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HomeMy WebLinkAboutAgenda - Full - Ad Hoc Community Impact Committee - 01/25/2021 -City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com A GENDA City Council Ad Hoc Community Impact Committee Monday, January 25, 2021, 3:00-5:00 p.m. Location: Virtual Public is encouraged to listen through Zoom https://zoom.us/j/93008063610 Or Telephone: Dial: (253) 215-8782 or (346) 248-7799 Webinar ID: 930 0806 3610 Committee Members: Susan Gutowsky, District 1 Julie Pignataro, District 2 Emily Gorgol, District 6 Committee Contact: Ginny Sawyer, gsawyer@fcgov.com Note: Per Ord. No 079, the Committee Chair, may in consultation with the City Manager and City Attorney, determine that meeting in person would not be prudent for some or all persons due to a public health emergency or other unforeseen circumstance affecting the city. As well, an individual Committee member may request to participate remotely even if the rest of the Committee will be there if the member has a concern about their or others’ health or safety by notifying the Clerk at least three hours in advance of the meeting. 1.Call meeting to Order 2.Approval of November 23, 2020 minutes 3.Agenda Review 4.Discussion Items a.Equity Indicator Follow-up- Criminal Justice and Civic Engagement Focus i.Presentation by Janet Freeman, Kate Jassin, Victoria Lawson, Sukhmani Singh b.Next meeting agenda 5.Other Business 6.Next meetings February 22 March 22 April 26 There are three or more members of City Council that may attend this meeting. While no formal action will be taken by the Council at this meeting, the discussion of public business will occur, and the meeting is open to the public via Zoom. Attachments: 1.On-line Article: Governing for Equity: Implementing an Equity Lens in Local Government https://icma.org/governing-equity-implementing-equity-lens-local- government?_zs=M0Ogh1&amp;_zl=S8aL7 2.GARE Logic Model City Manager’s Office City Hall 300 LaPorte Ave. PO Box 580 Fort Collins, CO 80522 970.221.6505 970.224.6107 - fax fcgov.com Ad Hoc Community Impact Committee Meeting Minutes Monday, November 23, 2020, 3:00-5:00pm Councilmembers present: Susan Gutowsky, Julie Pignataro, Emily Gorgol Staff: Ginny Sawyer, Darin Atteberry, Kelly DiMartino, Carrie Daggett, Jackie Kozak-Thiel, Jeff Swoboda 1.Meeting called to order and October 26, 2020 minutes approved. 2.Discussion Items: a.Ideas and Learnings around Equity Offices and Programming Panel Discussion featuring: Manisha Paudel, Equity Coordinator, Des Moines, Iowa Nia Davis, Human Relations Analyst, Asheville, North Carolina Lucas Smiraldo, Policy Analyst, Tacoma, Washington General Program/Office Overview: Iowa Member of GARE for 2-years. Focusing on a 3-year transformation of looking inward first. They do not work directly with the public. Utilizing a staff steering committee that represents all City departments. Moving to their CMO office. North Carolina Office established in 2016 under the CMO. Elected officials have made equity a priority. Biggest win is normalization of equity conversations. IT employees spend 3 hours a week on equity work. Early adopters…big asset. Washington Office/work started for 5-years ago. Big wins: GARE cohorts, regional effort and across the City. Every department creates a racial equity plan…with metrics and office supports.. Built in accountability. Learnings/Challenges: Race can be an uncomfortable term. Use equity more frequently. It is a collective effort. There will be a lot unexpected outcomes. Unrealistic expectation that an office will make swift change. Lot of pressure when mistakes are made. Opportunity for growth but not easy. People are at different levels of understanding. Office development requires over-communication with the community. Be intentional with the information collected and actions taken. Transparency matters. Equity in policies, practices, and procedures flows from top down. Passion for equity starts at the top. Things will not turn around quickly and the call for immediate results will come. Be comfortable with the uncertainty both internal and external efforts. Community content experts…pay for the expertise. Accountability measures need to be built in from the start. Recommendations:  Recognize limitations of a small office. More resources may be required.  Incorporate the work across the organization…rather than building a big equity office.  Ask the “why?” why are we even doing this? Spend a 3-4 hour session to dive in. Needs to be more than it’s the right thing to do or we want to be good.  Do a salary comparison.  Find the shared value and articulate it. Leadership support is crucial. Keep equity Office close to leadership/to you. Leadership should be able to answer questions.  Set expectations. Recognize that problems weren’t created over night and they won’t be solved overnight.  Not just one office job…need all employees.  Don’t pay for studies if you know the answer.  Give tons of grace to whomever leads the charge.  Process will take years. Be comfortable with the uncertainty both internal and external efforts. Discussion: Thank you. Q: Was funding hard to establish? A: Tacoma repurposed other departments. Pandemic has helped proved the worth. Iowa- moving and becoming it’s own division. Internal equity assessments. 3-years ago probably would not have been a successful effort. City-wide training adding costs. Q: What does external work look like? A: Nia: positions focused on community engagement. Position created to be outward focused. Reimagining Policing sessions. Working with Boards and Commissions…human relations, task force, grant from GARE for non-profit partners. Tacoma: not comprehensive. 60% inward…maybe 30 % outward. Liaison to Commissions. They all want to be a platform for community feedback. Iowa: Trying to show up at other City meetings to be present. b. Presentation of Peer City Research and Current Exploration of an Equity Office in Fort Collins Discussion:  Excitement that this will launch.  Ah-ha moment – SSA totally busy with Council priorities. May involve restructuring.  We’ve embedded SSA into the City…apply it to equity.  Is it detrimental to partially staff? Or is any start a good start? Manisha: Don’t underpay the staff. Think in terms of investment. Maybe start with a visioning process. First 3-years (normalizing phase) lots of work and very challenging. Nia: Burnout is an issue…should be everyone’s work but work will fall to who is hired. Invest in who you hire and set them up for success. Lucas: Level of need may not be obvious until the work starts. Explore the level of need as you establish the office. Importance of a symbolic statement…can’t pay less than other executive positions.  Timeline for next steps? Want to be thoughtful and timely. Need a director level recruitment which takes 3-6 months. Need all Council on board. Next year at this time will have an office.  How will equity Indicators play into the office? How do we prioritize? Identify and establish accountability. What needle do we want to move? Next meetings  January 25  February 22  March 22  April 26 Council Ad-Hoc Committee •Established by Resolution in June 2020. •Overall purpose: Ensuring that the City is creating an environment that provides safety and equity for all residents. •Committee focus has included emphasis on community engagement, budget, program development, and police services. Update on the City of Fort Collins’ Equity Indicators Janet Freeman, Kate Jassin, Victoria Lawson, Sukhmani Singh Presentation Flow Strategic Alignment & Definitions Project Objectives Equity Indicators: Framework Criminal Justice Civic Engagement Integration and Next Steps 3 Strategic Alignment STRATEGIC ALIGNMENT City Plan Neighborhood Livability & Social Health 1.4 Neighborhood Livability & Social Health 1.3 High Performing Government 7.3 SSD Strategic Plan Council Priorities BUDGET Revision Offer:$60,000 Donated Funds: $30,000 4 Council Priorities DEVELOP EQUITY INDICATORS APPLY EQUITY LENS GARE Framework 6 Equity Indicators: Project Objectives 7 Track Disparities in outcomes faced by community members most likely to experience inequality Support Data-informed policy-making Increase Transparency and accountability so impacted communities can co-create/lead solutions and equity work can be better prioritized at both an institutional and systemic level Community engagement happens at every step Gather data Analyze data & develop strategies Implement solutions Evaluate and communicate the impact 8 Set vision Gather Data & Disaggregate by Race/Ethnicity Analyze Root Causes Develop Strategies & Implement Solutions Evaluate and Communicate Impact Strategic Objective NLSH 1.4 revised 2020 We are here Equity Lens Prework: Establish Disparity Baseline Indicators are ways to assess and measure difficult-to-define concepts •Allow us to measure progress in achieving goals related to these concepts Equity Indicators are ways to assess and measure disparities on those concepts AgendaEstablishing Equity Indicators Concept Indicators Equity Indicators Criminal Justice Incarceration rates Disparities in incarceration rates for different racial and ethnic groups Economic Opportunity Income Disparities in income for different genders AgendaProcess of Developing Equity Indicators Background Research Data Diagnostic City and County Staff Discussions Preliminary Landscape Analysis Community Input Final Landscape Analysis and Equity Indicators Partnership with Internal City Equity Team We are here AgendaExploring Differences Between Groups 1.Identify percentage, rate, or rating for outcome or perception for each group and overall [focus on race and ethnicity] 2.Compare the outcome or perception for each group to the overall outcome or perception a)More negative outcome/perception = negative number b)More positive outcome/perception = positive number 3.Establish whether there is a meaningful difference in outcomes or perceptions between groups* a)Statistical significance testing (if possible based on data available) b)Comparison to set threshold *Note that both approaches used to establish differences have limitations AgendaData Sources for Preliminary Landscape Analysis Existing reports •Ex: 2020 Sustainability Gaps Analysis, Feasibility Study for Inclusionary Housing Publicly available data or dashboards from local sources •Ex: Colorado Department of Education, Fort Collins Police Services Transparency Data Publicly available local data from national sources •Ex: American Community Survey 5-year estimate, Bureau of Justice Statistics Annual Survey of Jails Data provided by City/County departments •Ex: Fort Collins Community Survey, Larimer County Community Health Survey (Health District) AgendaKey Domains Domain % of Measures Allowing For Race/Ethnicity Comparisons Of Those, % With Racial/Ethnic Differences City Services 61%55% Civic Engagement 86%67% Criminal Justice & Public Safety 100%100% Economic Opportunity 88%60% Education 100%73% Environmental Justice 100%40% Housing 100%56% Public Health 100%24% Social Inclusion 88%43% Transportation 100%33% AgendaFindings Across Areas 15% 0% 26% 8%9%9% 0%2%0% -61% -10% -43% -31% -38% 0% -37% -70% -60% -50% -40% -30% -20% -10% 0% 10% 20% 30% Non-Hispanic White Hispanic/Latinx Asian or Pacific Islander Black Native American Other Non-Hispanic, Non-White Hispanic and/or Other Race AgendaCriminal Justice and Public Safety Law Enforcement Criminal arrests/citations Traffic citations Use of force in the population Use of force for those arrested/cited Representation among police officers Police service quality ratings Incarceration and Community Supervision Jail incarceration Probation Perceptions of Safety Neighborhood safety ratings *Racial/ethnic differences across all measures AgendaCriminal Justice and Public Safety Criminal arrests/ citations: 35 in 1,000 in Fort Collins •36 in 1,000 whites •7 in 1,000 Asians •168 in 1,000 Blacks •37 in 1,000 Native Americans Traffic citations: 45 in 1,000 in Fort Collins •45 in 1,000 whites •10 in 1,000 Asians •87 in 1,000 Blacks •10 in 1,000 Native Americans AgendaCriminal Justice and Public Safety Use of force in the general population: 1 in 1,000 in Fort Collins •1 in 1,000 whites •1 in 1,000 Hispanic/Latinx •<1 in 1,000 Asians •8 in 1,000 Blacks •2 in 1,000 Native Americans Use of force for those receiving a criminal arrest/ citation: 22 in 1,000 in Fort Collins •19 in 1,000 whites •26 in 1,000 Asians •43 in 1,000 Blacks •46 in 1,000 Native Americans AgendaCriminal Justice and Public Safety Jail incarceration: 16 in 10,000 in Larimer County •13 in 10,000 whites •36 in 10,000 Hispanic/Latinx •6 in 10,000 Asians •85 in 10,000 Blacks •12 in 10,000 Native Americans Perceptions of neighborhood safety (0-100): 80 overall rating •80 for whites •75 for Hispanic and/or other race AgendaCivic Engagement Engagement with Government Voter turnout (note: income only) Representation on Boards and Commissions Attending government events Trust in government Engagement with Community Community group membership Volunteering Opportunities to volunteer *Racial/ethnic or income-based differences on five of seven measures AgendaCivic Engagement General election voter turnout: 78 in 100 in Fort Collins •69 in 100 from lowest income group •76 in 100 from second-lowest income group •79 in 100 from middle income group •82 in 100 from the second-highest income group •86 in 100 from the highest income group Attendance at government events in Fort Collins: 27 in 100 in Fort Collins •28 in 100 of whites •24 in 100 Hispanic and/or other race AgendaCivic Engagement Representation rate on Boards and Commissions: 8 in 10,000 in Fort Collins •9 in 10,000 whites •2 in 10,000 Hispanic/Latinx •4 in 10,000 Asians •5 in 10,000 multiple race •0 in 10,000 other race Percentage who report that they trust the local government: 62 in 100 in Fort Collins •67 in 100 non-Hispanic whites •38 in 100 Hispanic/Latinx •48 in 100 non-Hispanic non-white or multiple AgendaCivic Engagement Perceptions of opportunities to volunteer (0-100): 69 overall rating •71 for whites •63 for Hispanic and/or other race Community group membership in Fort Collins: 45 in 100 in Fort Collins •47 in 100 non-Hispanic whites •27 in 100 Hispanic/Latinx •52 in 100 non-Hispanic non-white or multiple AgendaSelecting Equity Indicators Community and other stakeholder input Data availability and interpretability Equity Indicators across 10 domains Integration & Next Steps Project managers & service area directors/department heads can examine disparity gaps •Work with community to identify root causes & develop interventions Benchmarking to comparison cities Integrating into budget process •Increased transparency on overall investments and impacts on equity gaps Dashboard •Begin in Q1 and further build out in alignment with new Equity Office •Include indicators aligned to City efforts to mitigate institutional and systemic impacts Committee Q&A 25 •What questions does the Committee have? •What feedback does the Committee have on the Equity Indicators project? GARE Logic Model No r m a l i z e Or g a n i z e Op e r a t i o n a l i z e CO N D I T I O N S th a t a f f e c t i m p l e m e n t a t i o n o f a c t i o n s i n e a c h p h a s e • Clear vision & mission about RE • Improved understanding of govt’s role in addressing RE among core team • Improved knowledge of RE concepts among core team • Identification of opportunities to integrate RE into routine operations • Improved capacity of local gov’t to implement RE Action Plan (knowledgeable & skilled teams within department) • Groundwork established for inclusive engagement • Accountability mechanisms begin to be established Developing stage……… • Improved knowledge of RE concepts among gov. employees (ability to identify root causes) • Increased skills to deal with and communicate about RE among government employees • RE is integrated into routine operations • A cadre of peer trainers • Partnerships are developed across departments to address cross-cutting issues • Partnerships with CBOs to address RE • Input is sought from communities Across departments, accountability mechanisms are in place to increase and sustain RE focus; to community outcomes are identified Implementing stage……… Sustaining stage……… • Mechanisms are in place for continued and ongoing staff orientation and professional development about RE • Mechanisms to track and gauge impact of RE efforts • Mechanisms to collect data about RE from community • Cultivated career pipelines to develop future candidates from communities of color • Racial demographics of employees reflect community demographics • Partnership development (internal and external) is ongoing • Improved community capacity to address structural racism • Leadership builds & shares power with community In all departments and local government as a whole: • Implementation of RE Tool • Reputation for addressing RE • Data-informed decision-making processes • Community engagement mechanisms in place • Work to improve community outcomes IM P A C T Mo v i n g t h e n e e d l e Hav i n g i m p a c t t h a t d e c r e a s e s r a c i a l i n e q u i t y an d i m p r o v e s u c c e s s f o r a l l g r o u p s CONDITIONS that affect outcomes in your city and/or region (e.g., political landscape, community incidents, local and state economy) • Establish clear vision and mission • Develop & deliver introductory RE training curriculum • Develop a cadre of skilled internal trainers • Create additional RE training & modules • Conduct biennial employee survey on RE Actions • Create RE organizational structure, including Action Teams within and between depts and with community • Conduct community RE survey • Establish RE fund to build capacity to address structural racism • Convene regional collaborations • Develop RE Plans within & across depts and in four areas (workforce, contracting, community engagement, communications) • Develop RE Plans with community and external partners Outcomes: