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HomeMy WebLinkAboutTitle VI Annual Accomplishment Report - July 1, 2020 - June 30, 2021 Report for July 1, 2020 through June 3 0 , 2021 TITLE VI ACCOMPLISHMENTS & GOALS REPORT This outline is for LPA and other governmental entities to report Title VI activities that occurred over the past year and report Title VI goals for the upcoming year. Reports must be returned on or before due date to meet eligibility requirements for federal funding. Send to TitleVI@WSDOT.wa.gov DUE DATES: Refer to Section 28.3 for scheduled reporting period and due date Contact Information Name and title of administrator (signature on Standard Assurances): Martin Pastucha Mailing Address: 1055 S Grady Way City: Renton WA Zip Code: 98057 County: King Phone #: 425-430-7311 email address: MPastucha@rentonwa.gov Name and title of head of transportation-related services: Martin Pastucha Mailing Address: 1055 S Grady Way City: Renton WA Zip Code: 98057 County: King Phone #: 425-430-7311 email address: MPastucha@rentonwa.gov Name and title of designated Title VI coordinator*: Jim Seitz Mailing Address: 1055 S Grady Way City: Renton WA Zip Code: 98057 County: King Phone #: 425-430-7245 email address: JSeitz@rentonwa.gov *When the Title VI coordinator changes, notify TitleVI@WSDOT.wa.gov within 30 days. To comply with Title VI requirements, each annual report submission must include signed Standard Assurances (USDOT1050.2A). Accomplishments 1. Have there been any changes to the approved Title VI Plan that have not been reported to OEO? If Yes, please submit an update to the Title VI Plan with a new signature. N/A 2. Organization, Staffing, Structure – Describe the Title VI Program reporting structure including the Title VI Coordinator, Administrative Head, and transportation-related staff. The list should include name, race, color, and national origin of each individual. Include the same details if your LPA has a volunteer or appointed board related to transportation decision making. Page 2 of 10 Appendix 28.93 The Transportation Systems Division Director, Jim Seitz, is the designated Title VI Coordinator. The Transportation Systems Director reports to the Public Works Administrator, who in turn reports to the Mayor. The City of Renton’s Transportation Systems Division is structured into four sections: Planning, Design, Operations, and Maintenance. These sections are responsible for the planning, design, construction and operations of the transportation system. The day-to-day administration of the Title VI program lies with the Title VI Specialists, under the direct supervision of the Transportation Systems Director. Transportation Organizational Chart – individuals with Title VI responsibilities are marked with an * Page 3 of 10 Appendix 28.93 The number of specialists on the Title VI team represents the various sections within the Transportation Division. The list of individuals assigned to facilitate these duties, including their emphasis area, are highlighted below in Table 2.1. Information regarding color and national origin of each individual is not data that the City collects and is therefore unavailable. The below list describes gender and ethnicity of each Transportation employee with Title VI responsibilities. City of Renton Diversity Reports for quarters 1 and 2 of 2021 are included as Exhibit A of this report. For this update, program area elements include planning, location, design, environmental services, real estate services (right of way), construction, and education and training. 3. Community Demographics – Using a map of the LPA’s boundaries, describe the demographics of the LPA’s service area (e.g., race, color, national origin, low-income). List, by individual languages, the percent of the population(s) that is limited English proficient. Please see attached Exhibit B outlining City of Renton neighborhood areas and planning demographics. Page 4 of 10 Appendix 28.93 4. Complaints – Provide a copy of the LPA’s Title VI complaint log, including new Title VI complaints received during this reporting period and any still pending. Include the basis of the complaint (race, color, national origin) and describe the disposition (status/outcome). There were no Title VI complaints received, nor pending, for the reporting period of July 1, 2020 – June 30, 2021. A copy of the City’s complaint form and procedures is attached in Exhibit C. 5. Planning – Describe the transportation planning activities performed this reporting period. Describe the actions taken to promote Title VI compliance regarding transportation planning, including monitoring and review processes, community involvement, their outcome or status. Include examples of community outreach. Planning activities during the reporting period include continuing updates to the City’s ADA Transition Plan, the annual development of the Six-Year Transportation Improvement Program (TIP), and a feasibility study for the Hoquiam Ave NE Nonmotorized Improvements project. To generate public involvement and capture public feedback on the ADA Transition Plan, the City used five methods: a virtual open house, engagement survey, online mapping tool, in-depth discussion group with a senior citizen advisory committee, and a listening session with City staff. Promotion and advertising for these outreach methods utilized the City’s website and social media channels, as well as hard copy surveys and flyers delivered by City staff. The City of Renton developed a project website: https://www.rentonada.com/ for easy online access to project information and ways to provide feedback. Examples of public engagement findings can be found in Exhibit D of this report. A public hearing was held during the TIP adoption process. Prior to adoption the TIP was available via the City’s website for review and comment. No public comments were received during the Public review process. The City entered into a professional services agreement with MIG, Inc. to conduct a feasibility study for non-motorized improvements along Hoquiam Avenue NE between NE 12th Street and SR 900. The project itself was the result of public feedback/concern regarding the lack of sidewalk and traffic safety concerns on Hoquiam Avenue NE, between NE Sunset Blvd (SR 900) and Hazen High School. The project is still in the early Planning stages and public input will be sought as project development moves forward. 6. Right-of-way actions – Describe activities during this reporting period associated with the purchase, sale, lease/use, or transfer of real property (related to highway transportation/public right-of-way use). Include demographic information of affected populations. For example, the race, color, national origin of affected property/business owners(s)/tenant(s). Page 5 of 10 Appendix 28.93 The Rainier Avenue Corridor Improvements Phase 4 project is well into the right-of-way process with the City having extended offers on all the project’s effected parcels. The City has come to agreement on several but have not completed the escrow process. Below is a vicinity map of the project - please refer to Exhibit B for planning area demographics. 7. Identify right-of-way appraisers and acquisition staff (used during this reporting period) by race, color, national origin. The right-of-way consultant for the Rainier Avenue S Corridor Improvements project is Epic Land Solutions. The City’s main contacts are Dianna Nausley-McKeon, Malisa Mercado, and Nicole Bissett all female. Additional information regarding race, color, and national origin is not available. 8. Studies and Plans – Were any transportation studies (including environmental reviews) conducted or transportation plans completed during this reporting period? Identify the data source(s) and provide data summary (Title VI/Environmental Justice Analysis) relative to ethnicity, race, languages spoken, neighborhoods, income levels, physical environments, and/or travel habits. Explain how data was used in these studies/reviews/plans. None during this reporting period. Page 6 of 10 Appendix 28.93 9. Project Location and Design – Provide a list of construction projects that began during this reporting period. Using a map of the LPAs service area, identify project locations, and a brief description of the projects’ benefits/burdens to affected populations. If possible, provide a map that overlays projects with the racial composition of affected neighborhoods. The City’s Williams Avenue South and Wells Avenue South Conversion project began construction in April 2020 and has continued through this reporting period. This project provides pedestrian and bicyclist facilities and enhancements, traffic operation, and circulation improvements in the Downtown core. The goal of this project is to further establish downtown as a destination accessible by foot, bicycle, transit and car. Improving mobility, reducing vehicle speeds, and increasing visibility create a safer, more visually interesting corridor that accommodates all modes and ensures accessibility for people of all abilities. Burdens include minor disruptions to traffic flow during construction primarily felt by local businesses and those living in and around the project vicinity. The project management team has taken necessary steps to help mitigate potential issues through ongoing communication with those impacted. Updates are made to the public routinely via the City’s project webpage, flyers, and other direct mailers. Project communication/materials were translated into the four predominant languages identified within the project vicinity (English, Chinese, Spanish, and Vietnamese). Please see attached Exhibit E for a vicinity map of the project and examples of project materials distributed. 10. Other Public Meetings – List other public meetings held during this reporting period. Identify efforts used to encourage citizen participation at those meetings. Detail dates, times, locations, attendance, and provide examples of outreach materials. There were no in-person public meetings held during this reporting period due to the Covid 19 Pandemic. The Pandemic has modified processes for in-person hearings, open houses, and meetings – most are being held virtually at this time. The project team has held several webinars and informational sessions for the Williams Ave S and Wells Avenue South Conversion project in order to explain the project, address questions and concerns and provide updates on project status to business owners and residents. Below is a listing of the meetings held, examples of outreach materials are included in Exhibit E – Title Date # Participants Downtown Intersection Webinar Feb-21 14 North Renton Neighborhood Association Sep-20 11 Sidewalk Briefings Jul-20 16 Public Meetings - Williams Avenue South and Wells Avenue South Conversion Project Page 7 of 10 Appendix 28.93 Identify members of the LPA’s transportation planning and/or advisory groups by race, color, and national origin N/A Specify methods used to collect demographic information from the transportation-related public meetings. (Self-identification surveys, notes by staff, etc.) Include summaries of Public Involvement Forms collected at each meeting, listing the demographics of those who attended by meeting. The City of Renton has a form for collecting data on public hearing and public meeting attendees for Title VI reporting requirements. Signing in at a public meeting is voluntary. See Appendix D for a copy of the form used by the City of Renton at its public meetings during this reporting period. Staff will be continuing to evaluate how to garner this information appropriately in the remote working environment. List any language assistance services requested. For which languages? Who provided the service? In addition, list vital documents translated during the reporting period and identify the languages. There were no language assistance services requested during this reporting period. Please refer to Exhibit G for a listing of the language line services provided by the City. 11. Transportation-related Construction and Consultant Contracts (if applicable) – Briefly describe the process used to advertise and award construction contracts during this reporting period. Include the process for negotiated contracts (e.g., consultants). The City of Renton requests Letters of Interest, Statement of Qualifications and Proposals from all firms qualified and interested in providing professional services for contracts awarded by the City of Renton. The City of Renton posts information on current Requests for Proposals on its Internet Website. Proposals identify the types of sub consulting opportunities that may be available on the project for informational purposes. The City of Renton advertises Requests for Proposals for consulting services online via the Daily Journal of Commerce. The scope, size and duration of these contracts vary in size to promote diversity in the number and size of firms competing for these awards. Some contracts are for complete design services on a single project. Others may be for environmental reviews, traffic analysis, mediators or a wide range of professional services. These methods were used throughout the bidding and award process for the Williams Avenue South and Wells Avenue South Conversion project within this reporting period. 12. Describe the actions taken to promote construction contractor/consultant compliance with Title VI by construction contractors/consultants, including monitoring and review processes, and their outcomes/status (e.g. what Title VI language was included in contracts and agreements; were contractors and consultants reviewed to ensure compliance; what Title VI responsibilities are explained to contractors and consultants?) All contract provisions are reviewed by Transportation staff before contract approval to ensure that Title VI provisions are included and DBE goals, if any, are met. Prior to construction advertisement, the Page 8 of 10 Appendix 28.93 project’s plans and specification are sent to WSDOT – Local Programs to identify the specific scopes of work that are available as subcontracting opportunities. The Title VI requirements are included in the bid package. Projects advertised for construction are posted in the Builder’s Exchange of Washington website, the City’s website and local newspapers. It is the policy of the City of Renton to comply with 49 Code of Federal Regulations, Part 26, to ensure that Disadvantaged Businesses, including minorities and women, have an equal opportunity to receive and participate in federally-assisted contracts. The City of Renton does not exclude any person from participation in, deny any person the benefits of, or otherwise discriminate in connection with the award or performance of any contract covered by 49 CFR Part 26 on the basis of race, color, sex, or national origin. Efforts made to use minority and female consultants during this reporting period include the following outreach activities: • The City is a member of the Municipal Research & Services Center (MRSC) and selects professional services contractors from the MRSC Roster. • Consultants Selection Procedures – Consultants are selected according to the procedures outlined in the RCW, and Local Agency Guidelines procedures for federally assisted projects. The City of Renton encourages all consultant firms that are registered in Washington State to conduct business and who possess the requisite professional license(s) to present their qualifications for highway design projects. 13. List construction, right-of-way, and consultant contracts with your LPA/MPO/entity for this report period with dollar value of each. Identify funding sources (federal, state, local, other), and how many were awarded to certified disadvantaged contractors (as a prime contractor/consultant). Please refer to Exhibit F for a list of executed contracts within the reporting period. 14. Education & Training – Describe actions taken to promote Title VI compliance through education and trainings, including monitoring and review processes, and their outcomes/status. The Title VI team continues to focus the review process on how to better integrate Title VI outreach efforts into the broader public involvement processes that reach diverse communities. We also continue to ensure staff work toward outreach efforts that include an understanding of Title VI responsibilities. The City of Renton has a formalized process for translating documents and for providing translators and interpreters during public outreach efforts. The policy was updated in 2020 and a copy of the Translation Guidelines are attached in Exhibit G of this report. List Title VI training/webinars your Title VI Coordinator attended this reporting period. Include dates and entity that conducted the training. Page 9 of 10 Appendix 28.93 An internal virtual training was held on September 30, 2020. Training topics included Title VI and Environmental Justice. Other trainings included WSDOT’s DBE Program Training for Local Agencies, given in March 2021. Copies of the slides presented in each training are attached in Exhibit H for reference. When was Title VI internal training provided to staff? Who conducted the training? What was the subject of the training? Provide the job titles and race/color/national origin of attendees. Internal training was held September 19, 2020. Heather Gregersen, Title VI Specialist, alongside Weidner & Associates, the City’s environmental consultant conducted the training. Additional training and discussion took place at the Transportation Division meeting held on September 16, 2020. Please refer to Exhibit I for a list of staff who attended the Division meeting. List other civil rights training conducted locally. Provide dates and a list of participants by job title and Title VI role, if applicable. The City has taken an active role in furthering it’s mission to “build an inclusive informed city with equitable outcomes for all in support of social, economic, and racial justice” as outlined in the Diversity, Equity and Inclusion Tactical Plan, adopted March of 2021. This was created to assist in helping meet the goals of the City of Renton Business Plan which are the City’s guiding principles. Exhibit J of this report includes a copy of the plan. The City’s focus on achieving these fundamentals is translated into ongoing training sessions called “Renton 101’s” that staff are encouraged, and at times required, to attend. There are also specialized Manager’s Meetings that are geared towards inclusion for those in leadership positions. Below is a list of some of the trainings provided including number of participants (where information is available) – also refer to Exhibit K for example materials distributed including the agenda for the “Diverse Work, Diverse Coworkers: Building Skills for LGBTQ+Inclusion” training: - Renton 101 – Foundation Training|Equity, Inclusion, Implicit Bias – offered 11/12/2020 (114 participants), 12/2/2020 (8 participants) and 12/15/2020 (16 participants) by Benita Horn - Renton 101 – Diverse Work, Diverse Coworkers: Building Skills for LGBTQ + Inclusion – offered 9/9/2020 (143 participants) by external speaker J. Denise Diskin - Renton 101 – What is an Equity Lens? (an introduction) – offered 11/3/2020 (230 participants) and 11/9/2020 (121 participants) by Benita Horn - Renton 101 – How HR used an Equity Lens to Develop a Tactical Plan for Equitable and Inclusive Hiring Practices – offered 7/23/2020 (33 participants) by Brian Sandler - Renton 101 – REPLAY AWC Panel Advancing the conversation about race, equity and leadership – offered 7/2/2020 various presenters - Quarterly Managers’ Meeting – Diverse Work, Diverse Coworkers: Building Skills for LGBTQ+ Inclusion – offered September of 2020 by attorney at QLaw Foundation, J. Denise Diskin Title VI Goals for Upcoming Year What area(s) of Title VI does your agency plan to focus on in the upcoming year? Describe by particular program area what your agency hopes to accomplish. Include any significant problem areas to focus on and plans to address those. Page 10 of 10 Appendix 28.93 • Transportation Title VI Specialists will work towards coordinating with HR and other internal Divisions to provide semi-annual Title VI and Environmental Justice Trainings to help ensure ongoing compliance and understanding. • Continue to streamline outreach efforts through the creation of various resources to help Project Managers facilitate authentic outreach. • Ensure records are maintained related to public engagement activities with underserved communities. This will be emphasized through all emphasis areas.                             ! " #     $  %  #    &      '   &  ()*+,-. /0+1)./ 0+1). * *. * *. )' 0-+'2. *.*,,* *.-*+**.-*+**. *. *.)))) * *3                23     (4+2,. 24+2,.* *. * *. 2 4+2,. 22 41+-4. *.*2,* *.)1+-4.42+,/. *. *.,2* * *3 5     6 !                 " #               #  #               $%  &           23 5     6  (2+'). 22+').) /+1-. * *. 2 2+'). ,0 11+,0. 2+').2-)* *.-4+0'.,)+/2. *. *./*)) * *3 5  & !              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" #     $  $"'  + %%$    %$% &    %$ ) %%    % %&   %%% = )      %&&&&&&.+ +, &&&&&&  % &   $% !&%( %%  % & %&!  $%.  '3*).- 3)*3,-3 )*3,- ( 0*,/- 3 )*3,- &+ ,)*3,- 0*,/-111.0 0-/0*3)-(&*./- ,1)30*,/- '. 3*).-)*3,-33 )*3,-0131&+0-0*,/-)*3,- ,)*3,-11.(&*./- /0*3)-)3,1+ 4%4%&$*.*+, & Exhibit A         + !.+ $&+ %# +' 2 9 "+ &7+)/")+ " )+   + )#+  1+ +8++ 92 *+))6+ '  !8. +)  5 / 8 !:2 ;1  + )< +%  # +' 2 9 + 4%4%&$*.*+,   Exhibit A Exhibit 30. City of Renton and Community Planning Areas. '\. Lake ISEATTL�. II ,1sl1111g1on West Hill LEGEND D D City of Renton Community Planning Areas Other cities Urban Growth Areas Public lands D Water _""....._____ r..____ I = Highways/State Routes --Arterials Other streets �Rail (i) Major Transit Stations © Future Transit Center Sources: City of Renton, 2020; King County G/5, 2020; BERK, 2020. RENTON HOUSING STRATEGY NEW(!;ASTLE Fairwpod Map Date: July 2020 0 1 Miles 133 Exhibit B Demographics Renton Benson Cedar River City Center East Plateau Highlands Kennydale Talbot Valley West HillPopulationPopulation105,500 25,540 4,230 13,270 10,090 29,830 7,560 10,310 180 4,490Race & EthnicityWhite 45%45%60%46%50%45%56%41%32%28%Hispanic 15%15%10%13%7%22%7%6%10%11%Asian 24%20%16%15%36%22%25%30%13%18%Black/African American 9%10%7%15%2%5%5%14%38%36%Two or More Races 6%6%5%7%5%4%7%10%6%7%Pacific Islander 1.2%2.3%0.2%2.8%0.0%0.8%0.0%0.3%0.0%0.0%American Indian 0.5%0.8%0.5%0.3%0.1%0.6%0.4%0.3%0.0%0.0%Some Other Race 0.3%0.4%1.4%0.6%0.0%0.1%0.0%0.1%0.0%0.0%* Hispanic includes respondents of any race. Other categories are non-Hispanic.Income & JobsMedian Household Income $77,739 $74,408 $92,986 $66,729 $110,024 $78,942 $98,183 $86,769 $60,370 $60,130Average Household Income $99,213 $88,904 $107,042 $90,132 $129,993 $100,093 $123,672 $101,346 $84,253 $76,343Households by Median Income Under $50,000 29%28%26%40%17%31%21%23%39%43% $50-$100K 33%40%36%29%26%32%22%37%26%28% $100K-$200k 28%28%29%24%36%27%38%31%24%24% Over $200K 9%5%9%7%20%9%19%9%11%5%Number of Jobs 68,057 ---------PovertyPopulation At or Below Poverty Level 9%8%5%18%4%9%7%7%16%24%Population At or Below 2x Poverty Level 24%25%16%29%15%25%13%20%41%39% Under 18 Population At or Below Poverty Level 11%8%9%22%4%9%10%14%21%25% 65 & Over Population At or Below Poverty Level 8%7%5%13%1%9%4%3%13%15% Households Receiving Food Stamps/SNAP Benefits 12%9%5%14%7%16%9%9%19%18% Languages Spoken at Home (Population 5+ Years Old) English Only 62%64%71%71%62%58%67%65%58%54% Spanish 11%12%4%8%5%18%10%2%4%3% Vietnamese 5%2%4%3%9%6%3%5%9%12% Other Asian and Pacific Island languages 4%4%2%3%6%3%2%5%4%4% Other Indo-European languages 3%5%2%2%4%2%3%5%3%2% Chinese (incl. Mandarin, Cantonese)4%2%5%1%7%5%5%5%1%1% Tagalog (incl. Filipino)3%3%3%5%1%3%3%5%2%3% Russian, Polish, or other Slavic languages 3%4%5%2%1%3%2%3%1%1% Other and unspecified languages 2%3%2%3%1%1%1%4%17%19% Korean 1%1%0%1%1%1%2%1%0%0% French, Haitian, or Cajun 0%0%1%1%0%0%0%1%0%0% German, other West Germanic languages 0%0%0%0%1%0%0%0%0%0% Arabic 0%0%0%0%0%0%1%0%0%0% Sources: > Population: OFM, 2020 > Housing Units: King County Assessor, OFM, 2020 > Other Demographic Data: ACS (US Census) 5 Year Estimate (2015-2019) > Jobs: PSRC (2019); Renton (2019) Renton Demographics - Citywide and by NeighborhoodExhibit B 0 City of Renton Transportation Division Discrimination Complaint Form and Procedures City of Renton Use Only Received __/ __/ __ Response __/__/ __ Report __/__/ __ Briefing __/ __/ __ If you believe that the City of Renton Public Works Transportation Division {including its contractors or employees) have discriminated against you with respect to a City transportation program or activity because of your race, color, national origin, disability, sex, or age, you have the right to file a formal complaint with the City of Renton within 180 calendar days of the alleged discrimination. Instructions: If you would like to submit a Discrimination Complaint to the City of Renton, please fill out the form below completely and send it to: City of Renton, Attention Kim Gilman, Human Resources Manager, 1055 S. Grady Way, Renton, WA 98057. 1.Your Name:2.Phone:3.Home Address: {Street/PO Box, City, State, Zip) 4.Who do you feel discriminated against you? List their names and any other information you may know about them: 6.Discrimination because of: □Race D Color D National Origin 5.Date of alleged incident: □ Disability D Retaliation D Sex {includes sexual harassment) D □Age □ 7.Explain what happened and how you believe you were discriminated against. Indicate who was involved. Be sure to include how you feel other persons were treated differently than you. If you have any other written materials about what happened, please attach them to this form. PLEASE COMPLETE PAGE 2 OF THIS FORM Exhibit C ADDITIONAL INFORMATION 8.Why do you believe these events occurred? 9.How can this issue be resolved to your satisfaction? Please note that this process will not result in payment of punitive damages or financial compensation. 10.What other information would help us understand what happened? Is there anyone we may contact for additional information? If so, please list their names, phone numbers, addresses, email addresses, etc. Signature: Date: Exhibit C HOW TO FILE A COMPLAINT City of Renton Discrimination Complaint Procedures 1.Within 180 calendar days of the alleged discrimination, complete the Complaint Form. You must answer every question. 2.Submit the complaint as directed on the form. The City will not act on or respond to a complaint made by telephone or in person. WHAT HAPPENS NEXT 1.The City will receive and review the complaint form to determine if additional information is needed and which agency, if any, should further investigate the claim. 2.The City will notify you and the person(s) you identified as being involved in the alleged discrimination of the status of the complaint and, if needed, the process to resolve it. Every effort will be made to resolve complaints informally. Resolution may include informal mediation meetings(s) between you and those you allege were involved. These procedures are part of an administrative process that will not result in the payment of punitive damages or other financial compensation. 3.The person(s) you identified as being involved in the alleged discrimination will have 10 calendar days from the date of the City of Renton's written notification to respond. 4.Within 60 days of when you filed the complaint, the agency investigating the complaint will prepare a report that includes a description of the incident, who was interviewed, findings and recommendations for resolution. 5.Within 15 calendar days after the investigative report is finalized, the City will schedule meetings with you and the person(s) you alleged were involved in the incident. You will be given a copy of the investigative report and will be notified of your right to appeal the findings. These procedures do not deny you the right to file a formal complaint with other state or Federal agencies or seek private counsel for complaints alleging discrimination. Intimidation or retaliation against you of any kind is prohibited by law. These procedures cover all complaints filed under Title VI of the Civil Rights Act of 1964 as amended, Section 504 of the Rehabilitation Act of 1973, Civil Rights Restoration Act of 1987, and the Americans with Disabilities Act of 1990, relating to any transportation program or activity administered by the City of Renton, as well as its sub-recipients, consultants, and contractors. If the factual allegations in your complaint are not covered by these laws, the above procedures may not apply. Exhibit C 1 CITY OF RENTON ADA TRANSITION PLAN – DRAFT PUBLIC INVOLVEMENT SUMMARY PREPARED FOR:Vangie Garcia, City of Renton PREPARED BY:Jeanne Acutanza, Acutanza STS CC:Jennifer Palmer, Transpo Group DATE:December 30, 2020 Introduction This summary provides an overview of engagement and outreach to support the Renton ADA Transition Plan development. In developing the update to City of Renton's ADA (Americans with Disabilities Act) Transition Plan, a critical initial step includes outreach to people with disabilities and those who support people with disabilities. We also reach out to members of the public with no disability. This outreach aims to gain feedback on current pedestrian facilities within the public right-of-way in the City of Renton, specifically those that provide access to community and government services. This memo outlines the community outreach process used to support the development of this ADA Transition Plan update, and the feedback we received. It also provides a summary of the listening session from staff involved in implementing and maintaining pedestrian facilities. Our survey and outreach were conducted over the summer and fall of 2020, during the global COVID 19 pandemic. The ongoing COVID- 19 pandemic and Stay Home, Stay Healthy guidance from the Governor of Washington restricted the ability to conduct in-person outreach for the plan. Outreach was limited to expanded online outreach. This memo summarizes outreach efforts to support updates to the ADA transition plan. Efforts included: x an online open house x the public survey opened throughout the summer x online mapping of issues x an in-depth discussion group with Senior Citizen Advisory Committee x a listening session with city staff from Community and Economic Development, Public Works and Community Services Promotion and advertising for outreach The goal of the outreach for the ADA Transition Plan update was to specifically reach members of the public that travel in Renton with and without disabilities. Thesurvey included advertisement through the City of Renton website and outreach through social media outlets including Nextdoor, Facebook, and Twitter. Specific outreach to the public and organizations serving and advocating for individuals with disabilities consisted of: - Launching a landing page within the City website in June 2020 dedicated to the development and status of the ADA Transition Plan. It continues to be the landing page to the public for ADA issues. https://rentonwa.gov/city_hall/human_resources_risk_management/accessibility Exhibit D 2 - Promoting an online open house describing Title II of the Americans with Disabilities Act, the ADA process, and the emphasis on facilities for pedestrians in the public right-of-way here: https://www.rentonada.com/.The page remains active as an educational resource. - Creating an online mapping and reporting tool for the public to report barriers to access here: https://www.rentonada.com/online-reporting.This link remains active and allows the public to continue to report obstacles they encounter using a mapping interface. - Creating an online and hard-copy survey in English and Spanish accepted feedback between June 30 through September 15. The survey is currently closed. The initial feedback from the public is summarized herein. - Promoting outreach through the City web page and social networks Nextdoor, Facebook, and Twitter. Staff delivered hard copy surveys and flyers to social service providers, senior centers, and other community offices. City staff also reached out to the Senior Citizens Advisory Committee at their regularly scheduled meeting on November 2, 2020, to provide an initial assessment of the outreach and survey responses and promote the plan's development. Online Survey: June 30 through September 15, 2020 A 19-question survey was open from the online open house launch on June 30 through September 15, 2020. Hard copy paper surveys were also formatted for distribution and return to Renton City Hall. The English language version of the online survey was accessed 155 times. It asked respondents how they travel, where they live, why they travel in Renton, whether they had a disability or support someone with a disability. It also asks respondents whether an accessibility issue has ever prevented them from participating or obtaining services in the City of Renton. Questions regarding demographics were optional. The survey did not specifically ask where respondents live but did request a ZIP code for each respondent. Most of the respondents were within the City's five ZIP codes (98055, 98056, 98057, 98058, and 98059. Only one English language paper survey was returned. No Spanish language surveys were completed online or on paper, despite specific outreach to Spanish language speakers. Few respondents to the survey indicated they were of Hispanic origin. The survey also asked for specific feedback on pedestrian barriers that people experience, the types of public services where access is essential for them, and specific locations where there are barriers or other accessibility issues. Of those responding, 53% indicated they have no disability, while 19% indicated that they have a disability, and 17% reported they support someone with a disability. Notably, roughly half of the respondents were over 55. If you included the 18% of respondents between 45 and 54 years old, 70% of the respondents were over 45. This response may be reflective of the Exhibit D 3 specific outreach to the senior centers. Most noted they live in the City of Renton, with top activities in the City including shopping, recreation, and medical appointments in the Renton. When asked where people get their information related to ADA issues, the sources most often noted was the State Department of Social and Health Services followed by the City of Renton. Other sources offered by respondents are noted in the comments and summary section. Respondents also noted their top modes of travel were driving and walking. The survey was conducted during the pandemic and may have impacted responses; for example, transit ridership had declined. Few (9%) indicated they rode transit more than four days per week. Overall, 83% of respondents indicated they did not experience barriers to participate. This percentage goes down to 62% when considering only those who indicated they have a disability or support people with disabilities. Of the survey responses that identified specific mobility barriers, 16 of the 20 issues identified came from those with disabilities. Specific issues people noted as reasons they could not fully participate or how they experienced barriers to mobility are listed below: x Movies in the park were not available with descriptive devices (such as at movie theaters) x Unable to use a wheelchair on gravel to attend Farmers Market x Distance to walk from parking too far x I am unable to participate in the Community Garden program because there is ZERO accommodation available for me to garden. This needs to be addressed as the lack of accommodation has barred me from usual and normal participation in a community activity as a citizen. x No access to Kennydale Beach Park. I cannot walk up and down all those steps. So I cannot enjoy get togethers at that location. x Lack of sidewalks in neighborhoods. We must walk in the street, and it is unsafe to compete with vehicle traffic. x When I lived at one of the apartments that did not have enough parking for the disabled x Neighbors violate Renton parking code near residences. Neighbors burn material creating smoke causing headaches, throat burning, and eyes swelling. Neighbors with dogs barking at night. Cars violate residential speed limits. Cars race with noisy mufflers along Highway 900 and NE 12th Street day and night. x Gravel pavement that impacts me using my wheelchair effectively Part of the survey focused on people's priorities. For the overall survey, respondents noted their priority locations for improving ADA access included city parks, government buildings, and medical facilities. From a list of types of issues provided (sidewalks, crosswalks, curb ramps, parking, and signals), sidewalks and ADA parking were most often listed as priorities. Of issues not listed, maintenance and construction were noted as priorities. Regarding priorities, there was little difference between the survey responses of the general public and the subset of responses from those with disabilities or supporting people with disabilities. The survey questions in English and Spanish are provided in Attachment A. Topline summaries breaking down respondent types, demographics, and transportation patterns are provided in Attachment B. Exhibit D 4 Respondents reported issues at 72 location-specific problems using the online survey, online mapping tool, and comments left on Facebook. These issues were predominantly sidewalks, curb ramps, and maintenance. Attachment C provides a list of issues collected. Online Mapping Tool Issues Identified: June 30 through September 15, 2020 A mapping interface tool was promoted throughout the outreach to the public. The tool was cross- referenced to the survey, city landing page, and online open house. The tool, which also offered a Spanish language translation, allowed users to identify areas in the City of Renton where they experience mobility barriers. The tool allowed users to input their names and contact information, identify the location using geospatial coordinates, and provide a detailed description of the area. The tool also cataloged the date of the entry and summarized the type of issue. The online mapping tool was the most often used to report specific ADA issue areas and gaps compared to the online survey and other outreach. Between June 30 and September 15, 48 issues were reported within the mapping tool, with curb ramps and sidewalk issues reported most, and maintenance issues noted third. Attachment C lists all of the issues reported through the online mapping tool, online survey, and left as comments on Facebook. Listening Sessions and Process Improvements – November 19 & December 4, 2020 City staff and consultants facilitated two listening sessions to gather feedback from City employees that are responsible for monitoring and implementing ADA infrastructure as well as addressing issues raised by the public. Staff members from Community and Economic Development, Community Services, and Public Works were invited to discuss what they do and where they face challenges in creating a city that is barrier-free for Renton's residents. In two listening sessions, 24 staff participated with responsibilities that include: x near and long-term planning of transportation, utilities, and park projects x design, permitting, construction, and coordination of transportation, utilities, and park projects x forestry and tree management and maintenance x outreach to community groups x maintenance and management of streets and parks, including small and low-cost repair Exhibit D 5 In reaction to an overview image, right, showing the ADA Transition Plan's relationship to different drivers and outcomes, staff provided an overview of their responsibilities. The team responded to question prompts displayed in the exhibits below, prompting responses to their role and the challenges they face. Challenges noted in these listening sessions are listed below: Challenges & Constraints/Complaints Design/Construction/Retrofit x The City's physical features, steep grades, specifically in neighborhoods, create challenges for constructing and retrofitting infrastructure to meet ADA standards x When public sidewalks tie into private sidewalks (Valley Medical Center), it is not clear ho transition should occur and which design standards governs to achieve accessibility x Complaints: Puget Sound Energy pole blocks sidewalk, existing aging infrastructure, challenging to get that done with Capital improvement project and budget. x Most contractors and developers work to avoid implementing costly ADA ramps, and the rules aren't clear on what's required. The process for retrofit, renovation, and upgrading of intersections to accommodate ADA design standards as part of new development, utility upgrades, or capital investments is unclear. x The right of way to accommodate a ramp/curb design to Code may not be available or obtainable. There has been frustration with ADA design work related explicitly to ROW. When we have older infrastructure that needs to get upgraded, the ROW to install new ramps may not be available/acquirable. x Bad survey results in making the inspectors' jobs harder. Half of the time, ADA designs don't work x Need more insight and training for the best way to build ADA curb ramps and sidewalks Exhibit D 6 x Changed standards to decrease 1.5% max slope, has improved but not eliminated the problem Communication/Coordination/Administration x The "See, Click, Fix" program is being implemented as a clearinghouse and helps with everything outside of issues emanating from the mayor's office. There are still issues that come from outside that process, so there is no single central clearinghouse. x The Code changed a couple of years ago, putting the responsibility of maintaining a list of citizen requests on the City. The response to this may need to be revisited, and it would be ideal to have folks involved in that process provide feedback on that process. Staff should be included in the development and review of processes and process updates that they will be required to implement. x Sometimes meetings are less productive than actions. It may be desirable to try to find out the City's needs and then figure out what to do in the immediate future. x Contractors need to be reminded of the importance of ADA x There is no formalized process (method and approach), and sometimes it is a challenge to remember who you need to loop into the conversation. x It is unclear how priorities are set? It often seems that priorities are to react solely to complaints and there is no formal process for prioritizing needs. Training and Design Consistency x ADA design is confusing and inconsistently planned/programmed. Additional training on ADA for development reviewers, maintenance folks, engineering, etc., would be helpful. x There is confusion in the Construction Code Chapter 8. The City needs to remove the "gray" from the Sidewalk Maintenance & Construction Code Chapter 8 so that it is understood, defined, and guided and enforced, and enforceable to property owners. While we (maintenance) find ways to repair, permanent or temporary solutions to abate and reduce or limit liability for the property owners & City, we need solid direction on the Code. x Designers and planners for the City and developments struggle with the ambiguity in ADA standards, specifically Maximum Extent Feasible (MEF) exceptions. The City uses the WSDOT form and example and keeps documentation in the same place. There is a need for training and/or modeling software for steep sites. https://www.transoftsolutions.com/road-design/aqcessramp/ x There are challenges of finding and following guidance for development frontage improvements that connect (adequately and appropriately)to ADA ramps. This can be a challenge from a topographic standpoint and results in the application of MEFs. x Constant training for City staff makes things challenging <Does this mean the training is a barrier or the training is not adequate> x Recommend areas of improvement, including a review of standard plans and details for accessibility concerns. It is desirable to expand and improve on details to make the design more consistent. x Needs for software and training Maximum Extent Feasible (MEF) Documentation, Recording & Retrieval x Accessibility challenges have to do with the shape of the land and topography. We must write MEF for anywhere PROWAG 2011 is not met. x Need support on MEFs: getting them done and recorded in a way that you can readily retrieve. Financial/Funding x Street maintenance funding is inadequate. Expectations exceed funds. x Money and training for staff are needed to help address what to do if the public contacts you with a grievance. x The barrier-free fund is there, but it is inadequate x Need for City-wide, interdepartmental, and consistent approach to funding ADA improvements. As an example, two park projects are being driven by the need for better ADA access. Many are driven by complaints. Exhibit D 7 x Funding is available for street maintenance, and ADA access (temporary asphalt ramps) can be improved using the overlay budget; however, it too is limited. x Prioritizing projects is also a challenge when considering near term, small fixes compared to replacing and upgrading when aging infrastructure is replaced. There is a substantial difference in time between making immediate repairs vs. a permanent fix using more considerable capital project funds. x General lack of funding dedicated to ADA improvements. Different pots of money fund different levels of improvements. x Desire to be more proactive in prioritizing and programming improvements. Staff were also asked about good policies and procedures and potential opportunities to help move ADA issues forward. These are provided below: Positive experiences/examples and opportunities to achieve barrier-free access x A strategy that made a difference was reaching out to residents in the Highlands neighborhood with an open-hours community listening session where design ideas for different areas were presented. It is also important to show improvements. x The City has funding to improve 4th/Taylor, but not an overwhelming demand. City tries to be responsive to help people. Renton has been very good at responding to immediate needs and, in the process, has upgraded facilities that others need, but we have not done a lot of pro-active correction of non-compliant or sub-standard facilities x Take advantage of training on interpretation of PROWAG 2011/ADA training for CED x Opportunity to enhance interdepartmental communication/coordination/facilitation, processes x Create a uniform City standard MEF form and process for recording and retrieval. It would help to have more detail to define what they want (a picture is worth a thousand words) x Have started a concerted effort to put processes in place to ensure during design review ADA curb ramps and sidewalks are defined on the plans. We need to put these processes into action (how to get it to work in the field). x Improve the as-built process and record drawings to document slopes on drawings instead of relying on the inspector survey. Process improvements, working with staff, will be ongoing to support the ADA transition plan and can be used to improve the delivery of a barrier-free infrastructure system. Summaries of the two listening sessions are provided in Attachment D along with the used to facilitate the discussions. Senior Citizen Advisory Committee Meeting November 2, 2020 The project staff were invited to a regularly scheduled meeting of the Sr. Citizens Advisory Committee on November 2, 2020. The team presented an overview of the ADA Plan and initial topline results from the survey. In addition to discussing the survey topline results and ADA plan process, the Sr. Citizens Advisory Committee mentioned the following issues x Senior activity center: The parking lot may have some accessibility issues near the coffee bar. There's no ramp up from the parking area up to the sidewalk. This issue is under the purview of Parks. Exhibit D 8 x While not explicitly related to ADA issues, downtown parking was mentioned as being inadequate to access downtown businesses. Finding parking in front or back of businesses is difficult. Specifically, nearby parking is not available. The excessive distances from the garage to the businesses makes them less desirable to visit. There are very few ADA parking stalls. They may need more to meet current needs. Currently, the City does not provide on-street ADA parking spots. All are within parking lots. This may discourage seniors from visiting downtown businesses. x An interest in ADA wayfinding signs was raised, noting it might be useful to guide people to where ADA parking stalls are located. x Enforcement of ADA parking was also noted as a problem. x A question was asked if new on-street parking would be part of the Third Ave construction project. Staff noted that only the intersections are under construction at this time. The topline survey summary provided in Attachment B was provided to the Senior Citizens Advisory Committee. A facilitation guide prepared for this meeting is provided in Attachment E. Summary and Comments Topline survey results are provided in Attachment B with a listing of issues at specific locations identified by the public provided in Attachment C. An overview of comments received during this outreach process fall into the following categories: x Where do people get information on ADA resources x Comments on issues within the public right of way x Issues outside the purview of the ADA Transition Plan x Priorities x Listening session challenges for potential process improvements Where people get information Survey respondents were asked where they look to find information on ADA resources. Almost 40% indicated they sought information from the Washington State Department of Social and Health Services (DSHS). At 23% of respondents, the second-highest source noted was the City of Renton, with 15% seeking information from Valley Medical Center, 12% from Washington State Service for the Blind, and 11% from transit providers. A listing of other sources people noted are as follows: x Word of mouth x Personal history in the disability community x Internet Searchers x Other medical providers (Kaiser Permanente, VA Hospital, and Swedish) x Friends, neighbors, and my medical providers x ARC of King County & Washington x TV and newspapers Comments on issues in the public right of way Over 70 location-specific issues were identified through the online survey, online mapping tool, and Facebook. These are listed in Attachment C. Notably, sidewalk and curb ramp issues were the most Exhibit D 9 noted issues, followed by ADA parking and maintenance issues like uneven and cracked sidewalks or overgrown landscaping. Many comments identified problems in the right-of-way, such as missing or inadequate sidewalks, curb ramps, and crosswalks limiting or restricting access to important destinations and services like the library, post office, schools, and retail. The mapping tool gathered numerous requests for Accessible Pedestrian Signals (APS). The table below notes the number of times different types of issues were mentioned by community members. Note that some issues fit more than one category (e.g., maintenance of sidewalks fits in both maintenance and sidewalk categories). TABLE 1 – SUMMARY OF TYPES OF COMMENTS FROM THE SURVEY, MAPPING TOOL, AND FACEBOOK Sidewalks CrosswalkSignalsCurbsTransitADA Parking Conflicts w/ vehiclesMaintenanceWayfindingTOTALOnline Survey Responses 8 2 0 107 2 6329 Online Mapping Tool Responses 20 5 7 25 3 1 1 6 0 68 Total Facebook responses 3 0 0 000 0 205 TOTAL ALL SOURCES 31 7 7 26 3 8 3 14 3 102 Issues outside the purview of the ADA Transition Plan The public was welcome and invited to comment on barriers to mobility for those with disabilities. Some issues identified as part of the plan's outreach may be outside the purview of this ADA Transition Plan. Several issues were related to access to buildings, including schools, libraries, retail, and community centers. Other issues included a lack of ADA parking, which is currently not provided on the street. A lack of proximity parking in downtown Renton was noted as a barrier to shopping downtown. Comments have been shared with other departments, and some issues are already being addressed. Priorities The survey was used to identify priority locations for improving accessibility, including removing barriers. Respondents were asked about their highest, second highest, and third highest priorities. In the survey, priority locations to choose from included transit facilities, schools and institutions, community service providers, city parks, hospitals/medical facilities, and government buildings. Results were averaged by weighting first priorities over third priorities and comparing weighted results to results from a subset of those indicating they had a disability or supported people with disabilities. In all cases, the top three priorities were hospitals/medical facilities, city parks, and government buildings that provide social services. The weighted average comparison of the general results to weighted results of disabled/supporting disabilities is provided in Figure 1 below and within the topline results in Attachment A. Exhibit D 10 FIGURE 1 – COMPARISON OF WEIGHTED PRIORITIES Listening Session Challenges Observations from the listening sessions suggest there are opportunities to improve internal processes within and between business units. These include methods and communication in implementing ADA policy, training to create consistent practices for defining, recording, and documenting MEFs. This applies to the organization as well as agency partners. Other process improvements include implementing consistent policies and procedures for prioritizing short-term fixes to replacing aging infrastructure. City staff could conduct and document process improvements within the organization as time permits. 0% 5% 10% 15% 20% 25% Government buildings Hospitals & medical facilities City parks Community Services Schools and institutions Transit facilities Weighted Priority Comparison General Disabled Support Disabled Exhibit D                                                                                   !    "#"#     $                        %#                            &  !                            '   &    ()  *   +  ,      -. ) / 0        . +     1  2"324#54%6 '     &                )7     .  8       .  2"324#5996 : 1)5%%        !     "  #!    $ %    &' (     '   !  ) &   * ( +   & !  +     ,         -! & - !   &   & .  / -    &   &   & .  / -!  & -     Exhibit D                                                        !      "     #  $  $       %     " &      $   ! '                 $   $      '   $                      (     )*+,+%*)( %- . /  0  )  " 1 2    - 3 2145647687&9 (      :   "     .    - ;+  <=  4564768>>9 ++? (-8&&       !    " #  $ %     &     &           '  '  (          )    (    * " +'  %            " $  * *    %    ," )      %    ," -    *    Exhibit D CONNECTING DOWNTOWN IMPROVEMENTS Southport Boeing The Landing City Hall Renton Village WILLIAMS/WELLS CONVERSION URBAN GROWTH AREA CENTRAL BUSINESS DISTRICT TRANSIT CENTER/HUB (existing and future) SCHOOL LIBRARY COMMUNITY/PUBLIC CENTER I-405 BUS RAPID TRANSIT (future) RAPID RIDE ROUTES (existing and future) COMPLETE PROJECTS Main/Bronson (S 3rd St to Mill Ave S) FUTURE PROJECTS S 2nd St (Rainier Ave S to S Main St) S 3rd St (Rainier Ave S to S Main St) Rainier Ave Phase 4 (S 3rd St to NW 3rd Pl) Renton Connector - Burnett Ave S (S 2nd St to S 5th St) Park Avenue Extension Exhibit E Building a welcoming downtown 425-363-1007 wellswilliams@rentonwa.gov rentonwa.gov/ww 425-363-1007 duip@rentonwa.gov rentonwa.gov/DUIP This project improves connectivity and access in downtown to make it a more vibrant and livable area. • Sidewalk and crossing improvements will increase pedestrian mobility and safety while enhancing the street environment • Converting Wells Ave S and Williams Ave S to two-way traffic will also make it easier to access businesses downtown • Upgraded lighting, street furniture, bike racks, and other amenities will also strengthen downtown’s character and welcoming feel This project includes upgrades to water, sewer and stormwater utilities to address current use and support future development needs in the downtown core. • Upgrades are needed now because some underground pipes are past their useful life, in poor condition, lack capacity and/or require costly maintenance • Work will occur on S Second St, S Third St, Mill Avenue S, Morris Ave S, Whitworth Ave S, Shattuck Ave S, and at the intersection of Rainier Ave S and SW Sunset Blvd Wells Ave S and Williams Ave S Conversion Project Downtown Utilities Improvement Project (DUIP) Construction timeframe: April 2020 – Summer 2021 Construction timeframe: Spring 2021 – 2023 Exhibit E Construyendo un centro de la ciudad acogedor Este proyecto mejora la conexión y el acceso en el centro de la ciudad para que sea un área más vibrante y habitable. • Las mejoras en las aceras y cruces aumentarán la movilidad y seguridad de los peatones al mismo tiempo que se mejora el ambiente de la calle • Convertir Wells Ave S y Williams Ave S en avenidas de doble sentido también facilitará el acceso a las empresas del centro • Mejor iluminación, mobiliario urbano, estacionamiento para bicicletas y otras comodidades también afianzarán el carácter y la sensación acogedora del centro Este proyecto incluye mejoras a los servicios públicos de agua, alcantarillado y aguas pluviales para abordar el uso actual y apoyar las necesidades futuras del desarrollo en el centro de la ciudad. • Es necesario realizar mejoras en estos momentos porque algunas tuberías subterráneas ya no son útiles, están en malas condiciones, carecen de capacidad y/o requieren un mantenimiento costoso • El trabajo se llevará a cabo en las siguientes calles: S Second St, S Third St, Mill Avenue S, Morris Ave S, Whitworth Ave S, Shattuck Ave S, y en la intersección de Rainier Ave S y SW Sunset Blvd Wells Ave S and Williams Ave S Conversion Project Downtown Utilities Improvement Project (DUIP) Plazo de construcción: desde abril de 2020 hasta la verano de 2021 Plazo de construcción: desde la primavera de 2021 hasta 2023 425-363-1007 wellswilliams@rentonwa.gov rentonwa.gov/ww 425-363-1007 duip@rentonwa.gov rentonwa.gov/DUIP Exhibit E 建設一個熱情的城中心 Exhibit E 425-363-1007 wellswilliams@rentonwa.gov rentonwa.gov/ww 425-363-1007 duip@rentonwa.gov rentonwa.gov/DUIP 此工程改善市區內的連接便利性，使這裡成為更有 活力、更加宜居的城市! • 人行道的改善將增加行人的可移動性及安全 性，同時改進街道的環境，把Wells Ave S 及 Williams Ave S 轉變為雙向行車，這樣前往市 區的商業店鋪也會變得更加方便 • 級燈光照明、街道座椅、單車架及其他設施將 強化市區的風格及友好的氛圍 此工程包括升級水、下水道及雨水處理的公共事業 以應目前市區核心區的使用及未來的發展需求 • 升級工作需要馬上進行是因為某些地下管道已 經超過使用年限，狀況較差、缺乏處理能力及/ 或需要更多經費維護 • 施工將位於 S Second St、S Third St、Mill Avenue S, Morris Ave S、Whitworth Ave S, Shattuck Ave S、以及在Rainier Ave S 和SW Sunset Blvd之間的十字路口 Wells Ave S and Williams Ave S Conversion Project Downtown Utilities Improvement Project (DUIP) 施工時間：2020年4月至2021夏天 施工時間：2021年春季至2023年 Exhibit E Xây dựng một trung tâm thành phố chào đón 425-363-1007 wellswilliams@rentonwa.gov rentonwa.gov/ww 425-363-1007 duip@rentonwa.gov rentonwa.gov/DUIP Dự án này cải tiến sự liên hệ và đi lại trong trung tâm thành phố để mang lại cho thành phố đời sống thoải mái và sinh động hơn. • Việc cải tiến lề đường và lối qua đường sẽ nâng cao tính cơ động và an toàn cho người đi bộ, đồng thời làm cho đường phố sinh hoạt hơn • Thay đổi đường Wells Ave S và đường Williams Ave S thành đường hai chiều cũng sẽ làm cho việc đi lại đến các doanh nghiệp ở trung tâm thành phố dễ dàng hơn • Sự cải tiến đèn đường, ghế ngồi trên đường, chỗ để xe đạp và những tiện nghi khác cũng sẽ nâng cao cá tính và sự nồng nhiệt đón chào của thành phố Dự án này bao gồm sự cải tiến ống nước, ống cống và hệ thống thoát nước để cái thiện việc sử dụng trong hiện tại và hỗ trợ các nhu cầu phát triển cần thiết trong tương lai của cốt lõi trung tâm thành phố. • Những sự cải tiến nay cần được thực hiện ngay bây giờ vì một số đường ống ngầm đã quá hạn kỳ sử dụng, đang trong tình trạng tệ hại, kém hữu hiệu và / hay đòi hỏi sự bảo trì tốn kém • Dự án cải tiến này sẽ được thực hiện ở các đường S Second St, S Third St, Mill Avenue S, Morris Ave S, Whitworth Ave S, Shattuck Ave S và tại ngã tư Rainier Ave S và SW Sunset Blvd Wells Ave S and Williams Ave S Conversion Project Downtown Utilities Improvement Project (DUIP) Khoảng thời gian xây dựng: Tháng 4 năm 2020 - Mùa hè năm 2021 Khoảng thời gian xây dựng: Mùa xuân năm 2021 - 2023 Exhibit E We’re helping people •Find your business with individual business open signs •Plan aheadwith digital ads, a mailer, briefings, and promotions through several other City channels •Parkmore easily Help your customers plan ahead Consider sharing the detours and parking options on your •Website •Social media •Confirmation emails 19Supporting Businesses Exhibit E 20Parking DowntownExhibit E EXECUTED  DATE CONTRACTOR DBE Status CONTRACT  AMOUNT  (Expenditure) Funding Sources 12/07/2020 Perteet, Inc.$33,505.00 Federal, Local, Other 03/31/2021 KPG, P.S.$0.00 Federal, State, Local 11/09/2020 Otak, inc.$45,983.00 Federal, State, Local, Other 03/15/2021 Otak, Inc.$21,755.00 Federal, State, Local, Other 06/02/2021 Otak, Inc.$51,418.00 Federal, State, Local, Other 03/22/2021 Parametrix, Inc.$34,711.00 State, Local 08/26/2020 DGK, Inc. (Widener & Associates)$49,198.80 State, Local 12/14/2020 DGK, Inc. (dba Widener & Associates)$15,000.00 State, Local 12/14/2020 Sargent Engineers, Inc.SBE $30,000.00 State, Local 12/10/2020 WSP USA, Inc. (formerly BergerABAM Inc.)$0.00 Federal, Local 12/10/2020 WSP USA, Inc. (formerly BergerABAM Inc.)$0.00 Federal, Local 11/18/2020 Perteet, Inc $34,831.00 Local 01/21/2021 Perteet, Inc $26,319.00 Local 06/02/2021 Perteet, Inc $42,559.00 Local 11/18/2020 KPG, Inc.$51,541.00 Federal, Local, Other 07/15/2020 R.W. Scott Construction Co.$1,450.00 Federal, Local 07/20/2020 R.W. Scott Construction Co.$8,000.00 Federal, Local 06/07/2021 R.W. Scott Construction Co.‐$52,486.19 Federal, Local 12/14/2020 KPG, P.S.$0.00 Federal, Local 03/10/2021 KPG, P.S.$29,796.00 Federal, Local 12/14/2020 KPG, P.S.$0.00 Federal, Local 03/10/2021 KPG, P.S.$14,964.00 Federal, Local 10/16/2020 DGK, Inc. dba Widener & Associates $0.00 Federal, State, Local, Other 11/09/2020 DGK, Inc., dba Widener & Associates $0.00 Federal, State, Local, Other 06/14/2021 DGK, Inc., dba Widener & Associates $13,844.40 Federal, State, Local, Other 04/27/2021 BNSF $197,832.00 Federal, Local, Other 04/27/2021 BNSF $67,747.00 Federal, Local, Other 01/28/2021 Cascade Civil Construction, LLC.$520,000.00 Federal, Local, Other 04/05/2021 Cascade Civil Construction, LLC.$17,000.00 Federal, Local, Other 04/05/2021 Cascade Civil Construction, LLC.$6,000.00 Federal, Local, Other 04/07/2021 Cascade Civil Construction, LLC.$25,000.00 Federal, Local, Other 04/08/2021 Cascade Civil Construction, LLC.$60,000.00 Federal, Local, Other 05/25/2021 Cascade Civil Construction, LLC.$270,000.00 Federal, Local, Other 06/16/2021 Cascade Civil Construction, LLC.$2,500.00 Federal, Local, Other 07/29/2020 Sargent Engineers SBE $90,990.00 State, Local 12/14/2020 Transpo Group USA, Inc.$30,300.00 Local 02/24/2021 Transpo Group USA, Inc.$14,600.00 Local 06/10/2021 Transpo Group USA, Inc.$0.00 Local 11/23/2020 Concord Engineering DBE, MWBE $0.00 Federal, Local 04/30/2021 Concord Engineering DBE, MWBE $75,314.00 Federal, Local 03/24/2021 Cowling & Company dba Widener & Assoc WBE $13,004.40 Federal, Local 09/14/2020 DGK, Inc.$56,694.72 Local 10/08/2020 Perteet, Inc.‐$8,844.59 Federal 10/21/2020 Concord Engineering DBE, MWBE $0.00 Local 05/27/2021 Concord Engineering DBE, MWBE $28,970.00 Local 01/04/2021 Cowling & Company dba Widener & Assoc WBE $34,977.15 Federal, Local, Other 04/28/2021 Prime Electric, Inc.$0.00 Local 04/07/2021 Active Construction, Inc.$1,709,709.00 Federal, State, Local, Other 06/28/2021 Active Construction, Inc.$0.00 Federal, State, Local, Other 06/28/2021 Active Construction, Inc.‐$26,456.33 Federal, State, Local, Other 10/09/2020 Perteet, Inc.$0.00 Federal, Local, Other 11/06/2020 Perteet, Inc.$39,192.17 Federal, Local, Other 06/30/2021 Perteet, Inc.$0.00 Federal, Local, Other 07/07/2020 Cowling & Co, LLC. (dba widener & assoc)WBE $25,000.00 Federal, Local, Other 05/10/2021  PGH Excavating, Inc.$6,608.77 Federal, Local 06/01/2021  PGH Excavating, Inc.$0.00 Federal, Local 09/04/2020 Petersen Brothers $7,016.63 Local 09/21/2020 Concord Engineering, Inc. DBE, MWBE $34,330.00 County, Local 10/20/2020 Concord Engineering, Inc. DBE, MWBE $98,746.00 County, Local 12/08/2020 Concord Engineering, Inc. DBE, MWBE $85,085.00 County, Local Exhibit F 09/30/2020 DKS Associates $34,878.00 County, Local 11/03/2020 DKS Associates $93,744.00 County, Local 09/24/2020 Perteet, Inc $79,483.00 County, Local 11/05/2020 Perteet, Inc $25,982.00 County, Local 11/18/2020 Perteet, Inc $58,078.00 County, Local 11/23/2020 Perteet, Inc $97,226.00 County, Local 02/08/2021 Perteet, Inc $10,937.00 County, Local 03/25/2021 Perteet, Inc $11,150.00 County, Local 09/30/2020 Parametrix, Inc.$96,304.00 County, Local 09/30/2020 Transpo Group USA, Inc.$34,800.00 County, Local 11/18/2020 Transpo Group USA, Inc.$99,000.00 County, Local 02/22/2021 Transpo Group USA, Inc.$99,000.00 County, Local 04/03/2021 Transpo Group USA, Inc.$19,940.00 County, Local 09/12/2020 Joseph Couples Engineering, LLC MBE, SBE $6,592.00 Local 10/07/2020 Western Systems, Inc.$84,749.96 Local 09/22/2020 Mobile Electrical Distributors, Inc. DBE, WBE $99,759.97 Local 04/22/2021 Mobile Electrical Distributors, Inc. DBE, WBE $5,799.78 Local 09/30/2020 Parametrix, Inc.$86,191.00 County, Local 09/30/2020 Parametrix, Inc.$98,927.00 County, Local 12/01/2020 Parametrix, Inc.$99,862.00 County, Local 03/10/2021 Gray & Osborne $98,500.00 Federal, Local 03/23/2021 Gray & Osborne, Inc.$27,698.73 Federal, Local 11/09/2020 Gray & Osborne, Inc.$26,446.65 State, Local 04/22/2021 Gray & Osborne, Inc.$684,201.08 State, Local 10/19/2020 Transpo Group USA, Inc.$4,200.00 State, Local 03/19/2021 Perteet, Inc $271,635.94 State, Local 11/30/2020 Atwork Commercial Enterprises $7,251.20 Local 01/20/2021 Century West Engineering Corporation SBE $30,000.00 Local 03/31/2021 Gray & Osborne, Inc.$25,277.95 Federal, State, Local, Other 04/22/2021 Gray & Osborne, Inc.$162,223.91 Federal, State, Local, Other 04/02/2021 MIG, Inc.$51,950.00 Local 04/07/2021 Foster Garvey PC $50,000.00 Federal, Local 04/12/2021 the Boeing Company $640,000.00 Local 04/08/2021 the Boeing Company $188,546.95 Local 04/08/2021 the Boeing Company $1,355,481.00 Local 04/08/2021 KPFF Consulting Engineers, Inc.$15,000.00 Local 05/04/2021 All Around Fence Co.$6,377.06 Local 05/27/2021 StreetScan, Inc. $98,468.00 Local 06/10/2021 Perteet, Inc.$23,680.00 Local Exhibit F 25 TRANSLATION CONSIDERATIONS Renton is becoming increasingly diverse. According to the US Census American Community Survey, in 2016 more than half (55%) of Renton’s population identified as persons of color. Census data for 2018 shows that 36% of Renton’s population speak languages other than English at home. The top two non-English languages spoken are Spanish (10%) and Vietnamese (5%). To promote fair and equitable access to information for these residents, high-quality translation assistance is increasingly needed. The following questions may guide you in deciding when materials need to be translated. Answering yes to these questions does not automatically imply materials should be translated, but rather that thoughtful consideration should take place: 1 . Do you have material that was developed for a specific community that has a limited ability to speak, read, write or understand English? 2 . Are your materials considers “public communication materials” or “vital documents”? 3 . Has this material been requested in languages other than English many times before? 4 . Will you be using alternative forms of language assistance to provide the information equitably (such as in-person interpretation, adding a phone number residents can call to reach a staff person who accesses Language Line, etc.). 5 . How important is this information to residents who speak limited English? 6 . Is this an emergency situation? Is this critical information that needs to be disseminated to the entire community or to a specific language group? 7 . Will the content be consistent over time? Messages that change frequently may be less suited for translation. PREPARING DOCUMENTS FOR TRANSLATION To ensure accuracy and quality in all translations, thoroughly review approved English materials prior to translation, to assess whether information uses clear and simple language that is easily translatable. Try testing your messaging with a community partner that works with—or is a part of—the target population. Avoid colloquialisms that might not have the same meaning in other languages or cultures (e.g. “clear as a bell”). COSTS AND TIMELINE Costs for translation are paid by the department requesting the service. When requesting a translation, the vendor(s) will provide you with an estimate and timeline in advance of doing the work to allow you to confirm the expense. Costs for translation is determined by the number of words to be translated and the number of languages requested. Costs can also vary between languages. (i.e. Vietnamese translations might cost more than Spanish). Time needed to complete a translation depends on how many words are being translated and the number of languages to which you want the document translated. A 300-word document can be translated– edited–proofed in about four to nine business days. Allow additional time if design or graphic work must also be done. Rush or emergency translations can usually be provided through a vendor in 24–48 hours. Such service is subject to rush order fees. continued… TRANSLATION GUIDELINES Exhibit G 26 TRANSLATION GUIDELINES INTERPRETATION SERVICES PHONE CALLS The city contracts with Language Line Solutions® to provide interpretation services for phone calls. More than 240 languages are available any time of day. Employees can access this service from their desk or out on the road when talking with residents who are having difficulty communicating in English. Please contact communications for more information and to get a Language Line card and brochure you can take with you. MEETINGS The city can provide interpretation services for public meetings. Contact Bonnie Woodrow in municipal court. These services include American Sign Language. Charges for the service will be billed to the requesting department. COMMUNICATIONS DIVISION COORDINATION When you are working with the communications division on final products such as flyers, posters, rack cards, etc. that require translation, please do the following: 1 . Contact the communications division first to collaborate on the final wording. 2 . Place your order for translation directly with the vendor you select (your document must be in Microsoft Word.) 3 . Send the translated versions of your document to the communications specialist for final design and printing. APPROVED VENDORS You may choose any vendor from the approved list of translation vendors. These have been vetted by the city as well as by other government jurisdictions for accuracy and consistency. Any time you receive feedback from residents that the translation is problematic, please notify the deputy public affairs administrator. DYNAMIC LANGUAGE jason@dynamiclanguage.com kimm@dynamiclanguage.com 206-244-6709 INTERCOM LANGUAGE SERVICES requests@intercom.cc 206-979-6101 LINGUALINX abartlett@lingualinx.com 916-388-9000 Please direct questions on these guidelines pshridhar@rentonwa.gov or 425-430-6569. Exhibit G Interpretation Services Available Language Solutions: Over-the-Phone, Video Remote, and Onsite Interpreting / Bilingual and Interpreter Staff Testing and Training / Translation and Localization www.LanguageLine.com English Translation: Point to your language. An interpreter will be called. The interpreter is provided at no cost to you.© 2014 LanguageLine SolutionsIndiquez votre langue et nous appellerons un interprète. Le service est gratuit. Lonje dwèt ou sou lang ou pale a epi n ap rele yon entèprèt pou ou. Nou ba ou sèvis entèprèt la gratis. Taw rau koj hom lus. Yuav hu rau ib tug neeg txhais lus. Yuav muaj neeg txhais lus yam uas koj tsis tau them dab tsi. Indicare la propia lingua. Un interprete sarà chiamato. Il servizio è gratuito. Hãy ch vào ngôn ng ca quý v. Mt thông dch viên s c gi n, quý v s không phi tr tin cho thông dch viên. Ituro po ang inyong wika. Isang tagasalin ang ipagkakaloob nang libre sa inyo. Señale su idioma y llamaremos a un intérprete. El servicio es gratuito. turjubaan. Turjubaanka wax lacagi kaaga bixi mayso. , . . . Indique o seu idioma. Um intérprete será chamado. A interpretação é fornecida sem qualquer custo para você. Prosz wskaza swój jzyk i wezwiemy tłumacza. Usługa ta zapewniana jest bezpłatnie. Français Kreyòl Hmoob Italiano Polski Português Af-Soomaali Español Tagalog Ting Vit Arabic Burmese Cantonese Farsi French Haitian Creole Hindi Hmong Italian Japanese Korean Mandarin Polish Portuguese Punjabi Russian Somali Spanish Tagalog Vietnamese Exhibit G Europe Pacific Islands North America, South America, and Caribbean Europe - continued Shqip Euskara Bosanski Hrvatski etina Dansk Nederlands Eesti keel Suomi Français Deutsch Magyar Íslenska Italiano Lietuvi Norsk Polski Português Român Slovenina Español Svenska Vosa Vakaviti Ilokano Bahasa Indonesia Bahasa Melayu Kajin Majól Fa'asamoa Tagalog Lea Faka-Tonga Français Kreyòl Português Español English Tregoni me gisht gjuhën tuaj. Do të thërrasim një përkthyes. Përkthyesi ofrohet falas për ju. Zure hizkuntza aukeratu. Jarraian interprete bati deituko diogu. Zerbitzu hau doakoa da. Pokažite svoj jezik. Pozvat emo tumaa. Usluge tumaa su besplatne za vas. . . . Pokažite svoj jezik. Prevoditelj e biti pozvan. Prevoditelja ete dobiti besplatno. Ukažte na váš jazyk. Bude zavolán tlumoník. Tlumoení je pro vás bezplatné. Peg på dit sprog. En tolk vil blive tilkaldt. Tolken tilbydes uden omkostninger for dig. Wijs uw taal aan. Er zal contact worden opgenomen met een tolk. De service van de tolk is geheel gratis. Osutage oma keelel. Vastava tılgiga vıetakse ühendust. Tılketeenus on teie jaoks tasuta. Osoita maasi kieltä. Kutsumme tulkin paikalle. Tulkin käyttö on sinulle ilmaista. Indiquez votre langue et nous appellerons un interprète. Le service est gratuit. Zeigen Sie auf Ihre Sprache. Ein Dolmetscher wird angefordert. Der Dolmetscher ist für Sie kostenlos. Válassza ki a nyelvet. Tolmácsot fogunk hívni. A tolmács az Ön számára díjtalan. Bentu á þitt tungumál. Það verður hringt í túlk. Túlkurinn er þér að kostnaðarlausu. Indicare la propia lingua. Un interprete sarà chiamato. Il servizio è gratuito. Nurodykite savo kalb. Bus pakviestas vertjas. Vertjas jums bus suteiktas nemokamai. . . . Pek på språket dit. En tolk vil bli tilkalt. Tolken tilbys kostnadsfritt for deg. Prosz wskaza swój jzyk i wezwiemy tłumacza. Usługa ta zapewniana jest bezpłatnie. Indique o seu idioma. Um intérprete será chamado. A interpretação é fornecida sem qualquer custo para você. Indicai limba pe care o vorbii. Vi se va face legtura cu un interpret caare v este asigurat gratuit. , . . . . . . Ukážte na svoj jazyk. Zavoláme tlmoníka. Tlmoenie je pre vás bezplatné. Señale su idioma y llamaremos a un intérprete. El servicio es gratuito. Peka på ditt språk. En tolk kommer att tillkallas. Tolken erbjuds utan kostnad för dig. . . . Dusia na nomu vosa. Ni na Vakarautaki mai e dua na dau vakadewa vosa. Na dau vakadewa vosa e sega ni saumi. Itudo yo ti sao yo. Ag awag da ti maysa nga mangipat- patarus nga tumulong kadakayo nga awan ti bayad na. Tunjukkan bahasa Anda. Penerjemah akan dihubungi. Penerjemah disediakan gratis tanpa dikenakan biaya. Tunjukkan bahasa anda. Jurubahasa akan dihubungi. Jurubahasa akan disediakan tanpa anda dikenakan bayaran. Kelet kajin eo am. Im renaaj kúr juón am Ri-Ukok. Ri-Ukok eo enaaj jibañ eok ilo ejjelok wóneen. Fa`asino lau gagana. Ole a vala`au se fa`amatala`upu. Ua saunia se fa`amatala`upu e aunoa ma se tau e te totogiina. Ituro po ang inyong wika. Isang tagasalin ang ipagkakaloob nang libre sa inyo. Tuhu`I mai ho`o lea fakafonua. `E ui ha fakatonulea. `Oki ta`etotongi kia `a e fakatonulea. Indiquez votre langue et nous appellerons un interprète. Le service est gratuit. Lonje dwèt ou sou lang ou pale a epi n ap rele yon entèprèt pou ou. Nou ba ou sèvis entèprèt la gratis. Nizaad bik1’7g77 bich’8’ dah diiln77h. Ata’ halne’4 [a’ h1go bi’di’doonii[. Ata’ halne’4 47 doo haida yit’4ego bik’4 ni’diil4e[ da. T’11j77k’e n1 ata’ hodoolnih. Indique o seu idioma. Um intérprete será chamado. A interpretação é fornecida sem qualquer custo para você. Señale su idioma y llamaremos a un intérprete. El servicio es gratuito. Point to your language. An interpreter will be called. The interpreter is provided at no cost to you. Din4 k’ehj7 Language Identification Guide „We offer interpreting from English into more than 200 languages. If you are unable to identify the language, our call representative will help you. „To access an interpreter: Please visit www.LanguageLine.com for information on all our language access solutions: „Over-the-Phone, Video Remote, and Onsite Interpreting „Bilingual and Interpreter Staff Testing and Training „Translation and Localization CustomerCare@LanguageLine.com 1-800-752-6096 As a LanguageLine Solutions® client you have access to over- the-phone interpreting 24 hours a day, 7 days a week. Offer this guide in face-to-face situations to determine which language a person speaks. The most frequently encountered languages in North America are grouped by the geographical region where they are commonly spoken. „ Locate the geographical region where you believe the speaker may be from. (Pacific Islands, Europe, etc.) „ Show the person the languages listed for that region. Underneath each language is the translation of the statement below: © 2014 LanguageLine Solutions LanguageIDGuide 02.18.15.V1.indd 1 2/19/2015 11:51:53 AM Exhibit G Africa Africa - continuedIndia, Pakistan, and Southwest Asia Middle East Asia- continued Asia Acoli Hmoob Bahasa Indonesia Bahasa Melayu Mein Ting Vit Thok monyjang Français Hausa Italiano Oromo Português Crioulo Portugues Kiswahili Wolof Azrbaycan dili TürkçeAf-Soomali Yorùbá Mägäcä luqäddä Siem thok ma iyae. Ja loko ibiro luongi. Jaloko no ochiuni ma onge chudo. Weet ten thoungdie. Raan weetgeryic a col. Agerwelyic ku a cin aroop biyik yen. Indiquez votre langue et nous appellerons un interprète. Le service est gratuit. ɗi ba. Indicare la propia lingua. Un interprete sarà chiamato. Il servizio è gratuito. Ku tïlmään luqäddäädä. Turjubään äyää looyëërï-doonää. Turjubäänkä lägugu yëëräyo wää bïlääsh. Gara afaan keetti eeri. Turjumaanni ni waamama. Turjumaanni beesee takka malee siif qophaawa. Indique o seu idioma. Um intérprete será chamado. A interpretação é fornecida sem qualquer custo para você. turjubaan. Turjubaanka wax lacagi kaaga bixi mayso. Onyesha lugha yako. Mkalimani ataitwa. Utapewa mkalimani bila gharama yoyote. mou dimbeuli leu. Ndimbeul bi do ci fey dara. Tọ́ka sí èdè rẹ. A ó pe ògbùfọ̀ kan. Ọ̀fẹ́ ni a ó pe ògbùfọ̀ yìí fún ọ. Danıdıınız dili bildirin. Sizin üçün t ərcüməçi dəvət olunacaq. Tərcümə xidməti üçün ödəni t ələb olunmur. Konutuunuz dili gösterin. Sizin için bir çevirmen aranacaktır. Bu çevirmen size ücretsiz salanır. Taw rau koj hom lus. Yuav hu rau ib tug neeg txhais lus. Yuav muaj neeg txhais lus yam uas koj tsis tau them dab tsi. Tunjukkan bahasa Anda. Penerjemah akan dihubungi. Penerjemah disediakan gratis tanpa dikenakan biaya. Tunjukkan bahasa anda. Jurubahasa akan dihubungi. Jurubahasa akan disediakan tanpa anda dikenakan bayaran. heuc daaih lorx meih. Ninh mbuo porv waac mienh tengx nyei jiauv louc yaac baeqc thenx maiv zuqc cuotv zinh nyaanh faan-liuc. . . ү ү . Hãy ch vào ngôn ng ca quý v. Mt thông dch viên s c gi n, quý v s không phi tr tin cho thông dch viên. Nho pontâ pa lingu qui nho ta papiâ. No ta arranja um interprete pa nho. No ta rranje um interprete e nho ca ta pagâ nada pa el. Printed on recycled paper. 10/14 LanguageIDGuide 02.18.15.V1.indd 2 2/19/2015 11:51:54 AM Exhibit G Title VI and Environmental Justice Training Transportation Systems Division SEPTEMBER 30, 2020 Exhibit H What is Title VI? General Discussion –Chapter 28, WSDOT Local Agency Guidelines (28.1) “Local agencies, as recipients of Federal financial assistance, are required to comply with various nondiscrimination laws and regulations, including Title VI of the Civil Rights Act of 1964.” Title VI prohibits discrimination based on race, color, national origin, sex (gender) and disability in the provision of benefits and services. Civil Rights Restoration Act of 1987 restored the original intent of Title VI to include all programs and activities of federal-aid recipients. Therefore, Title VI applies to an entire institution; it is not limited to the program that receives federal funding (e.g., planning, capital, operations). Exhibit H What is Title VI? “Discrimination” Defined Denial of any service, financial aid, or benefit provided under a program to which an individual may otherwise be entitled; Different standards or requirements for participation; Segregation or separate treatment in any part of the program. Exhibit H What is Title VI? Requirements Similar to WSDOT, local agencies are expected to comply with the U.S. Department of Transportation’s (USDOT) Title VI regulations. In addition, local agencies are expected to address Environmental Justice and Limited English Proficiency consistent with the guidance provided by WSDOT. Each local agency that receives Federal Funds through WSDOT is required to establish a Title VI Program to ensure that the provision of benefits and services, and transportation decision- making are conducted in a nondiscriminatory manner. This Title VI Program includes a requirement for local agencies to submit a plan specifying how it will implement their Title VI responsibilities. Agencies must provide an Annual Title VI Update and Accomplishment Report. Exhibit H What is Title VI? Where to Find the City’s Title VI Plan & Complaint Form -City of Renton Website Exhibit H What is Title VI? Executive Order 13166 –Limited English Proficient (LEP) Populations Federal aid recipients must take reasonable steps to ensure LEP persons have meaningful access to programs, services and information those recipients provide. May require providing written/oral communications in a language other than English. Examples of successful outreach include efforts made throughout the Williams Ave South and Wells Ave South project (Keith Woolley, Project Manager, to provide details) Exhibit H What is Title VI? Environmental Justice (EJ) Principles Identifies and addresses adverse effects of government programs and activities on minority and low income populations during the planning and NEPA process Mirrors the purpose of Title VI in regards to environmental hazards. Encourages public participation and access to information. Prohibits disproportional effects from the Federal Aid Project. Exhibit H What is Title VI? Required Action per Environmental Justice (Documentation is Key to Compliance) Community effects Incorporate data & demographic analysis: ethnicity, gender, geography in the public outreach Economic effects Prohibits disproportionate effect on low-income, minority population Relocation effects must be equalized Community cohesion, dislocation, relocation Equity effects must be equalized Air quality, cultural resources, hazardous materials, noise, visual impact analysis, access to transit services Exhibit H Complaints Alleging Title VI Violations If an individual believes that she/he has been discriminated against because of race, color, national origin, sex, age, disability of socioeconomic status, that person can file a complaint. When a complaint is filed with the State DOT, the State DOT refers it to the FHWA Headquarters Office of Civil Rights (HCR) for investigation. A complaint must be filed within 180 days of the alleged occurrence or when the alleged discrimination became known to the complainant; Generally speaking, prompt pay or related contract issues do not meet the spirit or intent of the law under Title VI. EJ compliance is required to advance beyond the PE phase of the project. Exhibit H Effects of Non-Compliance Non-compliance with Title VI may result in: Grant funds withheld to the recipient, or forced to be repaid, until the recipient complies, and/or A project NEPA must comply with Environmental Justice Executive to obtain approval. Exhibit H Resources WSDOT Office of Equal Opportunity Equal opportunity home | WSDOT City of Renton –Title VI Plan and Complaint Form https://rentonwa.gov/city_hall/public_works/transportation_systems Exhibit H Questions/Discussion? Exhibit H Tom Chrisman, Project Development Trainer March 2021 DBE Program Training For Local Agencies Roger Millar, Secretary of Transportation Keith Metcalf, Deputy Secretary of Transportation Exhibit H Training Objectives •Understanding the requirements of the FHWA DBE Program as administer by WSDOT •Changes in project bidding •Changes in monitoring and reporting requirements •Project closure requirements 2 Exhibit H Learning Process •Program Overview •Preconstruction phase •Construction •Diversity Management & Compliance System •Project Closure 3 Exhibit H FHWA DBE Program •Code of Federal Regulations 49 (CFR) Part 26 •Stewardship and Oversight Agreement •LAG Manual •USDOT Official interpretation (Q&A) 4 Exhibit H WSDOT DBE Program Overview •Disadvantage Business Enterprise (DBE) firm •Certification –by Office of Minority and Women’s Business Enterprises (OMWBE) •Local Agency Guidelines Manual Chapter 26 5 Exhibit H DBE Goals •Three types of goals –DBE Goal –FSBE Goal –UDBE Goal Transition from UDBE to DBE –You will notice an increase in your project DBE goal. The reason for the increase is the availability of DBE has more than doubled 6 Exhibit H Definitions •Goal –Percentage of the contract work •Commitment –Defined amount ($) of work by the bidder (proposer) designated per DBE firm •Mandatory –Condition of Award, DBE only •Race Neutral –Participations from firms that meet the OMWBE certification but not part of Condition of Award 7 Exhibit H Goal vs. Commitment Goal •Project $1,000,000 •DBE Goal 10%$100,000 Commitment •DBE A $ 55,000 •DBE B $ 35,000 •DBE C $ 25,000 Total Commitment: $ 115,000 8 Exhibit H NoDBE goal & COA 9 As of October 1, 2020, when you have a Zero % goal it would show a 0.00% in DMCS When COA is higher than the goal Exhibit H Using Consultant •Identify sub-consultant opportunities Environmental Studies Structural Engineering Geotechnical Engineering Surveying •Prepare Independent Estimate for Consulting Services (LAG Appendix 31.94) and submit to LPE for goal determination prior to advertisement •DMCS Reporting •Conduct DBE On-Site Reviews using Form 272-051 as early as meaningful work begin and submit to LPE within 10 days of completion 10 Exhibit H Submittal of consultant award data 11 Consultant Exhibit H 12 PS&E Preparation Goal setting •Submit 90% Construction Estimate to LPE •Only good for 180 days or estimate within 20% •A Goal letter will be generated to inform the agency of the goal and the necessary Special Provisions to be included in the contract • Submit the draft contract document (PS&E) to LPE for review Exhibit H 13 Bid Evaluation (construction) (for mandatory DBE goal only) During the Bid Evaluation period •Familiar with the requirements of 1-02.6, 1-02.9 and 1- 02.13 •DBE Utilization Cert to be submitted with the bid Exhibit H Bid Evaluation continued •Items to be submitted within 48 hours of bid opening DBE Written Confirmation and/or Good Faith Effort (GFE), submitted –the GFE box must be checked DBE Bid Item Breakdown Document (272-054) DBE Trucking Credit Form (272-058) if applicable Submit the bid tab and bid documents from the three lowest responsive bidder to LPE for concurrence. The breakdown and Truck Credit form may be corrected within five days of bid opening 14 Exhibit H 15 Construction –Award of contract •Submit Award Data per LAG 46.3 •DMCS contact information from the agency and prime contractor are required •Award Data must be submitted within 30 days of award –This is critical especially on short duration projects. Exhibit H 16 46 .3 Submittal of Award Data The local agency must submit the following information to the Region Local Programs Engineer with 30 days of award: •Tabulation of bids. •Engineer’s estimate. •Award letter to the contractor. •Names and addresses of all firms that submit a quote to the successful low bidder. •DBE Utilization Certification, DOT Form 272-056 (if applicable). •DBE Written Confirmation Document, DOT Form 422-031 (if applicable). •Diversity Management & Compliance System (DMCS) contact information as follows, Agency Contractor Name: Name: Title: Title: Phone:Phone: Email: Email: Failure to submit the above listed information, before construction begins, will result in a delay of reimbursement for the billed cost, until the information is received. Exhibit H 17 Construction –Pre Construction Conference Subcontractors •FHWA -1273 –Agency will continue to requirement of Federal Certification form 420-004 •Submit all DBE subcontracts to OEO per project special provisions –APWA 1 -07.11 •Invite region OEO to the Precon Exhibit H 18 Construction –Pre Construction Conference Records and Reports •Monthly Payment reporting in DMCS –(Standard Specification 1-08.1) •Goal vs. Commitment •On-Site reviews must be conducted for DBE, FSBE and UDBE firms regardless COA or race neutral (272-051, 272-052, & 272-064) •DBE Truck Unit Listing Log must be submitted (350-077) •Retainage form must be submitted monthly (272-065) Exhibit H 19 Construction – Changes to COA Changes in COA work committed to DBE (GSP 1-07.11 opt B) 1.Owner Initiated Changes • Modification of the COA is allowed with justification. 2.Contractor Initiated Changes • No Modification to COA, contractor must include how COA will be achieved 3.Original Quantity Underruns 4.DBE Termination Exhibit H 20 Construction – Changes to COA •Any change in COA, Notify LPE as soon as possible •Any reduction to the commitment must be documented with a Change Order. •Change Orders affecting COA must be submitted to LPE for concurrence prior to execution. •Agency MUST submit a copy of the executed Change Order to Local Program Engineer. •Change Order is not entered into DMCS and files until submittal. Exhibit H 21 Construction –Monitoring DBE’s Conduct On-Site Reviews for UDBE, DBE’s and FSBE’s •Request to Sublet –OMWBE webpage for certification • On-Site Review shall cover the work as specified in the DBE Item Breakdown form submitted with bid proposal •If the work span over a year, the On-Site Review shall be conducted each year for the same type of work •If DBE performs additional work not documented on the Bid Item Breakdown, another On-Site Review may be warranted Exhibit H 22 Continue •WSDOT OEO may request the Inspectors Daily Reports with the On-Site Review for the days around the review. •Without the On-Site Review, no DBE participation credit may be given to the project •Submit the On-Site Review to Local Programs Engineer within 10 days of completion •A final copy of the On-Site will be available to the Agency under docs tab in DMCS Exhibit H DMCS Doc tab example 23 Exhibit H Additional Doc may be requested by OEO •Purchase Orders •Vehicle registration and or Titles •Bills of lading or delivery invoices •Inspection Records •Payment Records •Work Orders 24 Exhibit H Continued •Certified Payrolls •Inspector Daily Reports •Traffic Control Daily log •Emails (as needed) •Change orders •Request to Sublet •Subcontracts 25 Exhibit H 26 Construction –Prompt Payment Prompt Payment –Tracking using DMCS •RCW 39.04.250 –When payment is received by a contractor (or sub) for work performed, the contractor (or sub) shall pay to subcontractor (or lower tier sub) no later than ten days after the receipt of payment •SS 1-08.1 –The subcontractor payment amount reporting in DMCS shall be the actual payment. Exhibit H 27 Construction – Release of Retainage (subcontractor) 49 CFR 26.29 (c)–A subcontractor’s work is satisfactorily completed when all tasks called for in the subcontract have been accomplished and documented as required by the recipient. SS 1-08.1(1) Item 11 –The Contractor may also require any documentation from the Subcontractor that is required by the subcontract or by the Contract between the Contractor and Contracting Agency or by law such as affidavits of wages paid, and material acceptance certifications and releases from governmental agencies to the extent that they relate to the Subcontractor’s Work. Exhibit H 28 DMCS Reporting As part of the Award Data submittal, Local Programs will enter general contract information to DMCS. All COA DBE’s and commitment amount will be loaded Prime (consultant / contractor) •Enter the remaining non-DBE subs and Race Neutral DBE subs. Higher tier sub to enter the lower tier subs •Report payment(s) receive from agencies monthly •Report payment(s) made to subcontractors monthly •Higher tier subs to report payment(s) to lower tier subs monthly •Report retainage payments •Report Zero for no work or no payment Exhibit H 29 DMCS Reporting – Cont. Sub-consultants / sub-contractors •Confirm payment receipt and final payment (retainage release) Local Agencies •Monitor and verify payments are made monthly •Monitor and verify retainage release and commitment is met •Monitor goal attainment for UDBE,DBE and FSBE (if applicable) Exhibit H DBE documentation for closure FHWA funded projects. •On-Site Review is required to be conducted for each DBE firm, for both Condition of Award (COA) and Race Neutral (Construction contracts and Consultant agreements). If it is a multiyear project, one onsite review per year. The On-Site reviews is required to be submitted within ten days of complete for Section 1 and 2, not at project closure. •Payments recorded in DMCS (for all subs) •All Retainage has been released. Submit final Monthly Retainage Report, DOT Form 272-065 30 Exhibit H Continued •Submit Final DBE Utilization Plan Report, DOT Form 272-055 •Submit all executed change orders that impacted the Condition of Award DBE. This should also include justification of DBE COA changes, DBE firm acknowledgement of the change, WSDOT concurrence, and (partial) termination notification •Final summary of total payments to DBE firms both COA and non-COA. •The Final summary report can be printed from DMCS under the Compliance Audit Summary tab. 31 Exhibit H Final Summary can be printed 32 Exhibit H Good Faith Effort and/or Quantity Underrun documentation •Document, Document, Document •If it is not documented, How do you prove Good Faith Effort? •Document Who, What, When. 33 Exhibit H WSDOT Forms 34 http://wsdot.wa.gov/forms/pdfForms.html Exhibit H QUESTIONS 35 Exhibit H 0BCity of Renton 1055 South Grady WayRenton, WA 98057 MEETING SIGN-IN SHEET MEETING: Transportation Division Meeting DATE / TIME: September 16, 2020 9:00am 1BNAME ORGANIZATIONEMAILSIGNATUREJim SeitzCity of Rentonjseitz@rentonwa.govJoey Harnden City of Rentonjharnden@rentonwa.govMarketa Trubec City of Rentonmtrubec@rentonwa.govKeith Woolley City of Rentonkwoolley@rentonwa.govVangie Garcia City of Rentonvgarcia@rentonwa.govHeather Gregersen City of Rentonhgregersen@rentonwa.govEric Cutshall City of Rentonecutshall@rentonwa.govBob Hanson City of Rentonbhanson@rentonwa.govHebe Bernardo City of Rentonhbernardo@rentonwa.gov0HHWLQJ&RQGXFWHG9LUWXDOO\YLD=RRP7RSLFVLQFOXGHG7LWOH9,DQGXSFRPLQJ7UDLQLQJV$OOLQGLYLGXDOVOLVWHGZHUHLQDWWHQGDQFHExhibit I 2BNAME ORGANIZATIONEMAILSIGNATUREFlora LeeCity of Rentonflee@rentonwa.govAlex Taylor City of Rentonataylor@rentonwa.govChris Barnes City of Rentoncbarnes@rentonwa.govJohn HastyCity of Rentonjhasty@rentonwa.govEmily Logan City of Rentonelogan@rentonwa.govEthan Belen City of Rentonebelen@rentonwa.govDerek Akesson City of Rentondakesson@rentonwa.govBlake Costa City of Rentonbcosta@rentonwa.govRonald Mar City of Rentonrmar@rentonwa.govKelsey Marshall City of Rentonkmarshall@rentonwa.govExhibit I City of Renton Human Resources Diversity, Equity and Inclusion Tactical Plan 2021 EditionExhibit J Exhibit J „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 Exhibit J 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 Exhibit J 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 Exhibit J 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 .....20 1 9 ..... ...20 1 6 ...37% 63% 61% 39% Female Male 4 City of Renton Exhibit J 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 Exhibit J 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% 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 Exhibit J 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% ETHNICITY GENDER 48% 18.5% 81.5%52% People of Color White FemaleMale Human Resources Diversity, Equity and Inclusion Tactical Plan 7 Exhibit J 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 Exhibit J 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 022302302 41 2019 311202263 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 Exhibit J 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 Exhibit J 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 Exhibit J 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 Exhibit J 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 Exhibit J 14 City of Renton Exhibit J 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 Exhibit J 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 Exhibit J „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 Exhibit J 18 City of Renton Exhibit J 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 Exhibit J 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 Exhibit J 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. 01 2345 @2019 Heidrick & Struggles, lnc. All rights reserved. Human Resources Diversity, Equity and Inclusion Tactical Plan 21 Exhibit J City of Renton Human Resources and Risk Management 1055 South Grady Way, Renton, WA 98057 425-430-7650, rentonwa.gov/hrrm  Exhibit J From:Kristi Rowland To:ORG ALL Cc:Renton Results Subject:TODAY at 9am Renton 101| Diverse Work, Diverse Coworkers: Building Skills for LGBTQ+ Inclusion Date:Wednesday, September 9, 2020 8:04:18 AM Importance:High TODAY at 9am*: Diverse Work, Diverse Coworkers: Building Skills for LGBTQ+ Inclusion Our quarterly managers meeting (*QMM starts at 8:35) is opening this session to all employees for this important topic. Learn about the diversity that LGBTQ+ employees and the public bring to your work! We will learn about Washington’s many LGBTQ+ communities, talk about the values we all share, and learn hands-on strategies for making our workplaces supportive and effective. This will be a relaxed, interactive presentation with opportunities for asking questions, learning together, and making our teamwork more effective as we face challenges with pride. When: Wednesday, September 9th, 9-11:30* (add to your calendar) Where: Zoom (click here to join after 8:55 am) Or phone: (253) 215-8782 Meeting ID 832 4233 3514 PW 635437 Who: Presented by J. Denise Diskin (she/her), Executive Director of the QLaw Foundation of WA What: A relaxed, interactive presentation with opportunities for asking questions *If you are part of the quarterly managers meeting, the QMM meeting will begin at 8:35. Login anytime after 8:30. The QMM Meeting appointment on your calendar includes the agenda. The zoom link is the same. Topics to expect in the weeks and months ahead – note this list continues to grow! Dates can change so watch our calendar (add it to your outlook calendars!) Finance ·How to read your paycheck/W4 (1/21) ·Purchasing Cards (2/11) ·2021-2022 Budget Process (6/23 & 6/25) ·Capital Budgeting for Human Resources ·COVID-19 Leave & Benefit Update (3/31) ·COVID-Leave Follow up and Q&A (4/8) ·Union Contracts & Policy (2/18) IT ·”Ask IT” Remote Access and More (4/2) ·IT Requests and Project Intake ·Cybersecurity ·Sharepoint Basics (4/7) Exhibit K