p ) .
" O b s e r v e w h e t h e r t h e s e l e c t i o n r a t e f o r a n y g r o u p i s s u b s t a n t i a l l y l e s s ( i . e . , u s u a l l y l e s s
t h a n 4 / 5 t h s o r 8 0 % ) t h a n t h e s e l e c t i o n r a t e f o r t h e h i g h e s t g r o u p . I f i t i s a d v e r s e
i m p a c t i s i n d i c a t e d i n m o s t c i r c u m s t a n c e s .
T h e d e t e r m i n a t i o n o f a d v e r s e i m p a c t m a y b e d e t e r m i n e d b y a v a r i e t y o f f a c t o r s . I t i s
i m p o r t a n t f o r t h e C i t y o f N a p a t o e v a l u a t e a d v e r s e i m p a c t a n d m i t i g a t e f a c t o r s w h i c h m a y
i m p l y t h e c a u s e t o b e r e l a t e d t o e m p l o y e e s e l e c t i o n m e t h o d s .
T h e r e l a t i o n s h i p b e t w e e n a p p l i c a n t s a n d t h o s e b e i n g p l a c e d o n e l i g i b i l i t y l i s t s i n d i c a t e s t h a t
t h e s e l e c t i o n p r o c e s s e s d e v e l o p e d a n d u t i l i z e d i n 2 0 1 6 w e r e c o n s i s t e n t w i t h o u r g o a l o f
m i n i m i z i n g a d v e r s e i m p a c t .
U t i l i z a t i o n A n a l y s i s
T h e u t i l i z a t i o n a n a l y s i s f o r t h e C i t y w a s b a s e d o n t h e 2 0 1 6 e m p l o y e e b a s e a n d t h e 2 0 1 0
c e n s u s d a t a .
T h e u t i l i z a t i o n a n a l y s i s c o m p a r e d t h e n u m b e r o f i n d i v i d u a l s i n e a c h g e n d e r a n d r a c e / e t h n i c i t y
g r o u p e m p l o y e d b y t h e C i t y o n D e c e m b e r 3 1 , 2 0 1 6 , i n s p e c i f i c j o b g r o u p s , w i t h t h e n u m b e r s
o f t h e i r c o u n t e r p a r t s w h o a r e a v a i l a b l e i n t h e r e l e v a n t l a b o r m a r k e t . T h e l a b o r m a r k e t s
w h i c h w e r e i d e n t i f i e d a n d d e f i n e d f o r t h e 2 0 1 5 r e p o r t w e r e u s e d a g a i n f o r 2 0 1 6 . T h e
d i f f e r e n t l a b o r m a r k e t s f o r t h e A v a i l a b i l i t y A n a l y s i s a r e l o c a l c o u n t i e s , w e i g h t e d b y t h e
p e r c e n t a g e o f t h e w o r k f o r c e l i v i n g i n e a c h c o u n t y ; C a l i f o r n i a ; N a t i o n a l ; a n d I n t e r n a l F e e d e r s .
T h e l o c a l l a b o r m a r k e t w a s w e i g h t e d 7 5 . 5 3 % N a p a C o u n t y , 1 9 . 2 7 % S o l a n o C o u n t y a n d 5 . 2 %
S o n o m a C o u n t y . T h e t o w n o f r e s i d e n c e a t t i m e o f h i r e f o r h i r e s d u r i n g 2 0 1 4 a n d 2 0 1 5 w a s
u s e d t o d e t e r m i n e t h e r e l a t i v e w e i g h t s b e t w e e n L o c a l , C a l i f o r n i a a n d N a t i o n a l g r o u p s . T h e
w e i g h t t o t h e F e e d e r g r o u p s w a s b a s e d o n c l a s s e s f r o m w h i c h a n e m p l o y e e w o u l d p r o m o t e
i n t o a d i f f e r e n t g r o u p . F o r e x a m p l e , t h e f e e d e r g r o u p p e r c e n t a g e f o r P r o f e s s i o n a l s i s b a s e d
o n t h e c l a s s e s i n P r o f e s s i o n a l s w h i c h a r e p o t e n t i a l l y f i l l e d b y e m p l o y e e s i n t h e T e c h n i c i a n s
g r o u p .
U n d e r u t i l i z a t i o n w a s i d e n t i f i e d i f t h e p e r c e n t a g e o f i n d i v i d u a l s e m p l o y e d w a s l o w e r t h a n t h e
p e r c e n t a v a i l a b l e . T h e u n d e r u t i l i z a t i o n n u m b e r i n d i c a t e s t h e w h o l e n u m b e r o f e m p l o y e e s i n
t h a t g r o u p w h i c h w o u l d b e n e e d e d f o r o u r w o r k f o r c e t o r e f l e c t t h e l a b o r m a r k e t .
T h e d a t a i n t h e 2 0 1 6 U t i l i z a t i o n A n a l y s i s h a s b e e n c o n s o l i d a t e d b y E E O J o b G r o u p . U n d e r �
u t i l i z a t i o n w a s i d e n t i f i e d i n 2 0 1 6 i n t h e f o l l o w i n g j o b g r o u p s : O f f i c i a l s a n d A d m i n i s t r a t o r s ( 1
F e m a l e , 1 B l a c k , 2 H i s p a n i c , 1 A s i a n ) ; P r o f e s s i o n a l s ( 3 B l a c k , 4 A s i a n , 1 T w o o r M o r e / O t h e r ) ;
T e c h n i c i a n s ( 2 B l a c k , 3 A s i a n , 1 T w o o r M o r e ) ; P r o t e c t i v e S e r v i c e W o r k e r s ( 1 F e m a l e , 6 B l a c k ,
4 H i s p a n i c , 5 A s i a n , 1 T w o o r M o r e ) ; P a r a - P r o f e s s i o n a l s ( 1 A s i a n ) ; A d m i n i s t r a t i v e S u p p o r t ( 8
M a l e , 2 B l a c k , 2 A s i a n , 2 N a t i v e H a w a i i a n / P a c i f i c I s l a n d e r ) ; S k i l l e d C r a f t W o r k e r s ( 3 F e m a l e , 2
B l a c k , 5 H i s p a n i c , 1 A s i a n ) ; S e r v i c e / M a i n t e n a n c e ( 5 F e m a l e , 3 B l a c k ) T h i s d a t a d o c u m e n t s a n
d e c r e a s e i n u n d e r u t i l i z a t i o n f r o m 2 0 1 5 . T h e P l a c e m e n t G o a l s r e p o r t f o r 2 0 1 6 a n d 2 0 1 7 a r e
a t t a c h e d a s A t t a c h m e n t 1 .
H u m a n R e s o u r c e s : 1 5 4 1 S e c o n d S t r e e t , N a p a C A 9 4 5 5 9 I M a i l i n g A d d r e s s : P . O . B o x 6 6 0 , N a p a C A 9 4 5 5 9 I ( 7 0 7 ) 2 5 7 - 9 5 0 5
R 2 0 1 7 - 0 3 3 P a g e 3 o f 1 4 P a g e 5 o f 3 1
At the end of 2016 there was underutilization of Females in four out of eight categories.
In 2015 there was underutilization in three categories. The underutilization in Officials
and Administrators (from 0 in 2015 to 1 in 2016), Protective Service (from 0to 1);
Skilled Craft (unchanged at 2) and Service Maintenance (from 3 to 5); can be attributed to high
availability rates coupled with low participation rates across all of the groups identified and
studied within this report. In this past year, the underutilization of Females decreased in the
Para-Professional Job Group.
There was underutilization of Hispanics in three of eight categories, down from five
categories in 2015; Officials and Administrators (from 3 in 2015 to 2 in 2016), Protective
Services (from 8 to 4) and Skilled Craft (from 4 to 5). As with the Female group, this can be
attributed to high availability rates coupled with low participation rates across all of the
groups identified and studied within this report.
There was an increase in the underutilization of Blacks in 2016. There was underutilization in
seven of eight groups, up from six in 2015. However, due to a decrease in staffing, the
number of employees available have decreased the underutilization of Blacks from 21 to 19.
The job group with the highest underutilization is Protective Services (decreasing from 22 in
2015 to 17 in 2016). Increasing the diversity in this group is a priority for the City. The Fire
Department has included increasing diversity as one of their strategic goals. The Human
Resources Department continues to work with both the Fire and Police Departments to
increase diversity, including targeted outreach for entry level recruitments and development
of reserve and volunteer programs.
The City plans to continue outreach efforts throughout the community, including recruitment
utilizing social media, wide distribution of job announcements through direct mailings and
emails to a variety of community organizations and groups, as well as continued outreach at
high school and college job fairs, internships, informational interviewing, job shadowing, and
presentations in classrooms and at various community forums. Additionally, we strive to build
a workforce which is reflective of the relevant labor market within the community it serves.
Beyond our efforts of recruiting diverse talent, it is a priority for the City to examine equity
and inclusion. Attachment 2 demonstrates objective measures we will focus on in 2017 to
determine and address race and gender equity throughout the City.
We have established a partnership with the Government Alliance on Race and Equity to learn
and apply strategies as well as utilize local and nationwide resources to address the City of
Napa's desire to promote a culture of inclusion.
Recommendation
The Assistant Human Resources Director recommends that the Civil Service Commission: (1)
approve the Equal Employment Opportunity Report for 2016, and direct the Assistant Human
Resources Director to submit the Report to City Council; and (2) approve recommending that
the City Council approve the Equity&: Inclusion Plan for 2017.
Attachments: Attachment 1: Diversity Placement Goals (Plan Date: 01/0112016)
Attachment 2: Equity&: Inclusion Plan -2017
Attachment 3: GARE Fact Sheet
Human Resources: 1541 Second Street, Napa CA 94559 I Mailing Address: P.O. Box 660, Napa CA 94559 I (707) 257-9505
www.cityofnapa.org
R2017-033 Page 4of 14 Page 6 of 31
Job Group: 01 -Officials Administrators
Total Employees: 38
Employees (#)
Employees (%)
Availability (%)
Meets 80/20 Rule
2017 Recruitment Goal
(# of Employees Needed)
2016 Recruitment Goals
Male Female
31 7
81.6% 18.4%
73.0% 27.0%
Yes No
b 1
0 0
City of Napa
Diversity Placement Goals
Native
American Black Hispanic Asian /Alaskan
Native
1 1 1 0
2.6% 2.6% 2.6% 0.0%
3.6% 9.1% 5.0% 0.5%
No No No Yes
1 2 1 0
0 3 0 0
Native
Hawaiian/
Other White
Pacific
Islander
0 35
0.0% 92.1%
0.1% 80.7%
Yes Yes
0 0
0 0
Increased underutilization of Female, Black and Asian. Decreased underutilization in Hispanic from 2016 goals.
R2017-033 Page 5of14
Other
0
0.0%
9.0%
Yes
0
0
Page 7 of31
Job Group: 02 -Professionals
Total Employees: 80
Employees (#)
Employees {%)
Availability (%)
Meets 80/20 Rule
2017 Recruitment Goal
(#of Employees Needed)
2016 Recruitment Goals
Male
48
60.0%
62.6%
Yes
0
2
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
32 0 9 4
40.0% 0.0% 11.3%
37.4% 5.0% 11.0% 12.2%
Yes No Yes No
0 3 0 4
0 4 1 6
Decreased underutilization in Male, Black, Hispanic and Asian from 2016 goals.
R2017--033 Page 6of14
Native Native
American Hawaiian/
/Alaskan Other White Other
Pacific Native Islander
1 0 66 0
1.3% 0.0% 82.5% 0.0%
0.2% 0.4% 69.3% 1.8%
Yes Yes Yes No
0 0 0 1
0 0 0 1
Page 8 of 31
Job Group: 03 -Technicians
Total Employees: 61
Employees (#)
Employees (%)
Availability (%)
Meets 80/20 Rule
2017 Recruitment Goal
(# of Employees Needed)
2016 Recruitment Goals
Male
36
59.0%
59.6%
Yes
0
3
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
25 0 12 3
41.0% 0.0% 19.7% 4.9%
40.4% 4.3% 16.7% 10.7%
Yes No Yes No
0 2 0 3
0 2 0 3
Decreased underutilization in Male from 2016 goals.
R2017-033 Page 7of14
Native Native
American Hawaiian/
/Alaskan Other White Other
Pacific Native Islander
1 0 44 1
1.6% 0.0% 72.1% 1.6%
0.3% 0.4% 65.0% 2.7%
Yes Yes Yes No
0 0 0 1
0 0 0 1
Page 9 of31
Job Group: 04 -Protective Service Workers
Total Employees: 93
Employees (#)
Employees (%)
Availability (%)
Meets 80/20 Rule
2017 Recruitment Goal
(# of Employees Needed)
2016 Recruitment Goals
Male
89
95.7%
93.9%
Yes
0
0
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
4 0 12 1
4.3% 0.0% 12.9% 1.1%
6.1% 7.8% 19.9% 7.4%
No No No No
i 6 4 5
0 7 8 6
Native Native
American Hawaiian/
/Alaskan Other White
Pacific Native Islander
1 0 79
1.1% 0.0% 84.9%
0.5% 0.4% 65.0%
Yes Yes Yes
0 0 0
0 0 0
Increased underutilization of Female. Decreased underutlization of Black, Hispanic and Asian from 2016 goals.
R2017-033 Page 8of14
Other
0
0.0%
1.5%
No
1
1
Page 10 of31
Job Group: OS -Paraprofessionals
Total Employees: 7
Employees (#)
Employees {%)
Availability{%)
Meets 80/20 Rule
2017 Recruitment Goal
(# of Employees Needed)
2016 Recruitment Goals
Male
3
42.9%
58.0%
No
1
0
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
4 0 1 0
57.1% 0.0% 14.3% 0.0%
42.0% 1.6% 9.5% 6.9%
Yes Yes Yes No
0 0 0 1
3 0 0 2
Native Native
American Hawaiian/
/Alaskan Other White Other
Pacific Native Islander
0 0 6 0
0.0% 0.0% 85.7% 0.0%
2.4% 0.2% 75.8% 3.7%
Yes Yes Yes Yes
0 0 0 0
2 0 0 3
Increased underutilization of Male. Decreased underutlization of Female, Asian, Native American/Alaskan Native, Native
Hawaiian/Other Pacific Islander and Other from 2016 goals.
R2017-033 Page 9of14 Page 11 of31
Job Group: 06 -Administrative Support
Total Employees: 62
Employees (#)
Employees (%)
Availability (%)
Meets 80/20 Rule
2017 Recruitment Goal
(# of Employees Needed)
2016 Recruitment Goals
Male
4
6.5%
19.8%
No
8
10
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
58 0 17 0
93.5% 0.0% 27.4% 0.0%
80.2% 3.2% 17.2% 5.0%
Yes No Yes No
0 2 0 2
a 3 a 3
Native Native
American Hawaiian/
/Alaskan Other White
Pacific Native Islander
3 0 42
4.8% 0.0% 67.7%
0.2% 4.8% 68.7%
Yes No Yes
0 2 0
a 3 5
Decreased underutlization of Male, Black, Asian, Native Hawaiian/Other Pacific Islander and White from 2016 goals.
R2017-033 Page 10of14
Other
0
0.0%
0.9%
Yes
0
a
Page 12 of 31
Job Group: 07 -Skilled Craft Worker
Total Employees: 46
Employees (#)
Employees {%)
Availability{%)
Meets 80/20 Rule
2017 Recruitment Goal
(#of Employees Needed)
2016 Recruitment Goals
Male
46
100.0%
94.3%
Yes
0
a
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
0 0 8 1
0.0% 0.0% 17.4% 2.2%
5.7% 4.8% 33.3% 4.3%
No No No No
2 2 5 1
2 2 4 a
Decreased underutlization of Other from 2016 goals.
R2017-033 Page 11 of14
Native Native
American Hawaiian/
/Alaskan Other White Other
Pacific Native Islander
1 0 36 0
2.2% 0.0% 78.3% 0.0%
0.8% 0.3% 53.6% 2.8%
Yes Yes Yes Yes
0 /) 0 0
a a a 1
Page 13 of31
Job Group: 08 -Service Maintenance
Total Employees: 46
Male
Employees (#) 44
Employees (%) 95.7%
Availability (%) 82.3%
Meets 80/20 Rule Yes
2017 Recruitment Goal 0 (# of Employees Needed)
2016 Recruitment Goals 0
City of Napa
Diversity Placement Goals
Female Black Hispanic Asian
2 0 16 2
4.3% 0.0% 34.8% 4.3%
17.7 7.1% 39.9% 3.4%
No No Yes Yes
5 3 0 0
3 4 1 0
Native Native
American Hawaiian/
/Alaskan Other
Pacific Native Islander
2 0
4.3% 0.0%
0.2% 0.1%
Yes Yes
0 0
0 0
Increased underutilization of Female. Decreased underutlization of Black and Hispanic from 2016 goals.
R2017-033 Page 12 of14
White Other
26 0
56.5% 0.0%
47.1% 2.2%
Yes Yes
0 0
0 0
Page 14 of31
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L O C A L A N D R E G I O N A L
G O V E R N M E N T A L L I A N C E O N � R A C E & E Q I T V
F a c t S h e e t : J u r i s d i c t i o n a l C o h o r t s t o A d v a n c e R a c i a l E q u i t y
T h e G o v e r n m e n t A l l i a n c e o n R a c e � a n d E g u i t v ( G A R E ) ' i s p l e a s e d t o a n n o u n c e t h e l a u n c h i n g t w o n e w
C a l i f o r n i , a c o h o r t s o f g o v e r n m e n t a l j u r i s d i c t i o n s t h a t a r e s y $ t e m i c a l l y a d v a n c i n g r a c ��a l e q u i t y . T h e s e y e a r �
l o n g c o h o r t s w i l l f o c u s o n j u r i s d i c t i o n s i n N o r t h e r n a n d S o u t h e r n C a l i f o r n i a a n d l a u n c h i n F e b r u a r y 2 0 1 7 .
W h a t i s t h e G o v e r n m e n t A l l i a n c e o n R a c e a n d E q u i t y ?
G A R E i s a n a t i o n a l n e t w o r k o f g o v e r n m e n t w o r k i n g t o a c h i e v e r a c i a l e q u i t y a n d a d v a n c e o p p o r t u n i t i e s f o r
a l l . T h e A l l i a n c e u s e s a t h r e e - p r o n g a p p r o a c h :
I ) S u p p o r t j u r i s d i c t i o n s t h a t a r e a t t h e f o r e f r o n t o f w o r k t o a d v a n c e r a c i a l e q u i t y .
2 ) B u i l d p a t h w a y s f o r n e w j u r i s d i c t i o n s t o b e g i n d o i n g r a c i a l e q u i t y w o r k , i n c l u d i n g c o h o r t s o f n e w
j u r i s d i c t i o n s .
3 ) E x p a n d a n d s t r e n g t h e n l o c a l a n d r e g i o n a l c o l l a b o r a t i o n s t h a t a r e b r o a d l y i n c l u s i v e a n d f o c u s e d o n
a c h i e v i n g r a c i a l e q u i t y .
G o v e r n m e n t ' s p r o a c t i v e w o r k o n r a c i a l e q u i t y h a s t h e p o t e n t i a l t o l e v e r a g e s i g n i f i c a n t c h a n g e , s e t t i n g t h e
s t a g e f o r t h e a c h i e v e m e n t o f r a c i a l e q u i t y i n o u r c o m m u n i t i e s , S u p p o r t i n g t a r g e t e d c o h o r t s o f j u r i s d i c t i o n s
a n d p r o v i d i n g b e s t p r a c t i c e s , t o o l s a n d r e s o u r c e s i s h e l p i n g t o b u i l d a n d s u s t a i n c u r r e n t e f f o r t s a n d b u i l d a
n a t i o n a l m o v e m e n t f o r r a c i a l e q u i t y .
W h a t i s a n A d v a n c i n g R a c i a l E q u i t y . c o h o r t ?
O v e r t h e l a s t d e c a d e , a s o l i d f i e l d o f p r a c t i c e h a s d e v e l o p e d t h a t a d v a n c e s r a c i a l e q u i t y a n d t r a n s f o r m s
g o v e r n m e n t . G o v e r n m e n t w i l l n o t b e a b l e t o a d v a n c e r a c i a l e q u i t y w i t h o u t a f u n d a m e n t a l t r a n s f o r m a t i o n i n t o
a n e f f e c t i v e a n d i n c l u s i v e d e m o c r a c y . T h e f i e l d o f p r a c t i c e i s b a s e d o n t h e e x p e r i e n c e s o f e a r l y a d o p t e r s o f
r a c i a l e q u i t y w i t h i n g o v e r n m e n t . C i t i e s a n d c o u n t i e s a c r o s s t h e c o u n t r y h a v e d e v e l o p e d a n d a r e
i m p l e m e n t i n g r a c i a l e q u i t y i n i t i a t i v e s o r a g e n d a s a n d u s i n g r a c i a l e q u i t y t o o l s . G A R E c o h o r t s w i l l i m p l e m e n t
p r o v e n p r a c t i c e s a n d r e p l i c a t e s u c c e s s , c h a n g i n g t h e n o r m o f w h a t i s e x p e c t e d a n d p o s � s i b l e f r o m g o v e r n m e n t
a n d w i l l i n c r e a s e o u r c o l l e c t i v e i m p a c t .
N e w j u r i s d i c t i o n s c a n m a k e u s e o f t h e � f i e l d o f p r a c t i c e a n d b e g i n a n d e x p a n d w o r k o n i n s t i t u t i o n a l a n d
s t r u c t u r a l e q u i t y . B a s e d o n t h e e x p e r i e n c e s o f l e a d e r s , t h e n e w c o h o r t s w i l l p a r t i c i p a t e i n a s t r u c t u r e d
c u r r i c u l u m t h a t f o c u s e s o n s t r a t e g i e s t h a t n o r m a l i z e c o n v e r s a t i o n s a b o u t r a c e , o p e r a t i o n a l i z e n e w p o l i c i e s
a n d c u l t u r e s , a n d o r g a n i z e t o a c h i e v e r a c i a l e q u i t y .
W h a t w i l l a j u r i s d i c t i o n g e t o u t o f p a r t i c i p a t i n g i n a c o h o r t ?
A s a r e s u l t o f p a r t i c i p a t i n g i n t h e c o h o r t , e a c h j u r i s d i c t i o n w i l l r e c e i v e t o o l s a n d r e s o u r c e s , i n c l u d i n g :
" A r a c i a l e q u i t y t r a i n i n g c u r r i c u l u m , w i t h c o h o r t p a r t i c i p a n t s w h o a r e e q u i p p e d t o i m p l e m e n t t h e
t r a i n i n g w i t h o t h e r e m p l o y e e s ,
" A R a c i a l E q u i t y T o o l t o b e u s e d i n p o l i c y , p r a c t i c e , p r o g r a m a n d b u d g e t d e c i s i o n s ,
" A c a p a c i t y b u i l d i n g p l a n a n d o r g a n i z a t i o n a l s t r u c t u r e t o i n s t i t u t i o n a l i z e e q u i t y w i t h i n t h e i r o w n
j u r i s d i c t i o n ,
" E x a m p l e p o l i c i e s a n d p r a c t i c e s t h a t h e l p a d v a n c e r a c i a l e q u i t y , a n d
" A R a c i a l E q u i t y A c t i o n P l a n
I m p l e m e n t a t i o n o f t h e s e t o o l s a n d r e s o u r c e s w i l l v a r y d e p e n d i n g o n t h e o p p o r t u n i t i e s w i t h i n i n d i v i d u a l
1 F u n d i n g p r o v i d e d b y t h e C a l i f o r n i a E n d o w m e n t I B u i l d i n g H e a l t h v C o m m u n i t i e s
R 2 0 1 7 - 0 3 3 P a g e 1 3 o f 1 4 P a g e 1 5 o f 3 1
jurisdictions. Technical assistance will be provided by GARE to ensure responsiveness to the local
conditions of each jurisdiction.
How will the cohort be structured?
The structure will consist of monthly sessions, with a quarterly rotation between 1) skill building and strategy
development, 2) an "Advancing Racial Equity" speaker series that connects community members to the
process, and 3) peer-to-peer networking and problem solving. This quarterly rotation process allows for
implementation of action steps as the year progresses.
Key components of the cohort will include:
• A curriculum that builds on the existing-and growing field of gov-ernmental practices to advance
racial equity. Technical assistance and academic research from the Haas Institute for a Fair and
Inclusive Society and members of GARE's Technical Assistance Advisory Group will be provided.
• Mentors from similarly situated jurisdictions that have experience with implementation of racial
equity initiatives. Mentor connections will take into account: location, size, form of government,
demographics and other characteristics. The cohort as a whole will be structured to support peer-to
peer strategizing and problem-solving.
• An "Advancing Racial Equity" speaker series that will be an opportunity for cohort participants,
community members and elected officials to come together to learn and strategize in the spirit of
shared commitment to advancing racial equity and transforming government.
• An Advanced Implementation Track for jurisdictions that participated in the 2016 Learning Year so
that they can focus in on the specific strategies necessary to fulfill the elements of their Racial Equity
Action Plans.
What is expected from participating jurisdictions?
Participating sites will:
• Identify a team lead and a group of six or more employees. Teams should include governmental·
leadership and staff committed to advancing racial equity and transforming government. A team of
10 tends to be sufficiently representative to move the group to action steps. For teams larger than 15
participants, please �ontact GARE for more details. Note: jurisdicitions that participated in the 2016
Learning Year have the option of nominating that team to take part in the Advanced Implementation
Track while also introducing a new team of participants into the Core Training.
• Complete an eQrollment form that designates their team's lead, team members, and provides
information on jurisdiction specific opportunities and challenges. -
• Commit to participate in the full series, including each session and completion of assignments
between sessions. In-person participation is preferable, although video-conferencing may be
available. Location of events will rotate between sites to maximize in-person participation.
• Work with GARE and to promote the "Advancing Racial Equity" speaker series to elected officials,
government staff and community partners.
: , • Contribute towards the training cost (the City is participating in conjunction with the County at a
cost of approximately $83 per person per session monthly).
For more information, please contact Dwayne S. Marsh, dmarsh@thecsi.org or (510) 882-9147.
R2017-033 Page 14of14 Page 16 of 31
Exhibit 8
The City of Napa is an Equal Opportunity Employer
ti on,
protections
development
R2017-033
recruitm t
er non-m
a gem
otions)' an
Page 2of15
factors.
d
practices,
and
Page 18 of 31
·Recruitment
and the City of Napa
Employment Brand
. .
Talented employees reflecting the community.
CITY OJ=
NAPA
!, \,
Page 4 of 15 Page 20 of 31
.. :-::
Objective 1
Develop_ a competency based recruitment and selection
method to ensure quality hires based upon job
requirements.
HR will collaborate with hiring managers and other subject
matter experts to develop and implement selection process
steps based upon the following information needed to
successfully perform job activities:
ii What people should know: technical and/or professional
knowledge
•What people have done: educational or work achievements
• What people can do: s!pecific behaviors performed on a job
-•Who people are: personal dispositions and motivations that
relate to job satisfaction, job success or job failure according
to ��t.&he City has many or few opportunities to P�i¥i�15
Objectivel
Establish and strengthen relationships
with community partners.
• Take an active role in the Local and
Regional Alliance on Race & Equity.
• Partner with Regional Alliance on
Race & Equity to develop strategic
diversity initiatives .
• Collaborate with departments to
recruit through local events and
professional organizations.
11 Utilize social media to reach qualified
candidates.
1-� l!-1-1m I I iii!tll
Equality doesn't mean
R2017-033 Page 6 of 15
Equity
Page 22 of 31
·Objective 4
Develop and implement on-boarding
practices to support new employees,
promote inclusion and ensure job
success.
• Utilize competency data collected during
the selection process to ensure new
employees maximize competency
strengths while ensuring adequate
training and mentoring to develop
competency gaps.
• Provide training to managers on
employee development and
performance management._
Objective 1
Define_specific_attributes_or_factors that will be assessed_
during performance review.
• Collaborate with bargaining groups and management
team to enhance the performance management process
and forms to focus on strategies for career development.
• Inform employees of job expectations and competency
growth . . .
. • Implement workforce planning meetings prior to budget
development.
• Conduct training for managers and employees once a
new evaluation process is introduced.
Page 9of15 Page 25 of 31
R2017-033
·----- ----- ----obje ctive--1
Enhance inclusion, communication, recognition and strive for
continuous improvement.
• Review policies, rules and Charter language to identify, examine
and address institutional implicit bias.
• Conduct "stay interviews" to better understand the needs and
values of employees and create an action plan to retain talent.
• Develop recognition programs to celebrate performance
successes.
Page 11of15 Page 27 of 31
___ /
Objective 1
Provide annual reports regarding recruitment and selection
progress Citywide.
• Review progress with each department manager and set goals for
outreach and inclusion.
• Consistently evaluate recrui_tment and selection methods to
mitigate adverse impact of under-represented groups.
., \. ,,
R2017-033 Page 13 of15
\,
Objec.tive 2
Develop multiple sources of data
collection to monitor progress.
• Applicant tracking system.
• Human Resource Information
System (IFAS ).
• Employee and candidate
feedback.
• Number of trainings, meetings,
policy and procedure changes that
promote equity and inclusion.
• Track community data through
the US Census and local economic
development resources.
• Utilize community partnerships to
measure progress on inclusion
across the Region.
Page 29 of 31
Civil Service Rule 4 Part K states that the Civil
Service Commission shall submit an annual
Equal Employment Opportunity report to
the City Council.
Please see the attached report to
view the 2016 workplace statistics.
R2017-033 Page 14of15
Moving Forward
1,
R2017-033 Page 15of15 Page 31of31