HomeMy WebLinkAboutCouncil Retreat - March 20, 2021 - Agenda - Pdf
CITY OF RENTON
AGENDA - Council Retreat
9:00 am - Saturday, March 20, 2021
Videoconference
9:00 am WELCOME (Council President and CAO)
• Ground Rules
• Room Awareness, Housekeeping, and Agenda
9:15 am FINANCIAL UPDATE (Finance)
• Stability/Status
• Forecast
• Resilience
10:30 am RE-OPENING CITY HALL (CAO)
• Phase
• Employee Status
11:00 am BREAK
11:15 am HUMAN SERVICES BUDGET REVIEW (Community Services)
• Budget
• Current Efforts
12:00 pm LUNCH
12:45 pm RACIAL EQUITY, INCLUSION, AND HIRING/CONTRACTING
• HR Tactical Hiring Plan (HR)
• Equity and Empowerment Commission (Communications)
• Funding Challenges and Opportunities (Finance/Legal)
2:45 pm BREAK
3:00 pm BUSINESS PLAN (All)
Currently, due to the spread of COVID-19, all regularly-scheduled committee meetings will be held as
necessary via video-conference. City Hall is closed to the public.
If you would like to attend this week's meeting remotely, you can do so by going to
https://us02web.zoom.us/j/87528033016?pwd=QWxGUmFCUVNjMWg5L1J5Zk1GcnRodz09.
Zoom Meeting ID: 875 2803 3016, Passcode: 389761
You can call through Zoom at (253) 215-8782 and use the Meeting ID.
Financial Update
Council Retreat
March 20, 2021
AGENDA ITEM # •
2020 Pandemic Impact
•Initial revenue loss projections at $22.5M
•Cost cutting measures were explored
•Total costs identified $12.5.
2020 Projected Use of Reserves (8.6)
Anticipated Revenue Loss (22.5)
Anticipated Expenditure Reductions 12.5
Projected use of Reserves (18.6) AGENDA ITEM # •
Updated forecast
•Revenue projections were updated to a
possible loss of $16.9M
2020 2020
Summary ($ in Million)Projected Revised
Revenue Impacts:
PROPERTY TAX (4.3)$ -$
SALES TAX (9.0)$ (4.7)$
B&O TAX (2.4)$ (5.0)$
UTILITY TAX (1.6)$ (1.0)$
GAMBLING TAX (0.8)$ (1.1)$
STATE SHARED REVENUES (0.8)$ -$
Other (3.6)$ (5.1)$ AGENDA ITEM # •
2020 Year End
Projected
Use of Reserves (chge in fund balance) (8.6)
Revenue Loss (16.9)
Expenditure Reductions 12.5
Projected gain(use) of Reserves (13.0)
Actual
(4.2)
(9.0)
14.5
1.3 AGENDA ITEM # •
2021
Pandemic
Impact
Budgeted for a slow recovery;
revenue loss still expected in 2021.
Some cost reductions in 2020 were
one time.
Still have declining fund balance
issues we had before the pandemic.AGENDA ITEM # •
Long Range Plan
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Summary ($ in Million)Actual Actual Actual Actual Projected Projected Projected Projected Projected Projected
Beginning Fund Balance 24.4$ 31.5$ 44.6$ 48.1$ 49.4$ 36.4$ 29.0$ 20.6$ 10.3$ (2.2)$
Operating Revenue 103.8$ 105.4$ 129.1$ 100.9$ 99.8$ 106.3$ 108.0$ 109.6$ 111.3$ 113.0$
Base Operating Expenditure 1 (86.3) (89.7) (118.0) (98.7) (107.5) (110.3) (116.4) (120.0) (123.8) (127.8)
Operating Surplus (Deficit) 17.5$ 15.7$ 11.1$ 2.2$ (7.8)$ (3.9)$ (8.4)$ (10.4)$ (12.5)$ (14.8)$
1X Sources2 0.9$ 0.4$ 1.8$ 10.0$ -$ -$ -$ -$ -$ -$
1X Uses3 (11.3) (3.1) (9.5) (10.9) (5.2) (3.4) - - - -
Net Resources - Uses 7.1$ 13.0$ 3.5$ 1.3$ (13.0)$ (7.4)$ (8.4)$ (10.4)$ (12.5)$ (14.8)$
Ending Fund Balance 31.5$ 44.5$ 48.1$ 49.4$ 36.4$ 29.0$ 20.6$ 10.3$ (2.2)$ (17.0)$
Ending Bal as % of Opr Budget (Target=12%)36.52% 49.68% 40.73% 50.01% 33.83% 26.30% 17.74% 8.56% -1.81% -13.31%
$(40.0)
$(20.0)
$-
$20.0
$40.0
$60.0
$80.0
$100.0
$120.0
$140.0
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Operating Revenue Base Operating Expenditure Ending Fund Balance
AGENDA ITEM # •
Primary Revenue Sources
•Property Taxes
•Sales Taxes
•Business and Occupation (B&O) Taxes
•Utility Taxes
AGENDA ITEM # •
Property Taxes
•City’s tax rate is only $1.08 per $1000 assessed valuation.
•Amongst the lowest for King County cities
AGENDA ITEM # •
B&O Taxes
•Rates and thresholds
AGENDA ITEM # •
Funding Options
•Property Taxes
•Increase 10 cents = approximately $2M/year
•Business and Occupation (B&O) Taxes
•Increase to .095% (all types) = $2M/year
•Increase to .095% (non-retail) = $1.1M/year
•Decrease threshold to $200K = $120K/year
•Increase the maximum tax paid in one year
AGENDA ITEM # •
Funding Options
Option 1
Source Estimated Amount Approval Process Potential Use
Additional 10¢ levy Fund operating budget by
additional $2M
Impact on median home ($455,000) ~$45/year
-Increase all rates to .095% to support operational
sustainability (~$2M)
Fund operating budget by
additional $2M
Option 2
Source Estimated Amount Approval Process Purpose
Additional 20¢ levy Fund operating budget by
additional $2M
Impact on median home ($455,000) ~$90/year
Fund bond issue for
transportation
improvements of
approximately $27M
-Increase all rates to .095% to support operational
sustainability (~$2M)
Fund operating budget by
additional $2M
1. Property Tax Councilmanic based on “substantial
need” or simple majority voter
approval.
2. B&O Tax Council action
1. Property Tax Councilmanic based on “substantial
need” or simple majority voter
approval.
2. B&O Tax Council action
AGENDA ITEM # •
Funding Options
Option 3
Source Estimated Amount Approval Process Purpose
Additional 10¢ levy Fund transportation
capital by additional
$2M/year
Impact on median home ($455,000) ~$45/year
-Increase maximum by $2.5M each year starting in
2021
Fund operating budget or
transportation project by
-Increase non-retail to .095%~$1.1M additional $2.5M, growing
over time ($2.5M in 2021,
$5M in 2022, etc.)
Fund operating budget by
additional $1.1M
2. B&O Tax Council action
1. Property Tax Councilmanic based on “substantial
need” or simple majority voter
approval.AGENDA ITEM # •
Questions
AGENDA ITEM # •
New Program (not funded in previous
cycle)
Agency Program Allocation
1 After School All Stars
Academic Tutoring and Mentoring (middle School)$7,500
2 Asian Counseling and Referral Whole Health Oriented Mental Health $7,500
3 Babies of Homelessness Basic Baby Needs to Homeless Families $7,500
4 Catholic Community Services ARISE Homeless Shelter $50,407
5 Catholic Community Services
Volunteer Services $10,000
6 Childhaven (formerly RAYS)
Mental Health Counseling $10,380
7 Childhaven (formerly RAYS)
RAYS UP (drop out prevention)$14,185
8 Children's Therapy Center
Therapy for Children with Special Needs $7,500
9
Communities in Schools of Renton-
Tukwila
Mentor Program $9,000
10
Communities in Schools of Renton-
Tukwila
Site Coordinator
$27,444
11 Crisis Clinic King County 2-1-1 $10,000
12 Domestic Abuse Women's Network Community Advocacy Services $7,500
13 Domestic Abuse Women's Network DAWN Housing $7,500
14 Easter Seals Eastside Adult Services Center $7,500
15 Eastside Baby Corner Basic Needs for Children $7,500
16 El Centro de la Raza South King County Systems Navigation Program $7,500
17 Feminist Women's Health Clinic Reproductive Healthcare for Low Income Women $10,000
18 Friends of Youth Youth and Young Adult Shelter $7,500
19 Institute for Family Development Parents and Children Together (PACT)$10,000
20 Kindering Center Development services for homeless children $7,500
21 King County Bar Foundation Pro Bono Legal Services $10,500
22
King County Sexual Assault Resource
Center
Comprehensive Sexual Assault Services $32,000
23 Lifewire Advocacy Survivor Advocacy Services (DV)$10,515
24 Lifewire Housing Stability Program $7,500
25 Lutheran Community Services NW Refugees NW Counseling $7,500
26 Mary's Place A Place to Call Home $7,500
27 Multi-Service Center Emergency Assistance and Resource Navigation $11,907
28 Neighborhood House Case Management and Information and referral to $7,500
29 One America English Innovations $7,500
30 Orion Industries Employment Services 9000
31 Partners in Employment Employment and Training 9000
32 Pediatric Interim Care Center Infant Withdrawal Program 7500
33 Puget Sound Training Center Adult Employment and Training $7,500
34 REACH Center of Hope $7,500
35 Refugee Women's Alliance Basic Needs Program $7,800
36 Renton Housing Authority
Sunset Neighborhood Center $7,500
37
Seattle King County Department of
Public Health SKC Mobile Medical/Dental $10,000
38 Solid Ground
Housing Stability Program $7,500
39 Sound Generation Community Dining Program $9,068
40 Sound Generations Meals On Wheels $13,000
41 Sound Generations Volunteer Transportation $7,500
41 St. Vincent de Paul St. Anthony's Emergency Assistance $35,780
42 St Vincent de Paul Centro Rendu $7,500
43 Ukrainian Community Center of WA Crisis Family Intervention $12,000
44 Ukrainian Community Center of WA Russian Ukrainian Refugee Assistance Program $7,500
45 Vine Maple Place
Stable Families Program $7,500
46 Washington Poison Center
Emergency Services $7,500
47 Washington Autism Alliance & Advocacy
Autism Service Navigation, Advocacy & Support $7,500
48 Way Back Inn
Homeless Family Services $10,000
49 West African Community Council
WACC Immigration Legal Program $7,500
50 YWCA |Seattle|King|Snohomish
Children's Domestic Violence $8,050
51 YWCA |Seattle|King|Snohomish SKC Emergency Shelter
$12,000
Total $562,036
City of Renton Human Services 2021-2022 Agency Funding Recommendations
AGENDA ITEM # •
City’s Response to Shelter/Homelessness Needs
Due to Covid-19 health concerns, a 24/7 model has been activated by agencies serving homeless
populations. City of Renton Human Services has assisted in coordinating access with REACH and ARISE
programs.
REACH Shelter/St. Matthew’s Church and Highlands Neighborhood Community Center (Renton Clients)
ARISE Men’s Shelter (Renton Clients) / Quality Inn, Sea Tac
*Red Lion Clients have increased the need for law enforcement, life safety, and food resources in Renton.
King County Shelter (Seattle Clients) / Red Lion Hotel, Renton
Center of Hope is now providing 24/7 shelter for women, children, and families versus its model prior
to COVID-19 as a day shelter.
City of Renton coordinated a temporary site for the Center of Hope for exclusive use of the Highlands
Neighborhood Center.
28 individuals at the center (most are children)
Shower access at the RCC has been coordinated for Center of Hope in conjunction with their use of St.
Matthew’s Church.
Recreation & Neighborhood Division staff have provided:
Sports equipment for use of the gym
Toddler push toys, and arts and crafts supplies
Donated boxes of diapers and wipes to help keep families as comfortable as possible
Renton Human Services funds 562k annually to agencies who provide services to Renton residents.
For 2019-2020, $124,148 (22%) of that funding has gone to Homeless Services and Housing.
City of Renton CARES Act Funding
City has allocated $500k towards resources for Homeless or Nearly Homeless Individuals
$305K towards Rental/Utility Assistance with Renton partners:
Centro Rendu
Salvation Army
African Community Housing
$50K towards coordinating with REACH and Commerce requirements to assist with a potentially
permanent family shelter
$150K towards Food Assistance coordinating with multiple Renton agencies and Commerce requirements
Resources and Agencies that Renton Human Services has partnered with to support homeless and
nearly homeless residents:
Cold Weather Shelter - City of Renton / (Activation = 32 degrees or colder for a 24hr period)
Community Outreach Events (as needed due to Covid) - City of Renton / Village of Hope
Warm Up Breakfast Every Morning - REACH
Meal Coalition Program - REACH (Fri – Sun)
Day Shelter for Women and Children (Center of Hope) - City of Renton / REACH
Night Shelter for families - Harambee Church / REACH
ARISE Men’s Shelter - City of Renton / Catholic Community Services (SeaTac Motel)
Kiwanis Clothing Bank - Free clothing (Now Closed)
King County Library System - Day Resource Center (Now Closed)
Salvation Army - Evening meals (Mon-Thurs)
Food Sustainable Renton Store at St. Matthews Church (Highlands)
AGENDA ITEM # •
City of Renton’s Human Services Work Across Homelessness, Mental Health
Ongoing Projects, and Partnerships
Compiled March 2021
Shelters
Center of Hope: Renton partnered with the Renton Ecumenical Association of Churches (REACH) on this
day shelter emergency project, supplying space in the basement of its City Hall facility to make the project
possible for women and children or families. The City has also been a direct financial contributor to REACH
and the Shelter operations - $120,000 in 2020 and $120,000 in 2021.
o In addition, during the COVID pandemic, the City provided REACH a larger space for additional
families at Highlands Neighborhood Center for 24/7 sheltering, allowing better social distancing.
This has been in place from August 2020 through March 2021. Between 25 – 45 individuals were
provided shelter in the facility.
Renton Community Church (formerly Harambee Church): The City has partnered with RCC (ex-Harambee
Church) on emergency shelter operations to feed the hungry and those in need.
Funding of Affordable Housing, Homeless Services, Human Needs, and Mental Health Services
“1590” Funding: Renton is among several cities imposing a new .1 percent sales tax to address affordable
housing, homelessness, and mental health needs. The funding through authority granted by the 2020
Legislature (HB 1590) will generate close to $3 million a year. The Mayor’s Office presented the first “Early
Action Plan” for use of 2021 funds. The plan includes an initial early investment of $400,000 for a more
permanent location for behavioral health services, hygiene center and severe weather shelter.
SHB 1406: Renton enacted the implementing ordinance for its use of SHB 1406 state sales tax credit
funding for affordable housing and in 2020, contributed its initial funding toward sub-regional housing
and homelessness efforts led by the South King Housing and Homeless Partnership (SKHHP). Renton also
helped lead the lobbying effort to get 1406 passed and enacted by the State Legislature.
Emergency rental and food assistance: In 2020, Renton utilized $650,000 in CARES Act funding to
provide food assistance and emergency rental assistance to those in need and to serve free meals out of
its Senior Center. Now topping over 31,000 meals served.
Human Needs Funding: Renton is allocating just over $562,000 in human needs funding that will be
allocated to 51 programs to address basic needs; housing and homeless services; economic opportunity;
domestic violence/sexual assault prevention; and health and wellness. (Attached list of agencies funded)
The Renton City Council has directed that the City ramp up this funding level in years to come.
o In addition, CDBG funds have been spent on ‘Healthy Housing’ projects to assist low income
residents to remain safe in their homes. Dollars allocated over the past three years; 2018 -
$75,000, 2019 - $62,300, 2020 - $58,500 and 2021 is estimated at $60,000.
o The City also subsidized reduced utility rates for seniors/disabled low income residents (245) in
the amount of $79,263. Providing this assistance allows residents to remain housed and out of
homelessness.
AGENDA ITEM # •
Homeless-Feeding Program, Cold-Weather and Wrap-Around Shelter
Relocation of Temporary facilities at Renton Airport: The City is working with a large corporate partner
to lease space in South Renton for what will be a permanent relocation of the homeless feeding program
and cold-weather shelter that has been temporarily housed in the “300 Building” of the Renton Airport.
The lease will allow space for the homeless feeding program, cold-weather shelter, hygiene facility, and
other wrap-around services to be funded in part by ‘1590’ funds (See above).
Community Multi-Service Centers
Family First Community Center: Renton has partnered with retired Seahawks wide receiver Doug
Baldwin, the Baldwin Foundation, and HealthPoint on this $15 million project that will start construction
later in 2021 and will be immediately adjacent to the Cascade Elementary School in the Cascade/Benson
Hill Neighborhood. A land contribution by the Renton School District was a key part of this project.
Plans and Partnerships
Housing and Human Services Needs Assessment: Renton is in the midst of a housing and human needs
assessment that will include data, interviews, and needs assessments to support the long-term use of its
HB 1590 funding. The assessment is anticipated to be completed later this spring and designed to help the
City better understand the needs, current services, and gaps for affordable housing, homeless, and
mental health facilities and/or services relative to HB 1590 target populations and eligible uses of the
funds.
Homelessness Resource Events: Renton Human Services division partnered with Village of Hope (local
churches), KCLS, Wellsprings and other agencies to provide these events. When COVID restrictions are
lifted, Renton will re-instate the events that provide a one-stop location for a multitude of services to
assist those that are homeless or near homelessness. Services provided; flu shots, behavioral health,
housing navigation, legal counseling, free backpacks and socks, sheltering options and more. Four events
were held prior to COVID and over 120 individuals received services.
AGENDA ITEM # •
Diversity, Equity, And Inclusion Tactical Plan - 2021 Edition Summary
Resolution No. 4414, recently approved by the Renton City Council, and the new Renton Business Plan
serve as a cornerstone to the 2021 HR Diversity, Equity, and Inclusion Tactical Plan in the City’s pursuit
of an equitable and inclusive workforce.
To provide some context, in 2017 Benita Horn, Inclusion and Equity Consultant, and Brian Sandler, Sr.
Employee Relations Analyst, developed the first HR Inclusion Tactical Plan, utilizing the Renton Equity
Lens Process. It included an analysis of the demographics of the city’s workforce compared to the City
population, a review of the city’s recruitment and outreach practices and suggestions for new strategies
to increase the diversity of the workforce.
Over the past three years, the HR department has collaborated with the other city departments to
implement the strategies suggested in the plan. Utilizing the Equity Lens model, the 2021 HR Inclusion
Tactical Plan was developed to evaluate the outcomes from the 2017 Plan and reporting back the
successes and lessons learned to the stakeholders.
One of the more significant changes the HR department implemented in 2017 was the introduction of
anonymous applications. While it is difficult to attach a direct link since implementation, Black/African
American candidates experiencing a 133% increase of moving forward to an interview and those that
identified as Two or More Races saw an increase of 100%.
Another observed success includes the ethnic diversity of new hires increasing 16.5% and the increase of
females hired at the City was 5%. The percentage of employees from diverse backgrounds separating
have increased slightly over this same period while the percentage of females separating have
decreased. This demonstrates the need to focus not only on diversifying the workforce by focusing on
hiring efforts, but also reviewing policies, procedures, and practices through an equity lens so those who
come to work for the City feel included and will want to stay.
The 2021 Plan recommends continuing with anonymous applications and building on the strategies
offered in the 2017 Plan as well as introduces new strategies to not only increase the diversity of the
workforce, but to foster a more inclusive organization where staff feel as if they belong. The 2021 Plan
includes the following four strategic focus areas (beginning on page 16 of the document).
Build Cultural Competence and Enhance Inclusion Skills
Outreach and Recruitment
Enhance Culture of Inclusion
Inclusion and Equity Incorporated into City's Lines of Busines
To this end, HR has begun implementing some of the strategies outlined in the 2021 Plan. HR recently
hired a trainer to facilitate a Quarterly Manager’s Meeting training on LBTQIA issues, is working with IT
to develop a dashboard page on the City’s SharePoint site to share diversity data with City staff,
implemented questions to gauge inclusion in the exit interview survey, and recommended equity and
inclusion questions in the recent employee engagement survey.
AGENDA ITEM # •
City of Renton Human Resources
Diversity, Equity and
Inclusion Tactical Plan
2021 EditionDRAFT 1-7-2021 AGENDA ITEM # •
AGENDA ITEM # •
Achieve equitable outcomes
by eliminating racial, economic
and social barriers in internal
practices, city programs,
services, and policies such as
hiring and contracting
Improve access to city services,
programs and employment,
provide opportunities
and eradicate disparities
for residents, workers and
businesses
Promote understanding
and appreciation of our
diversity through celebrations,
educational forums and festivals
Seek out opportunities for
ongoing two-way dialogue with
ALL communities, engage those
historically marginalized, and
ensure that we lift every voice,
listen and take action on what
we learn
Build capacity within the city to
implement inclusion and equity
by providing the knowledge,
skills, awareness, and tools to
integrate anti-racism approaches
into daily work
Background
The 2021 edition of
the Human Resources
Inclusion, Equity, and
Diversity Tactical Plan is
a follow up to the first
Tactical Plan that was
developed in 2017. The
HR Inclusion, Equity and
Diversity Tactical Plan
was created to assist the
city to meet the goals
of the City of Renton
Business Plan. The
Renton Business Plan
is approved by the City
Council and is reviewed
and updated each year.
On August 3, 2020, the Renton City Council approved Resolution No. 4414,
which adopts the 2021 to 2026 Renton Business Plan “to Stand against
Racism in Support of Racial Equity.” The proclamation “declares Renton an
anti-racist city that strives to use the Renton Equity Lens to eradicate racial
economic inequities and institutional racism to value all residents and be
a welcoming place to all people.” This new Renton Business Plan has been
enhanced with new progressive objectives guiding the new HR Inclusion,
Equity, and Diversity Tactical Plan
toward meeting more dynamic
objectives.
All of the following objectives under
the mission of “Building an inclu-
sive informed city with equitable
outcomes for all in support of social,
economic, and racial justice” have
been revised, except the third one:
Building an inclusive
informed city with
equitable outcomes
for all in support of
social, economic,
and racial justice
Human Resources Diversity, Equity and Inclusion Tactical Plan 1
AGENDA ITEM # •
The city strives have an organiza-
tional culture that makes all staff
feel welcome and included. The
workforce will reflect the diver-
sity of the Renton community.
Ultimately this diversity will be
visible throughout all positions
and leadership levels. Such a
workforce will enhance creativity
in serving the public by strength-
ening its ability to provide effective
and appropriate services that will
support equitable and inclusive
access to city services. A more
diverse workforce will strengthen
community connections with
the City of Renton and increase
involvement in and awareness of
city programs, services and policy
decisions.
What Improving Access to City Employment
Means for the Community
2 City of Renton
AGENDA ITEM # •
What Improving Access to City Employment
Means for Renton Staff and Leaders
A more inclusive culture and hiring
practices will result in an environ-
ment that enhances and supports
diverse opinions and increased
connection with community. It
will support a culture that encour-
ages staff to actively identify
and break down barriers and be
leading advocates for inclusion,
diversity and equity. This culture
will foster safe and authentic
conversations around inclusion and
equity and will equip staff with the
tools to more inclusively support
the community and fellow staff
members. Additionally clear and
intentional investments will be
made to engage with community
institutions and partners to estab -
lish ongoing pipelines that attract
diverse talent into public services
careers.
The Inclusion strategy in the 2021-
2026 Business Plan states: “Improve
access to city services, programs
and employment, and make
residents and businesses aware of
opportunities to be involved with
their community.” While inclusion
is included in only one of the five
goals of the Renton Business Plan,
the benefits of an inclusive, equita-
ble, and diverse workforce support
the components of all the goals
in the Business Plan. Building and
maintaining a diverse workforce
helps to develop innovative solu-
tions to meet all the goals in the
plan, including:
Provide a safe, healthy, vibrant
community
Promote economic vitality and
strategically position Renton for
the future
Support planned growth and
influence decisions to foster
environmental sustainability
Building an inclusive informed
city with opportunities for all in
support of social, economic, and
racial justice
Meet service demands and
provide high quality customer
service
It is through collaboration with
each other and the community that
city employees are able to success-
fully meet the Business Plan goals.
A research study in the private
sector revealed that “identified
diversity is a key driver of innova-
tion, finding that diverse teams
produce 19% more revenue. Results
showed that these companies
develop more relevant products
because they are more in tune with
the customer’s changing needs.
Their adaptability is a byproduct
of varying backgrounds and
perspectives generating an array
of insights, ideas and solutions.”
The 2021 Edition compares data
from 2019 to 2016 and 2017. This
version reviews the successes of
the strategies implemented as a
result of the research conducted
in 2016, analyzes what may not
have produced positive results, and
presents opportunities to build on
the city’s success and explore new
strategies.
Data has been extracted out of
EDEN, the city’s HRIS system,
and NEOGOV applicant tracking
software. In this update of the
tactical plan, we look to see where
we can expand on the successes
achieved and delve in deeper to
learn where the opportunities
exist to create a more inclusive
workforce.
Equipping staff with
the tools to more
inclusively support
the community and
fellow staff members.
Human Resources Diversity, Equity and Inclusion Tactical Plan 3
AGENDA ITEM # •
Findings
Vacancies Filled
The data compiled in 2019 compared to 2016 demonstrates an increase in diversity in filling positions by a signif-
icant amount when looking at ethnicity, and by a slight amount when comparing gender. During this period the
ethnic diversity of new hires increased 16.5% and the increase of females hired at the city was 5%.
Vacancies Filled
GENDER
Vacancies Filled
ETHNICITY People of Color represents all people of non-European ancestry
..... 20 1 9 ........ 20 1 6 ...18%
68%
32%
82%
People of Color
White
..... 201 9 ........ 20 1 6 ...37%
63%
61%
39%
Female
Male
4 City of Renton
AGENDA ITEM # •
Separations
Separations based on ethnicity have increased over this time period but separations for female employees
have decreased. In 2019, of 45 employee-initiated separations (resignation or retirement), 32 exit interviews
were conducted. Eleven separations were due to the employee receiving a higher paying position at another
company. An additional five separations were due to an employee accepting positions elsewhere that were
deemed promotions or next steps in their career.
Separations
GENDER
Separations
ETHNICITY
..... 201 9 ........ 20 1 7 ...14%
84%
16%
85%
People of Color
White
..... 201 9 ........ 20 1 7 ...42%
58%
61%
39%
Female
Male
Human Resources Diversity, Equity and Inclusion Tactical Plan 5
AGENDA ITEM # •
Current Workforce by Department
A graph of the statistics of current staff by gender and ethnicity is provided below. The City’s decision to track
and report the specific gender and race/ethnicity categories included in this report is based on the need to
align with the Equal Employment Opportunity (EEO) Commission’s reporting requirements for State and Local
Governments. The top two departments currently with the most ethnically diverse employees are the Court and
Administrative Services departments, in that order. The two departments with the most gender diversity, closest
to 50%, are the Administrative Services and the Community and Economic Development departments. The two
departments with the most staff self-identifying as female, are the Court Services and Human Resources and Risk
Management departments.
Court Police City
Attorney
Public
Works ASD Comm
Svcs Exec CED HRRM
Unknown 5.2%1.9%
White 50.0%82.3%78.6%78.8%68.9%80.0%80.0%88.7%76.9%
2+6.3%2.5%7.1%4.2%1.9%
American Indian 6.3%0.0%1.3%
Native Hawaiian 0.0%0.6%1.3%
Hispanic 12.5%3.8%6.4%6.7%4.2%13.3%3.8%7.7%
Black 12.5%5.7%1.9%4.4%5.3%1.9%7.7%
Asian 12.5%5.1%14.3%5.1%20.0%6.3%6.7%1.9%7.7%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Asian Black Hispanic Native Hawaiian American Indian 2+White Unknown
Court Police City
Attorney
Public
Works ASD Comm
Svcs Exec CED HRRM
Female 87.5%27.8%64.3%18.6%51.1%36.8%66.7%41.8%84.6%
Male 12.5%72.2%35.7%81.4%48.9%63.2%33.3%58.2%15.4%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Male Female
Current Regular, Benefited Workforce Demographics by Department As of 2/16/20
ETHNICITY
Current Regular, Benefited Workforce Demographics by Department As of 2/16/20
GENDER
6 City of Renton
AGENDA ITEM # •
Diversity in Leadership
Male and Female staff in leadership positions, at a director level or above, are nearly evenly distributed. However,
the difference in the numbers for people of color and whites are significant; 18.5% of the staff in these positions
are people of color compared to 81.5% white.
Diversity in Leadership—Director Level and Above
As of February 16, 2020
City of Renton Population by Race Compared to Renton Workforce Demographics
As of June 30, 2019
American
Indian Asian Black Hispanic Pacific
Islander
Two or
More
Races
Unknown White
Population 0.40%23.00%10.00%14.00%1.90%6.00%0.30%45.00%
Workforce Count 0.50%6.50%4.10%5.2%0.50%3.20%0.40%79.50%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Population Workforce Count
ETHNICITY GENDER
48%
18.5%
81.5%52%
People of Color
White FemaleMale
Human Resources Diversity, Equity and Inclusion Tactical Plan 7
AGENDA ITEM # •
The research conducted to develop
the initial Inclusion Tactical Plan
demonstrated that while Renton
was receiving applications from
some ethnic groups at a percent-
age equal to the city population
of the ethnic group, the number
of candidates in that group being
invited to an interview was signifi-
cantly less.
In January 2018, the city imple-
mented an anonymous application
process, removing the names,
addresses, and salary history from
the application prior to the hiring
manager (Subject Matter Expert,
SME) receiving the applications.
This was achieved by removing
access to this private informa-
tion to all hiring managers in the
application tracking software. This
strategy was put in place to amelio-
rate the impact of unintentional
implicit bias.
Comparing the data in the second
half of 2017 with 2019, it appears
that the percentage of applications
from People of Color increased in
all groups except Blacks/African
Americans. The data shows that
in the 2nd half of 2019 compared
to the 2nd half of 2017, the year
prior to implementing anonymous
applications, there was an increase
of candidates getting approved by
a hiring manager to move forward
to an interview or test in two of
the ethnicity categories. Two of the
groups slightly decreased and two
of the groups remained the same.
Blacks/African Americans expe-
rienced an increase of 133% over
these two time periods of being
approved by hiring managers to
receive an interview, and individ-
uals who identify as two or more
ethnic groups saw an increase of
100% over this period. Hispanics
saw a 50% decrease and Native
Hawaiian/Pacific Islanders saw a
25% decrease in moving forward
in the hiring process after a review
by a hiring manager. White appli-
cants saw a decrease of 7.7%. The
numbers for Asians and Native
Americans remained static.
African Americans
experienced an
increase of 133% of
being approved by
hiring managers to
receive an interview
Comparing gender in this report,
females had a decrease of 19% in
moving forward in the recruitment
process from a review of the hiring
manager. Overall, there was also
a decrease in applications from
female applicants when comparing
these two time periods.
Recruitment Steps
8 City of Renton
AGENDA ITEM # •
Summary of Applicant Pool by Recruitment Step
July 1 to December 31, 2017 compared to July 1 to December 31, 2019
ETHNICITY
EXAM PLAN STEP African
American Asian
Native
Hawaiian
or Other
Pacific
Islander
Hispanic
or Latino
American
Indian or
Alaskan
Native
Two or
More
Races White
Unknown/
No
Response Total
Total Number of
Applicants
2017 217 266 37 122 14 152 1007 129 1944
2019 112 191 40 94 5 115 723 72 1352
Application Received
Percent
2017 11.2%13.7%1.9%6.3%.7%7.8%51.8%6.6%—
2019 8.3%14.1%3.0%7.0%0.4%8.5%53.5%5.3%—
Subject Matter Expert
Review Count
2017 92 129 23 72 8 66 582 66 1038
2019 55 105 21 49 2 60 452 44 788
Subject Matter Expert
Review Percent
2017 9%12%2%7%1%6%56%6%—
2019 7%13%3%6%0%8%57%6%—
CANDIDATES INVITED TO INTERVIEW OR TEST
Invited to Interview
and Test
2017 7 24 8 13 3 9 132 8 204
2019 13 23 6 8 1 15 119 13 198
Percent of Total
Moved to Interview/
Test
2017 3%12%4%6%1%4%65%4%—
2019 7%12%3%4%1%8%60%7% —
Percent of Ethnicity
Interviewed
2017 3.2%9.0%21.6%10.7%21.4%5.9%13.1%6.2%—
2019 12%12%15%9%20%13%16%18% —
Total Hired and
Promoted
2017 0 2 2 3 0 2 30 2 41
2019 3 1 1 2 0 2 26 3 38
Total Hired and
Promoted Percent
2017 0%5%5%7%0%5%73%5% —
2019 8%3%3%5%0%5%68%8% —
Human Resources Diversity, Equity and Inclusion Tactical Plan 9
AGENDA ITEM # •
Summary of Applicant Pool by Recruitment Step
July 1 to December 31, 2017 compared to July 1 to December 31, 2019
GENDER
EXAM PLAN STEP Female Male Unknown Total
Total Number of Applicants 2017 759 1095 90 1944
2019 458 838 55 1351
Percent of Applicants 2017 39.0%56.3%4.6% —
2019 34%62%4% —
Subject Matter Expert Review Count 2017 441 556 41 1038
2019 269 480 40 789
Subject Matter Expert Review Percentage 2017 42%54%4% —
2019 34%61%5%—
CANDIDATES INVITED TO INTERVIEW OR TEST
Invited to Interview and Test Count 2017 90 123 6 219
2019 52 133 11 196
Percent of Total Interviewed 2017 41.1%56.2%2.7%—
2019 27%68%6%—
Percent of gender interviewed 2017 11.9%11.23%6.67%—
2019 11.4%15.9%20.0%—
Total Hired and Promoted 2017 14 25 2 41
2019 11 23 4 34
Total Hired and Promoted Percentage 2017 34%61%5%—
2019 32%68%0%—
Data does not include Commissioned Police recruitments and promotions or seasonal/temporary employees.
The ethnicity of Renton’s workforce increased slightly over the two year period from 2017 to 2019 for Hispanics
and those that identified as Two or More Races. As of December 2019, the City of Renton fully benefited
workforce count includes Asians (6.5%), Black/African American (4.1%), Hispanics (5.2%), Two or more races
(3.2%), American Indian/Alaska Native (.5%), Native Hawaiian/Pacific Islander (.5%), Unknown (.4%), and White
(Non-Hispanic) (79.5%).
10 City of Renton
AGENDA ITEM # •
Accomplishments from the
2017 HR Inclusion Tactical Plan
Accomplishments from the 2017 HR Inclusion Tactical
Plan are listed in Exhibit A.
Additional accomplishments include:
Enhanced Onboarding process
Collaborated with Facilities to open up a Quiet
Room for staff in 2018
Supported Employment: Received the Community
Employment Alliance 2019 Outstanding Employer
Award
Worked with Police Department and School
district to expand and diversify the Summer Youth
Academy
In 2019 we held the 5th Annual Career Fair at RTC—
Partners include RTC, Chamber of Commerce, and
WorkSource. One of the strategies for this annual
event is the recruitment of potential applicants
reflective of the community.
Participated on the steering committee of the
Pacific Northwest Public Sector Diversity Career Fair,
which was held in Renton in 2018 and 2019
Worked with Communications Division to develop
Renton as employer of choice through branding
and marketing materials, which were highlighted in
the city hall lobby display case during August 2019
Expanded Internship program—Created resources
for hiring managers on SharePoint for hiring interns.
YouthSource—Airport, City Clerk
Refugee and Immigration Employment
Services—hired two interns in the Transporta-
tion Systems Division in partnership with:
• Jewish Family Service “Refugee & Immigration
Services Program”
• Trac & Associates—“Clever”
Quarterly Management Training—December 2017
Introduced the anonymous applications process
Recap on implicit bias in recruitment and inter-
view processes
Introduced Recruitment and Selection Tool Kit,
to assist in creating a fair and consistent recruit-
ment process and to reduce bias
Behavioral Interview questions, another tool to
reduce implicit bias
Human Resources Diversity, Equity and Inclusion Tactical Plan 11
AGENDA ITEM # •
HRRM introduced many strate-
gies that led to some success in
increasing the number of diversity
in staffing. HRRM will continue to
explore and implement strategies
to address the lower amount of
diverse candidates applying for
positions at the city. Hiring diverse
staff is just one part of the diver-
sity and inclusion equation. HRRM
is pursuing how we can assist to
create an inclusive, welcoming
culture so that staff from all back-
grounds will want to stay.
“The far bigger issue is how people
interact with each other once
they’re on the job,” says Howard J.
Ross, Founder and Chief Learning
Officer at the diversity consultancy
Cook Ross in Silver Spring, Md.
He cites an oft-quoted maxim:
“Diversity is being invited to the
party; inclusion is being asked to
dance.”
“Diversity is about the ingredients,
the mix of people and perspec-
tives,” Gerstandt says. “Inclusion
is about the container—the place
that allows employees to feel they
belong, to feel both accepted and
different. You need a group of
people who think differently—in a
container that’s safe to share those
differences.”
This involves helping staff to feel
connected to their work, and how
can they make an impact so that
they feel empowered to develop
professionally. These goals fall
within and without the HRRM
realm so it is important to look at
how we can tie inclusion to all areas
of the Renton Business Plan.
Additional research is being
conducted, and potential other
strategies will be developed to
create and maintain an inclusive
work culture. The advantages of
being an inclusive organization go
beyond a diversity hiring initiative.
According to Patricia Lewis, Senior
Vice President in Human Resources
at Lockheed Martin, “Inclusion is a
business imperative for Lockheed
Martin because it enables success.
When employees know that they
can bring their whole selves to
work, be valued for the things
that make them unique, we are a
stronger company.” In addition,
an inclusive culture assists to
further the goal of attracting new,
diverse staff.
2021 HR Inclusion Tactical Plan Strategies
Diversity is being
invited to the party;
inclusion is being
asked to dance.
12 City of Renton
AGENDA ITEM # •
Referencing the “Inclusion
Continuum” (Exhibit B, page 21),
developed by Heidrick & Struggles,
Inc., it is recommended to ask the
Leadership Team where Renton
wants to land. On a scale of zero to
five with zero assessing an orga-
nization is unaware of inclusion,
the topic is not on the agenda to
five where the organization is able
to leverage inclusion. “Inclusion
is a strategic asset for our growth,
and performance. An Inclusive
culture creates a virtual cycle, as we
better reflect our markets, attract
and retain top talent, and develop
high-performing teams. Based on
our current state, we speculate the
city would fall somewhere between
two and three on this Continuum.
While there has been slight
increases in the number of ethni-
cally diverse candidates applying
and continuing in the recruitment
process for some ethnic groups,
and the workforces is slightly more
diverse since 2017, it will be critical
to continue to enhance diversity
efforts at all stages of the recruit-
ment process. These strategies
include continuing with the anony-
mous applications while addressing
the need to enhance the outreach
efforts to increase the ethnic diver-
sity and gender diversity in our
applicant pool.
In addition, focused attention
should be placed on to how to
increase diversity by occupation.
The objective is to understand
where the gaps are and to come up
with concrete solutions on how to
address them. In the case of gender
diversity, we need to eliminate
the idea that a certain industry is
traditionally an industry favored by
one gender and be complacent. We
need to acknowledge that this may
be the case but strive for diversity,
inclusion and equity.
For example, the workforce in the
Maintenance Division is predom-
inately men, there are no women
working in a Maintenance Worker
II or III capacity. In addition, a
majority of the staff in these posi-
tions are also white. According to
the Occupational Health and Safety
website, less than 10% of the work-
force in the construction industry
are women. While hiring women
into the construction industry is an
industry wide challenge, we need
to address this inequity. It is recom-
mended that the Human Resources
Department, in partnership with
the Public Works Department,
implement a focus group to review
the hiring process and determine
strategies so that the Maintenance
division reflects the community.
The same approach is recom-
mended to address the inequity
found in the Commissioned posi-
tions in the Police Department.
Human Resources Diversity, Equity and Inclusion Tactical Plan 13
AGENDA ITEM # •
14 City of Renton
AGENDA ITEM # •
Current events, locally and nation-
ally, that are evolving during
the production of this plan may
necessitate the need to update the
plan. For example, the COVID-19
pandemic has uncovered systemic
issues related to race, including
employment inequities. As Lisa
Ross, Chief Operating Officer
and DC President at Edelman
US, recommends to her peers in
the corporate C-suite: “to do one
thing: As you navigate the crisis,
over consider the experiences of
employees in these most margin-
alized groups. Make sure they are
represented at your decision-mak-
ing table, that their ideas are
included, and that you’re soliciting
regular input from them.” She
continues to say, that “In crisis,
there’s a temptation to keep deci-
sions to a small, tight, and senior
group. As a life-long practitioner
of crisis communications—and as
the current leader of Edelman’s
COVID-19 Task Force—I understand
and respect this. But I’ve also spent
my career as a Black woman, one
who’s lived experiences weren’t
always reflected in the conversation
happening at the leadership levels.
So I have made every effort to
solicit perspectives from those who
represent marginalized groups as
we navigate COVID-19.“
The nature of how city employees
perform their work has significantly
been altered as a result of the
COVID-19 pandemic. In addition,
we may uncover systemic ineq-
uities related to race in how the
city conducts business, includ-
ing how we hire and efforts to
maintain employees. The Human
Resources Inclusion, Equity, and
Diversity Tactical Plan was in the
development stages during the
initial outbreak of the pandemic.
The strategies that address how we
interact with customers and work
remotely during this crisis should
be viewed through a macro and
micro equity lens.
As we review our work moving
forward to adapt to this crisis, we
may find more disparities within
the workforce and may discover
that additional strategies will need
to be implemented than those
listed on the next page.
Living Document
“As you navigate the
crisis, over consider
the experiences of
employees in these
most marginalized
groups.” — Lisa Ross
Human Resources Diversity, Equity and Inclusion Tactical Plan 15
AGENDA ITEM # •
Build Cultural Competence
and Enhance Inclusion Skills
September 9, 2020, Quarterly Managers Meeting—
LGBTQIA
Create a speaker’s forum to include speakers from
various backgrounds and from the community
Bias awareness training for new staff
Build a SharePoint site for communicating diversity
and inclusion topics to staff including links to
resources and educational opportunities
Participate as a member of the Government Alliance
on Race Equity (GARE)
Enhance Culture of Inclusion
Work with Facilities to bring back the Quiet Room—
It was temporarily removed during a renovation
Update Onboard Portal to include a Diversity &
Inclusion Statement from Mayor/CAO
Work with Executive Office to create Land
Acknowledgment Statement to post in the lobby of
City Hall recognizing the role of Indigenous People
in the history of Renton
Continue to promote flexibility in policies and
procedures
Demonstrate flexibility in policies and practices on
HRRM career pages
Outreach and Recruitment
Pilot advertising for select recruitments on diversity
sites and track outcomes. For example,
Diversityworking.com
Diversityjobs.com
Jobs.imdiversity.com
Minority Serving Institutions
Or by community:
• National Association of Black Accountants
• Northwest Asian Weekly
Increase outreach to community organizations
including educational and training institutions that
focus on the construction industry.
Initiate a focus group on increasing diversity in
Maintenance positions.
Collaborate with Police Recruiters on strategies for
outreach to include:
Form focus group with Police representatives to
look at practices for increasing outreach
Police recruiters attend Public Safety Testing
(PST) testing sites to recruit
Outreach to candidates
Reach out to Historically Black Colleges and Uni-
versities and Minority Serving Institutions that
have criminal justice programs for Police Officer
Update HRRM Career Page to include information
that adds transparency to the interview process
(and other testing) and tips on how to be successful
in the interview.
Add transparency to the background process on
the HRRM web pages to demonstrate why the
information is collected and what type of record
would be used to disqualify an applicant.
2021-2022 Strategies
16 City of Renton
AGENDA ITEM # •
Performance evaluations—Add Inclusion and
Equity as a city wide competency and hold leaders
accountable to model the expected culture
Training/Professional Development—Discuss and
Review with Organizational Development Manager
training curriculum to maintain inclusiveness in
trainings
Include equity and inclusion questions in future
employee engagement survey
Include a question to gauge inclusion in employee
exit interview
Conduct stay interviews—ask what would you
change and what would make you stay longer?
Develop and send out 90 day survey to all new hires
Review City Policies with the Renton Equity Lens
Continue to apply the Renton Equity Lens and
inclusive strategies in all components of the
recruitment and hiring process to include:
Job descriptions
Job announcements
Interview questions
Interview panel
Post department demographics on SharePoint site,
updating quarterly
Create a citywide Equity and Inclusion committee
to review issues, policies, and planning through the
Renton Equity Lens and to develop strategies on
being anti-racist as an employer. The committee will
include representation from at least one employee
from each department.
Inclusion and Equity Incorporated into City’s Lines of Business
Human Resources Diversity, Equity and Inclusion Tactical Plan 17
AGENDA ITEM # •
18 City of Renton
AGENDA ITEM # •
ANTI-RACISM: As described by
Ibram X. Kendi, is a transforma-
tive concept that reorients and
reenergizes the conversation
about racism—and, even more
fundamentally, points us toward
liberating new ways of thinking
about ourselves and each other.
Anti-racism is defined as the work
of actively opposing discrimination
based on race by advocating for
changes in political, economic, and
social life. Anti-racism tends to be
an individualized approach, which
is set up to counter an individu-
al’s racist behaviors and impact.
(Timesupfoundation.org)
BELONGING: Being in a state of
inclusion when individuals feel
more confident in their abilities and
have the psychological safety to
represent themselves authentically
without fear of negative conse-
quences of self-image, status or
career. (Seattle Diversity Equity and
Inclusion Community of Practice, DEI
CoP)
DIVERSITY: Organizational repre-
sentation of the full range of visible
and indivisible identities, including
but no limited to race, ethnicity,
gender identify, sexual orientation,
age, social class, physical ability,
religion, language among other
identifies (DEI CoP)
EQUITY: Ensuring workplace
policies and practices provide all
employees to the access to the
opportunities, resources, and
compensation that they need to be
successful. Constantly and consis-
tently recognize and redistributing
power. (DEI Cop)
IMPLICIT BIASES: Implicit biases
are negative associations that
people unknowingly hold. They
are expressed automatically and
without conscious awareness. Many
studies have indicated that implicit
biases affect individuals’ attitudes
and actions, thus creating real-
world implications, even though
individuals may not even be aware
that those biases exist within them-
selves. (Timesupfoundation.org)
INCLUSION: A state in which all
employees can bring their authen-
tic selves to work, fully leverage
their distinct traits and experience
ownership and empowerment.
(DEI CoP)
Liu, J. (2020, June 15) Companies
are Speaking Out Against Racism,
but Here’s What it Really Looks like
to Lead an Anti-Racist Organization.
Retrieved from https://www.cnbc.
com/2020/06/15/what-it-means-to-
be-an-anti-racist-company.html
Lyons, S. (2019, September 9)
The Benefits of Creating a Diverse
Workforce. Retrieved from https://
www.forbes.com/sites/forbes-
coachescouncil/2019/09/09/
the-benefits-of-creating-a-di-
verse-workforce/#76f320c9140b
Parsi, N. (2017, January 16)
Workplace Diversity and Inclusion
Gets Innovative, Yesterday’s
workforce won’t lead you into
tomorrow. Retrieved from https://
www.shrm.org/hr-today/news/
hr-magazine/0217/pages/disrupt-
ing-diversity-in-the-workplace.aspx
OTHER SOURCES
https://www.racialequity-
tools.org/act/strategies/
organizational-change-processes
https://timesupfoundation.
org/work/equity/guide-eq-
uity-inclusion-during-crisis/
building-an-anti-racist-workplace/
https://www.deiseattle.com/
Glossary of Terms
Research Materials (References)
Human Resources Diversity, Equity and Inclusion Tactical Plan 19
AGENDA ITEM # •
Exhibit A—Inclusion Strategies Status
STRATEGY COMPLETED ONGOING
RECRUITINGContinue to use NEOGOV to analyze applicant flow by race and gender and
provide periodic reports to departments to share with hiring managers.
Reports generated 2x’s
per year.
Continue to nurture strategic partnerships with agencies and organizations
that can assist in outreach to applicants particularly in communities with a
history of overlooking public sector jobs.
Ongoing initiative
Work with the Communications division to enhance marketing of the city as
a desirable place to work.
Created “Choose Renton”
campaign. Continue to
use in social media and
print documents.
Utilize NEOGOV Online Application feature that allows candidates to be
anonymous during the applicant screening phase.
Implemented. Continue
to track.
Explore with departments the opportunity to designate a number of
internships annually that provide an ongoing pipeline for candidates new
to public sector jobs.
Implemented.
Identify one to three divisions in the city that would benefit from utilizing
employees who receive the support of the job coach provided by Highline
College.
Hired 1.0 FTE. In 2019.
Develop and incorporate “inclusion principles” into job announcements
and recruitment materials.
Created “Choose Renton:
Inclusive. Progressive.
Connected” campaign.
Continue to use in
social media and print
documents.HIRINGProvide training on using the Renton Equity Lens to develop and edit job
classifications.
Developed “Job
Descriptions through an
Equity Lens checklist
Update online resources and expand to provide tools for hiring managers.Implemented. Available
on SharePoint
Work with departments to more clearly define the competencies included
in job postings.Ongoing initiative
Develop training on using behavioral-based and competency-based
interview questions for hiring managers and interview panel members.
Conducted training at
QMM 12/18
Continue with one-on-
one meetings
Provide training / tools on reducing implicit bias in interviews and hiring.Implemented. Available
on SharePoint
Establish and maintain a database of potential external panel members
who are willing to receive training and serve on interview panels.
Started the database, will
continue to add to it
Require diversity of hiring panel in terms of race/ethnicity, gender,
profession and age.
Currently recommend,
not yet a requirement
Require orientation for internal and external interview and hiring panels.Currently require
OTHERConduct regular self-assessments to determine areas of improvement,
successful strategies and new opportunities.
Develop protocols for search firms that consistently insure a diverse
applicant pool.
Considered diversity
when selecting firm
for PW Administrator
recruitment. Will develop
formal protocols.
20 City of Renton
AGENDA ITEM # •
Exhibit B—Inclusion Continuum
developed by Heidrick & Struggles, Inc.
The Inclusion Continuum
Unaware
Topic not on the
agenda.
Compliant
We manage
legal require-
ments and risks.
Supportive
Our initiatives
are focused on
“supporting”
and “helping”
women and
minorities.
Engaged
Growing aware-
ness about how
a topic is linked
to business
performance.
Demonstrate
enthusiasm and
commitment
about business
benefits.
Change
agents
Deep under-
standing of what
it takes to make
change happen.
Can inspire
and effectively
communicate
to all (including
skeptics). Drive
real cultural
and numerical
change.
Able to
leverage
inclusion
Inclusion is a
strategic asset
for our growth,
innovation, and
performance.
An inclusive
culture creates a
virtuous circle, as
we better reflect
our markets,
attract and
retain top talent,
and develop
high-performing
teams.
0 1 2 3 4 5
@2019 Heidrick & Struggles, lnc. All rights reserved.
Human Resources Diversity, Equity and Inclusion Tactical Plan 21
AGENDA ITEM # •
City of Renton
Human Resources and Risk Management
1055 South Grady Way, Renton, WA 98057
425-430-7650, rentonwa.gov/hrrm
AGENDA ITEM # •