2022-01-18 CC Agenda Packet - ITEM E16 - PRESENTATION - DEI - Citywide Organization ReviewDIVERSITY, EQUITY & INCLUSION COMMITTEE
CITYWIDE ORGANIZATION REVIEW
AGENDA
1. Acknowledgements
2. Overview & Key Takeaways
3. Progress To Date
4. Demographic Review & Key Findings
5. Recommendations
6. Conclusion and Next Steps
OVERVIEW & KEY TAKEAWAYS
2021 Areas of Focus:
• DEI Statement;
• Municipal Diversity, Recruitment, Hiring & Retention;
• Staff and Volunteer Training;
• Employee Culture Building;
• Future Internships - Connecting to Other Organizations; &
• Government Alliance on Race Equity (DARE) Membership.
Key Takeaways:
1.Improve Data Gathering
2.Implement Routine Workplace Surveys
3. Sponsor Immersive Cultural Experiences
PROGRESS TO DATE
Complete:
• Review 2021 Employee and Resident Demographics
• Hire a HR Manager with DEI experience
• Review Recruitment: Advertising & Marketing
• Develop and Share a DEI Statement
• Secure a GARE Membership
Ongoing:
• Review Employee Handbook
• Review DEI related Hiring and Retention Practices
• Review Employee Harassment Policy
• Future Internship Collaborations
• Internal Diversity Training for City Personnel
Planning & Discussion:
• Implement Routine
Workplace Surveys
• Develop Employee
Culture Building
Mechanisms
DEMOGRAPHIC REVIEW
Evaluated were race and gender compositions of:
• 249 Full-time Employees;
• 309 Part-time Employees; &
• 17,272 Residents.
Also a separate racial and gender review of:
• Public Safety (Law Enforcement & Fire); &
• Executive Leadership Team.
IVITE Amore detailed report on public safety will bE
provided to Council in February 2022.
All Employees
Residents
DEMOGRAPHIC
Full -Time
City Employees
(of 249FT Employee)
Male Full -Time
City Employees
(of 249 FT fmpfoyee)
Female Full -Time
City Employees
(of 249F1 Employme )
Part -Time
City Employees
(of 309 Told PT Employee)
Male Part -Time
City Employees
(of389 TotalPT Employe")
Female Part-
City Employees
(of 309 Total PTEmployeel(
Resident
Population
(%of t7,7711
Full -Time City
Employee
Under/Over
Resident Population
White/ Caucasian
133 (53.4%)
104 (41.7%)
29 (11.6%)
165 (53.4%)
95 (30.7%)
70 (22.6%)
62%
-8.6%
Black/African-
American
14 (5.6%)
7 (2.8%)
7 (2.8%)
28 (9tYo)
19 (6.1`Yo)
9 (2.9%)
2%
3.6%
Asian
23 (9.2%)
14 (5.6%)
9 (3.6%)
28 (996)
16 (5.1%)
12 (3.8%)
10%
-0.8%
Hispanic/ LatinX
78 (31.3%)
54 (21.6%)
24 (9.6%)
50 (16.1%)
25 (8%)
25 (8%)
17%
14.3%
American Indian
or Alaska Native
0
0
0
0
0
0
0.3%
-0.3%
Native Hawaiian
or Pacific Islander
0
0
0
0
0
0
0.4%
-0.4%
Two or More
Races
0
0
0
2 (.6%)
2 (.6%)
0
7%
-7.0%
Other
1 1(.4%)
1 1 (.4%)
1 0
1 36 (11.6%)
22 (7.1%)
14 (4.5%)
0.5%
-0.1%
Total
249 (100%)
1 180 (72.3%)
1 69 (27.7%)
1 309 (100%)
179 (57.9%)
130 (42.1%)
112l►1[•Il-]:IA1U:1[M:
Executive Leadership Team
Full -Time
Male Full -Time
Female Full -Time
Executive
Executive
Executive
Employees
Employees
Employees
DEMOGRAPHIC
White/ Caucasian
7 (70%)
3 (30%)
4 (40%)
Black/African-
1 (10%)
1 (10%)
0
American
Asian
0
0
0
Hispanic/Latina
1(10%)
1 (10%)
0
American Indian or
Alaska Nativ
0
0
0
Native Hawaiian or
Pacific Islander
0
0
0
Two Or More Races
0
0
0
Other
1 (10%)
1 (10%)
0
Total
10 (100%)
1 6 (60%)
1 4 (40%)
*Includes; City Manager, Deputy City Manager, and department heads
*Elected officials are not included.
All Non -Sworn Employees
Full -Time I Male Full -Time I Female Full -Time
City Employees (City Employeesi City Employees
(% of 147)
(% of 147)
(% of 147)
DEMOGRAPHIC
147
147
147
White/ Caucasian
65 (44.2%)
46 (31.2%)
19 (12.9%)
Black/ African-
11(7.4%)
4 (2.7%)
7 (4.7%)
American
Asian
18 (12.2%)
9 (6.1%)
9 (6.1%)
Hispanic/ LatinX
52 (35.3%)
37 (25.1%)
15 (10.2516)
American Indian or
❑
0
0
Alaska Native
Native Hawaiian or
0
0
[}
Pacific Islander
Two Or More Races
❑
0
❑
Other
1 (.6%)
1 1 (. VX)
0
Total
147 0.00%I
1 97 (66%1
50 (34%)
DEMOGRAPHIC REVIEW (KEY FINDINGS)
• The City's overall residential population is 38% minority/non-white.
• The overall City workforce consists of 46.4% of all full-time and part-time
employees falling into the minority/non-white demographic categories.
• When separating out sworn public safety employees, the overall City workforce is
notably more diverse than the community it serves, with 55.8% of the fulltime
employees falling into the minority/non-white demographic categories.
• The Police Department sworn employee workforce is almost as diverse as the
community it serves, with 35% of all full-time employees falling into the
minority/nonwhite demographic categories.
• The Fire Department sworn employee workforce is less diverse than the community
it serves, with only 14.3% of all full-time employees falling into the minority/non-
white demographic categories.
DEMOGRAPHIC REVIEW (KEY FINDINGS)
• The Executive Leadership Team is slightly less diverse as the community it serves,
with three of its ten members (30%) falling into the minority/non-white demographic
categories. Four members (40%) of the Executive Team are female.
• The Department Heads are reflective of the community they serve, with three of the
eight of the Department Heads (38%) falling into the minority/non-white
demographic categories. Three of the eight Department Heads (38%) are female.
• 31.3% (one in three) of the City's full-time workforce, and 16.1% (one in six) of the
City's part-time workforce identifies as "Hispanic/LatinX."
• 9.2% of the City's full-time and part-time workforce identifies as "Asian."
• 5.6% of the City's full-time workforce, and 9% of the part-time workforce, identifies
as "African American."
RECOMMENDATIONS
Recruitment:
• Work with the City's HR Department to explore DEI competencies for leadership and other roles.
o Develop relevant DEI-related interview questions accordingly.
• Evaluate industry best practices for equitable hiring, such as:
• Blinding personally identifiable information on job applications;
• Using standardized interview rubric & scoring; &
• Ensuring applicants can apply via mobile phone.
Training:
• Survey city employees to ascertain areas of interest/concern related to DEI topics. Then offer DEI-
related training that would be relevant for ES employees, e.g. "Unconscious Bias."
• Use the City's GARE resource portal to gain access to equity tools and ideas from GARE..
Workplace Culture:
• Gather insights via an employee survey to gauge overall employee sentiment on topics such as:
culture, belonging, wellbeing and equity within the City organization.
• Based on survey results:
• Identify areas of strength and areas that need improvement in order to take actions that foster a
sense of belonging within the City organization.
• Consider popular DEI initiatives like Employee Resource Groups (ERGs) or an internal mentorship
program.
CONCLUSION AND NEXT STEPS
Continuing to incorporate an effective DEi strategy within the Citywide
organization requires a thoughtful, data -driven process. In 2022 we will need
to be laser -focused on:
• Defining the problems the City is trying to solve with a DEi strategy within
the Citywide Organization;
• Determining what "good" looks like for El Segundo; &
• identifying shared metrics for measuring progress.
In 012022 the subcommittee is working with the HR Department to:
• Incorporate DEI-related questions in the upcoming employee engagement
survey to better gauge overall employee sentiment;
• Map out a calendar for cultural, religious, and other immersive events that
can be used to acknowledge cultural experiences across the municipality;
• Meet with Tranzitions Consulting, an El Segundo -based non-profit, to discuss
future Citywide internship opportunities for neurodiverse teens and young
adults. The organization already has a success story with a young adult who
interned at El Segundo Public Library last year.
QUESTIONST