09-05-18 Personnel and Finance (#6)

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CITY OF SOUTH BEND OFFICE OF THE CLERK supporting micro-affirmations in the workplace, reducing unconscious bias in the hiring process, City-wide diversity dialogues which occur once a month with different topics. There are opportunities to participate in and attend cultural activities City-wide. We want to connect our staff with things that are happening in our community. We have an inclusion lens toolkit that was a part of the diversity and inclusion training for all staff with practical ways of implementing D and I in policy, outreach and a multitude of other things and then, of course, the development of the employee resource groups. She continued, The third (3rd) priority in workplace was to establish diversity and inclusion rewards for City groups, individuals and community groups. Out of the three (3) action items proposed,the three(3)action items have been implemented and are ongoing. So there was research done for existing awards for diverse populations and individuals, identifying community organizations that promote, support and advocate for underrepresented groups and initiatives, and then developing a nomination process and requirements for awards. The fourth(4th)priority under workplace was to infuse diversity and inclusion language and City-wide expectations into all strategic plans,policies,processes,procedures and programs.Of the two(2)action items proposed, two (2) action items have been implemented and are ongoing. So our departments have reviewed and in some cases have revised their internal policies to reflect inclusive language and intent. Our departments are displaying the required Federal and State employment posters in common spaces. She went on, Area two (2)is workforce. This is recruit,hire, develop and retain the highest quality candidates from all segments of society. So that priority was also establishing baselines. There were ten(10) action items proposed and ten(10) action items are implemented an ongoing. When we came in, there may have been some data integrity issues. We had to provide a staff survey to make sure that we have the correct demographic information for staff. That was completed. We've also implemented departmental diversity and inclusion scorecards so that each department can develop their own goals in all three (3) areas of workplace, workforce and community. We assist them in achieving the goals the first (1st) year. Since it was our first (1st) time out, we were just getting our feet wet. The second(2nd)year we have upped the ante and we are requiring a little bit from each one(1)of the departments.Then we also want to look at hiring trends and turnover rates in departments. We're establishing succession plans for the departments and identifying diverse high-talent prospects within City work units. We are also trying to track effective recruitment types for open positions. We have been using Linkedln and we've also made use of Indeed which brings our job board onto a national base. We are trying to see which ones are more effective and make sure we are using those to track talent. We are also looking at developing some new tools for retention efforts to make sure we are keeping our great talent. She continued,The second(2nd)priority is to establish policy and procedures that support inclusive talent, identification, recruitment, hiring process, talent development and retention. I won't go through all of these but eleven (11) action items were proposed and ten (10) were implemented and are ongoing. We are in the process of not only doing some of these programs internally but are also now looking at how we might be able to implement these programs with local agencies externally. The inclusive talent recruitment model is being replicated in external format where we share talent prospects with other agencies, organizations and corporations throughout the community.And I've already talked about the staff performance evaluation system and career path development which is a core competency based model. So instead of just focusing on skills, we are looking at competencies that are transferrable to several different departments across campus. EXCELLENCE I ACCOUNTABILITY I INNOVATION I INCLUSION I EMPOWERMENT 455 County-City Building 1227 W.Jefferson Bvld I South Bend,Indiana 466011p 574.235.922111574.235.91731TTD574.235.55671www.southbendin.gov 22