CITY OF ROCHESTER COUNCIL AGENDA Zoom Meeting

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1 CITY OF ROCHESTER COUNCIL AGENDA Zoom Meeting Study Session June 14, :30 PM DUE TO THE STATEWIDE EMERGENCY ISSUED BY GOVERNOR WALZ, THE COMMON COUNCIL OF ROCHESTER IS HOLDING THIS MEETING BY TELEPHONE OR OTHER ELECTRONIC MEANS PURSUANT TO MINNESOTA STATUTES SECTION 13D.021. SOME COUNCIL MEMBERS MAY ATTEND IN PERSON IN COUNCIL CHAMBERS AT CITY HALL. -VIEW MEETING: CABLE TV, LIVESTREAMING, ZOOM Citizens can view the meeting on channel 180 or 188 (Spectrum - Charter) or Channel 80 (MetroNet). Once the meeting starts, find the live stream at To attend through Zoom, copy this link into your web browser: CALL INTO THE ZOOM WEBINAR: Call: Webinar ID: Passcode: IN PERSON ATTENDANCE: Community members may attend in person. Spacing is limited, so Zoom attendance is encouraged. STUDY SESSION MEETING ITEMS City of Rochester Vision, Principles, and Priorities 1 Affirm and Finalize Strategic Priorities 2 Diversity, Equity, and Inclusion Overview and Recommendations 3 Study Session Schedule 4 Other Business

2 City of Rochester Vision, Principles, and Priorities Community Vision 2040 Rochester is a city that cares. Where all people are treated with dignity and respect. Where residents, employees, and visitors enjoy high quality lof life. Where business and industry thrive, and where the land and environment are renewed and sustained for the benefit of all. It is a welcome and diverse community. Renowned for it s reputation as a center for growth and innovation, its robust economy, and programs and institutions that support life-long learning. Characterized by its safe and friendly neighborhoods, diverse and affordable housing options for people of all ages and backgrounds, thriving downtown, vibrant public spaces, and easy access to parks and recreation amentities. Committed to health and wellness for its people, and also of the air, water, and land they depend on for sustenance. Connected both physically and socially, offering balanced transportation options, well-planned streets, sidewalks, trails, and neighborhoods - and hospitable cultural atmosphere. Dedicated to the sustainable and responsible use of public resources and porvision of quality public services, supporting livability and long-term fiscal health. Organizational Vision A vibrant, compassionate, innovative team. Strategic Priorities Enhance quality of life Increase neighborhood connectivity. Increase affordable housing options. Maintain and increase neighborhood vitality and livability. Secure a funding stream for sustained parks and recreation improvements and community amenities. Foster a team oriented culture Use High Performance Organization practices to creates operational efficiencies. Develop recruitment strategies to diversify and achieve a high-quality workforce. Create employee development plans. Use technology to share and communicate effectively. Foundational Principles Compassion Environmental Stewardship Fiscal Responsibility & Sustainability Public Safety Social Equity Manage growth and development Balance downtown/dmc and community-wide development efforts. Incorporate P2S infrastructure planning into development decisions. Implement the recommendations of P2S, the Parks and Recreation Master Plan, and the Library Strategic Plan. Balance public infrastructure investment Improve transportation and related facilities. Develop an asset management plan and use life-cycle cost considerations during decision making. Develop a policy and practice of assessing new infrastructure investment based on current assets and maintenance costs. Packet Pg. 2

3 Council Study Session Item 1 AFFIRM AND FINALIZE STRATEGIC PRIORITIES MEETING DATE: June 14, 2021 ORIGINATING DEPT: City Administration AGENDA SECTION: Study Session Meeting Items PREPARED BY: Aaron Parrish STUDY SESSION TOPIC SUMMARY: The Council and team have been engaging in meaningful discussion around priorities for its shared service. Reflective of that work, attached is a summary of Strategic Priorities that have been actively discussed by the City Council including Affordable Living; Economic Vibrancy and Growth Management; and Quality Services for Quality Living. The document also reflects where we are at in the process and next steps. In particular, once the Strategic Priorities are affirmed by the Council the team will begin developing a Goals, Tactics, and Key Performance Indicators (Work Plan). The goal is to have the Strategic Priorities approved at a July Council Meeting and to have the Council approve the Work Plan in conjunction with the Budget. POLICY CONSIDERATIONS: 1. Does Affordable Living; Economic Vibrancy and Growth Management; and Quality Services for Quality Living reflect the Council s Strategic Priorities? 2. Is the Council ready to direct the team to develop a Work Plan and move into the next step of Strategic Planning Development? ATTACHMENTS: Strategic Priorities Document v Study Session Strategic Priorities Presentation Packet Pg. 3

4 City of Rochester Strategic Priorities Adopted June a Background: Over a three-month period, the City Council, City Administrator, and other key teammates worked to define the City's strategic priorities. This work was informed by the Community Vision, Organizational Visions, and the Council's Foundational Principles. For each Strategic Priority, the Council has provided areas of focus that can help define the City's role in carrying out these strategic priorities, either alone or with partners. These areas of focus, which are in bullet points below each priority, do not necessarily represent a financial commitment; they may also be an area of city regulation, such as zoning and land use, or an opportunity for the city to provide legislative support in helping to implement the strategy, such as a major infrastructure project. For purposes of this work, the Council has defined strategies as: Define long-term goals Include plans for how to achieve them Fits into the organization, community, and visions The Council has also provided guidance and context for staff to develop a Work Plan that implements the strategic priorities. These are highlighted in the boxes below each strategy. For purposes of this work, tactics are defined as: More concrete and specific Oriented toward smaller steps Have a shorter time frame Include things like high-performance organization, best practices, specific plans, and budgets Strategic Priorities: Developing the Strategic Priorities is an effort to create focus and alignment among existing plans, community feedback, and to capitalize on opportunities. It is an effort to create intentionality in the services we provided and the work we collectively do for the community. Strategic Priorities creates a lens for the Council and team to effectively engage in meaningful prioritization, Work Plan development, and implementation that moves us toward the community vision. Packet Pg. 4

5 The Council has adopted the following Strategic Priorities: 1.a In order to achieve these priorities, the Council has committed to a legislative and process structure that emphasizes Strategic Governance and Inclusive Decision-Making that supports (Graphically represented in Appendix B): Service delivery models and partnerships where City is not always the leader Decision-making that is informed by citywide communication and engagement strategy with Diversity/Equity/Inclusion (DEI) at the forefront Teammates creating work plans/annual commitments aligned with Foundational Principles and Strategic Priorities Policy and operational actions reflect equitable community investment Implementation In the development of the Work Plan, the team will utilize the Council's strategic priorities, areas of focus, and guidance and context to develop implementation plans for the strategic priorities. The Work Plan will: Be built around the Council adopted Foundational Principles and Strategic Priorities Be recommended by City Administrator for City Council approval Integrate equity, communications, and engagement into all facets of the Work Plan Prioritize creation of a communication tool for the Strategic Priorities Focus on teammate engagement, a positive culture, innovation, data, and evidenced decisionmaking, and organizational development. Packet Pg. 5

6 1.a Plan development, implementation, and evaluation is a continuous process as reflected below: The team will begin developing the Work Plan once the Strategic Priorities are affirmed by the Council. It will then be presented in conjunction with the Budget. While illustrative, below is an example of how one goal, various tactics could address the Council s affordable living goal. Packet Pg. 6

7 1.a Appendix A: Context and Additional Guidance for Strategic Priorities. Affordable Living Areas of focus: Housing variety and affordability Transportation options and access Equitable regulatory landscape and creative incentives Access to opportunities and amenities Guidance and Context for Annual Commitment: Affordable Living Regulatory landscape in balance with surrounding residents and economic realities of real estate development Integration of 2040 Comprehensive Plan Goals and related incentives to address various housing needs Address issues with current housing stock through effective code enforcement and creativity for chronic problem properties Align financial resources and teammates with the housing goal to achieve maximum impact Ensure policies focused on infrastructure, infrastructure investment, and investment in public amenities are done equitably Quality City Services for Quality Living Areas of focus: Cultural and recreational opportunities that provide access and equity The organization and services reflect changing demographics and needs identified by the community Services are sustainable, integrated, and easy to navigate Service delivery is optimized, cost-effective, and reflect our Foundational Principles Guidance and Context for Annual Commitment: Quality City Services for Quality Living Support strong neighborhoods and elevate neighborhood vitality as part of economic vibrancy and quality living. Continue to support opportunities to develop parks and trails in a manner that reflects Community Vision Explore opportunities for an integrated resident experience - Library, Parks, Mayo Civic Center, Civic Music, and partnerships Embed High Performing Organization principles into organizational culture with a focus on service delivery that reflects one city Ensure that public safety services reflect community needs, priorities, and a commitment to continuous improvement. Embrace data and evidence-based decision-making and related performance analytics Economic Vibrancy and Growth Management Areas of focus: Clarity, alignment, and unity with economic development partners in defining city leadership and community values Establish a competitive and sustainable approach to effectively allocating Destination Medical Center resources, legislative allocations, and city revenue Develop implementation tools and strategies for the Comprehensive Plan to ensure current decisions reflect future projections Packet Pg. 7

8 1.a Adopt design guidelines that better reflect Council and community values Guidance and Context for Annual Commitment: Economic Vibrancy and Growth Management Create clarity, alignment and unity with economic development partners in defining city leadership and community values Establish competitive and sustainable approach to effectively allocating DMC resources, Legislative allocations, and city revenue Develop implementation tools and strategies for Comprehensive Plan to ensure current decisions reflect future projections Address city service provision to unincorporated areas surrounding Rochester; consider legislation to recover costs; manage growth Adopt design guidelines that better reflect Council and community values and goals to ensure development compatibility with existing and future neighborhoods In order to achieve these priorities, the Council has committed to a legislative and process structure that emphasizes Strategic Governance and Inclusive Decision-Making: Key tactics: Service delivery models consider partnerships where City is not always the leader Decision-making is informed by citywide communication and engagement strategy with Diversity/Equity/Inclusion (DEI) at the forefront Teammates create work plans/annual commitments aligned with Foundational Principles and Strategic Priorities Policy and operational actions reflect equitable community investment Guidance and context for Strategic Governance and Inclusive Decision-Making Build and strengthen partnerships, and align roles define where city is best positioned to lead, influence and support Adopt citywide communication and engagement strategy that elevates DEI in process Utilize data effectively qualitative stories and quantitative data to ground policy discussion and support short/long Conduct community engagement when needed focusing on stakeholder voices often absent in dialogue Ensure consistent and timely information provided to stakeholders and Council Packet Pg. 8

9 Appendix B: 1.a Packet Pg. 9

10 1.b FINALIZING STRATEGIC PRIORITIES Strategic Planning Workshop IV Worthington Advisors, LLC Packet Pg. 10

11 1.b Agenda Reviewing the Process and Next Steps Affirming the Strategic Priorities Strategic Communications and Engagement and Diversity+Equity+Inclusion Update 2 SLIDE Packet Pg. 11

12 1.b FOUNDATIONAL PRINCIPLES Evaluate Context, Existing Plans, Community Need, and Opportunity Assess Progress, Communicate Results, and Adjust if needed CITY OF ROCHESTER STRATEGIC PRIORITIES AND WORK PLANNING CYCLE Affirm Strategic Priorities Execute and Manage the Work Plan Develop Work Plan Featuring Goals and Tactics to Advance Strategic Priorities Packet Pg. 12

13 1.b CITY OF ROCHESTER STRATEGIC PLANNING DEVELOPMENT 4 SLIDE Existing Plans Community Feedback & Need Alignment with Opportunity Foundational Principles Strategic Priorities CITY OF ROCHESTER WORK PLAN Packet Pg. 13

14 ADMINISTRATION POLICY Work Plan Strategic Priorities Foundational Principles 2040 Community Vision and Organizational Vision 1.b Goal (Linked back to specific Strategic Priorities) Tactic 1 Tactic 2 Tactic 3 Primary KPI Secondary KPIs Affordable Living Quality Services for Quality Living Economic Vibrancy and Growth Management Compassion Environmental Stewardship Fiscal Responsibility and Sustainability Public Safety Social Equity Community Vision Reflected in Comprehensive Plan Organizational Vision: A vibrant, compassionate, and innovative team Packet Pg. 14

15 ADMINISTRATION POLICY 1.b Work Plan Strategic Priorities Foundational Principles 2040 Community Vision and Organizational Vision Goal (Linked back to specific Strategic Priorities) Tactic 1 Tactic 2 Tactic 3 Primary KPI Secondary KPIs Affordable Living Quality Services for Quality Living Economic Vibrancy and Growth Management Compassion Environmental Stewardship Fiscal Responsibility and Sustainability Public Safety Social Equity Community Vision Reflected in Comprehensive Plan Organizational Vision: A vibrant, compassionate, and innovative team Packet Pg. 15

16 1.b Sustainability and Resilience Task Force Community Listening Session Feedback 7 SLIDE Affordable housing & living wages Community Resources (how/where to access, communication, translation Better Education system Small Business & entrepreneurial support Accessible transportation (routes, times, cost) Cultural activities & community events Sustainable infrastructure, green jobs, climate change education/engagement, green space Diversity in representation businesses, local government, Boards & Commissions Job diversity, job assistance, workforce development Equity (addressing racial & economic disparities, building a culture around equity and inclusivity, equal opportunity, trusting & welcoming community) Further Detail Provided in Future Study Session Highlighting Alignment with the Council s Strategic Priorities and How the Results will Inform the Development of the Work Plan Packet Pg. 16

17 1.b Mayor's Youth Council Strategic Priorities Feedback p.1 Quality Living and Quality Services More awareness for services (ex. mental health) and where to find them 8 SLIDE Affordable mental health services (greater community outreach so people know the resource that are out there (presentations in schools, more inclusivity too, diversify the field of healthcare workers) Affordable Housing (intentionally building accessible houses close to/in order them to have easy access to transportation, bike paths, and stores De-escalation services Economic Vibrancy and Growth Management Grow downtown Coop Affordable bussing / pay for bus drivers Raisin Canes (popular!!!) More entertainment (non-expensive night clubs, bars, more activities, more bowling allies, sport centers) Patients at Mayo have advocated for this Concerts (expand Down at the Riverside) Parking (easy access) Expansion of job diversity outside of Mayo More store-front space availability Expand Farmers Market More drive-in movies Packet Pg. 17

18 1.b Mayor's Youth Council Strategic Priorities Feedback p.2 9 SLIDE Housing and Affordable Living Building affordable housing within affluent areas How to combat rising house prices in wake of DMC? (develop outwards) How to control housing prices in the event of market fluctuations while being close to public services like work at Mayo Clinic, stores, and transportation like bike paths Adding more accessible and affordable public transportation Keeping community scooters and bikes low cost and accessible Jeremiah Program (programs that target specific groups of people) Public housing Prices coordinated with income Community engagement when dealing with homeless people Increasing advertisement of housing programs Offer living that has garden space and offer environmental services Create jobs outside of Mayo Clinic A full summary of the Mayor's Youth Council Strategic Priority review was sent to City Council via on 06/14/2021 Packet Pg. 18

19 1.b Affirming the Strategic Priorities 10 SLIDE Strategic Priority: Strategic Priority: Affordable Living AREAS OF FOCUS HOUSING VARIETY AND AFFORDABILITY TRANSPORTATION OPTIONS AND ACCESS EQUITABLE REGULATORY LANDSCAPE AND CREATIVE INCENTIVES ACCESS TO OPPORTUNITIES AND AMENITIES Economic Vibrancy and Growth Management AREAS OF FOCUS CREATE CLARITY, ALIGNMENT AND UNITY WITH ECONOMIC DEVELOPMENT PARTNERS IN DEFINING CITY LEADERSHIP AND COMMUNITY VALUES ESTABLISH COMPETITIVE AND SUSTAINABLE APPROACH TO EFFECTIVELY ALLOCATING DMC RESOURCES, LEGISLATIVE ALLOCATIONS, AND CITY REVENUE DEVELOP IMPLEMENTATION TOOLS AND STRATEGIES FOR COMPREHENSIVE PLAN TO ENSURE CURRENT DECISIONS REFLECT FUTURE PROJECTIONS ADOPT DESIGN GUIDELINES THAT BETTER REFLECT COUNCIL AND COMMUNITY VALUES Strategic Priority: Quality Services for Quality Living AREAS OF FOCUS CULTURAL AND RECREATIONAL OPPORTUNITIES THAT PROVIDE ACCESS AND EQUITY THE ORGANIZATION AND SERVICES REFLECT CHANGING DEMOGRAPHICS AND NEEDS IDENTIFIED BY COMMUNITY OPERATIONS ARE SUSTAINABLE, INTEGRATED, AND EASY TO NAVIGATE SERVICE DELIVERY IS OPTIMIZED, COST EFFECTIVE, AND REFLECT OR FOUNDATIONAL PRINCIPLES Packet Pg. 19

20 Work Plan Example 1.b Strategic Priority: Affordable Living Area of Focus: Housing Variety and Affordability Goal 1: Create 500 owner or renter occupied units affordable to those making 50% of Area Median Income by 2024 Tactic 1: Evaluate Existing City Owned Properties for Disposition with a Prioritization on Mixed Income Housing Tactic 2: Develop Program to Waive Infrastructure Charges for Accessory Dwelling Units and Create ADU Pilot Program Tactic 3:Create provisions in the UDC to have affordable housing listed as one of the few eligible incentives. Key Performance Indicator 1: Percentage of Total Units Constructed or Under Construction Key Performance Indicator 2: Number of ADU s constructed Key Performance Indicator 3: UDC Presented for Council Adoption by. Packet Pg. 20

21 1.b 12 SLIDE Strategic Priorities - Are These Right? Affordable Living Economic Vibrancy and Growth Management Quality Services for Quality Living Packet Pg. 21

22 1.b IAP2 Spectrum of Engagement 13 SLIDE Packet Pg. 22

23 Council Study Session Item 2 DIVERSITY, EQUITY, AND INCLUSION OVERVIEW AND RECOMMENDATIONS MEETING DATE: June 14, 2021 ORIGINATING DEPT: Diversity, Equity and Inclusion AGENDA SECTION: Study Session Meeting Items PREPARED BY: Chao Mwatela STUDY SESSION TOPIC SUMMARY: An overview of the city of Rochester organization, focusing on diversity, equity and inclusion (DEI), was conducted in March and April of This overview compiles prompted reflections from city teammates, data review of the organization and the City of Rochester at large, as well as past DEI efforts. Based in this review, organizational DEI recommendations are presented. POLICY CONSIDERATIONS: 1. Does Council support these initial city organization DEI recommendations? 2. Do the recommendations align with Council priorities in centering social equity as a foundational principle? ATTACHMENTS: DEI Review Presentation 2021 Diversity, Equity and Inclusion Review Packet Pg. 23

24 2.a DIVERSITY, EQUITY AND INCLUSION REVIEW 2021 Packet Pg. 24

25 2.a 2 SLIDE Community Vision 2040 Rochester is a City that cares. Where all people are treated with dignity and respect. Where residents, employees, and visitors enjoy a high quality of life. Where business and industry thrive. Where land and environment are renewed and sustained for the benefit of all. It is a welcome and diverse community. Packet Pg. 25

26 2.a 3 SLIDE Purpose The purpose of this review is to determine the strengths, opportunities and challenges that the City of Rochester faces pertaining to Diversity, Equity and Inclusion. This review will guide and inform the work that the City of Rochester continues to do in creating a culture that understands Diversity, strives for Inclusion and commits to Social Equity as a foundational principal. Packet Pg. 26

27 2.a 4 SLIDE Definitions Diversity; Variation in human identity including but not limited to age, race, ethnicity, ability/disability, gender identity, sexual orientation, socio-economic status and migrant status. Equity; Parity in outcomes Inclusion; Active practice of creating welcoming, safe spaces, and removing barriers to access and participation DEI; Diversity, Equity and Inclusion BIPOC; Black, Indigenous and People of Color ICC; Intercultural Cities Programme GARE; Government Alliance on Race and Equity SMART; Specific, Measurable, Attainable, Relevant and Time-bound. Packet Pg. 27

28 2.a 5 SLIDE Who is Rochester, MN Data collected by Minnesota Compass ( indicates that the City has 115,000 residents. The City has great diversity, with a large number of migrant and immigrant community members. A snapshot of the Cities diversity can be summarized as follows; 14.1% of residents are foreign born 82.2% of residents speak English only, and 17.8% are multilingual 79.4% of residents are white and 20.6% are BIPOC residents 12.4% of residents have a disability 51.3% female and 48.7% male 10.1% of residents below poverty level by income 59.6% of renters are cost-burdened and 40.4% of owner households are cost-burdened Undetermined; Gender Identity and sexual orientation & Religion/Spirituality Packet Pg. 28

29 2.a About Teammate 6 SLIDE Conversations General overview of department; number of employees, departmental mission, vision and goals Perspectives on DEI in department Involvement in initiatives focused on DEI Professional development with a DEI focus Diversity of Staff within the department DEI department strengths DEI department opportunity/barriers Packet Pg. 29

30 2.a 7 SLIDE About City Initiatives General overview of the initiative, including but not limited to history, mission and vision. Current status of initiative Goals, assessments and recommendations Packet Pg. 30

31 2.a 8 SLIDE Insights from Teammate Conversations A commitment to Diversity, Equity and Inclusion - Desire for understanding of DEI - commitment to equitable outcomes in work - Historical and current DEI initiatives - Understanding of the community they serve and changing demographics Knowledge of Efforts and Initiatives - ICC, GARE as well as departmental efforts - Not enough traction for culture change - Efforts sometimes siloed Packet Pg. 31

32 2.a Insights from Teammate Conversations DEI Professional Development Training - Trainings provided have varied, but most have covered common language and introductory DEI concepts - DEI trainings have been city-wide/no transferable skills - Trainings have changed often Goals are nebulous - Most mentioned item during the one-on-one conversations - What baseline is the city using to determine goals and/or progress? - Are the city s DEI goals tied only to race and ethnicity? - Does the city have specific DEI goals? If so, why haven t those been broadly shared? Workforce/Recruitment/Retention specific to DEI 9 SLIDE Packet Pg. 32

33 2.a Insights from City Initiatives 10 SLIDE Intercultural Cities Programme Joined in 2018 (first City in America). 140 cities participating Review governance, policies, discourse and practice through intercultural perspective Intercultural Index tool used for benchmarking comprehensive score of 44/100 - Commitment, Education, Neighborhood, Public Services, Business and Labor, Culture and Social Life,Public Space, Mediation, Language, Media and Communication, International Outlook, Intelligence and Competence, Welcoming, Leadership and Citizenship, Anti-discrimination, Participation, and Interaction. * All underlined areas received a score below median Packet Pg. 33

34 2.a Insights from City Initiatives SLIDE Government Alliance on Race and Equity Rochester joined in GARE works to achieve racial equity and advance opportunities for all. City assembled representatives from each department and made these recommendations; Partner with Diversity Council for diversity training Enroll Rochester Leadership Team in another introductory leadership cohort Participate in regular GARE team meetings Create a home for equity work Barriers Time consuming Pushback from internal teammates Anxiety about work within their own department Packet Pg. 34

35 2.a Recommendations/Goals 12 SLIDE 1. RECRUITMENT AND RETENTION OF DIVERSE TEAMMATES CITY LEADERSHIP DATA WHITE BIPOC MALE FEMALE COUNCIL MEMBERS 100% 0% 57% 43% MAYOR AND MAYORAL STAFF *ADMINISTRATION DEPT. 100% 0% 0% 100% 87% 13% 33% 67% LEADERSHIP TEAM 93% 7% 53% 47% Table 1 indicates that the City Council, Mayor, Administrative and Leadership Teams have gender diversity, but the BIPOC communities are severely underrepresented. These city positions are charged with policy and decision making. They are also fundamental in chartering organizational culture. It is imperative that concerted efforts are made in recruiting diverse staff/teammates to leadership positions Packet Pg. 35

36 2.a SLIDE City Teammate Data The City organization is comprised of 899 fulltime teammates, 93.8% of whom are white and 6.2% BIPOC. The community they serve is 79.4% white and 20.6% BIPOC. Research indicates that diverse teams make higher quality decisions, are more innovative and showcase equitable outcomes in all areas. 13 SLIDE Packet Pg. 36

37 2.a Minnesota Demographic Projections SHARE OF THE POPULATION AMONG NON-HISPANIC WHITES AND POPULATIONS OF COLOR IN MINNESOTA, 2018 TO 2053 LONG-TERM POPULATION PROJECTIONS FOR MINNESOTA. 4 MAY 2021, 7.30PM, MN.GOV/ADMIN/ASSETS/LONG- TERM-POPULATION- PROJECTIONS-FOR-MINNESOTA- DEC2020_TCM PDF. Packet Pg. 37

38 2.a Recommendations/Goals 15 SLIDE 2. DEI PROFESSIONAL DEVELOPMENT Common language/historical context; - Develop a DEI commitment that permeates the entire organization. This DEI commitment can include DEI vision, mission, core values etc. - Create/develop a why statement Training matrix; - Department charge, mission and vision - Baseline DEI knowledge and competencies - Knowledge and skills required in specific job/field. Safe spaces/cohort spaces for internal conversations; - Opportunity to debrief, reflect and pivot. - Cohorts for debriefing and at regular intervals. Cohorts can be created by department, job areas (such as first responders), teams (such as leadership teams) etc. Packet Pg. 38

39 2.a Recommendations/Goals 16 SLIDE 3. COMMUNITY CONNECTION AND ENGAGEMENT Incorporates perspectives and needs of all departments Engages community partners, particularly those that represent marginalized communities Create and center authentic relationships with community members and value their time and identities Accountability consistent assessments and metrics to ensure growth IAP2 Spectrum of Engagement (Adopted May 2018) - Creation of Organizational Wide CE & DEI Working Group (Cohort Model) - Representatives from each department - Completion of departmental CE audit - Creation of Initial Engagement Toolkit with Equity Focus - Continued updates to City Council and Leadership Team Packet Pg. 39

40 2.a 17 SLIDE Communications & Engagement Statement of Intent Consistently engage and clearly communicate news, opportunities, and information to community members in an inclusive, transparent, and thoughtful way that encourages residents to share their unique perspective and have their voice be heard, sincerely considered and incorporated into the work of the City of Rochester. Small group Equity goals discussion Creation of Organizational Wide CE & DEI Working Group (Cohort Model) Representatives from each department Completion of departmental CE audit Creation of Initial Engagement Toolkit with Equity Focus Continued updates to Leadership Team and City Council Packet Pg. 40

41 2.a *RECOMMENDATIONS WERE ALSO INFORMED BY WORK DONE BY ICC AND GARE Packet Pg. 41

42 2.a DIVERSITY, EQUITY AND INCLUSION ECONOMIC MOBILITY INITIATIVES 2021 GLOBAL MAYORS CHALLENGE The City of Rochester proposal focuses on the economic mobility of BIPOC women through careers in all-phases of construction. Status: Proposal submitted March 2021 June 15, 2021: 50 cities will be chosen to advance to the next level. October: Second round application due. December: 15 cities will be named to receive $1 million to implement ideas. NATIONAL LEAGUE OF CITIES: ECONOMIC EQUITY The City of Rochester submitted an opportunity assessment to restore economic mobility and health prioritization to Rochester residents most negatively impacted by COVID19 focusing on Black, Indigenous, Latinx, immigrant, refugee, migrant or justice involved. Status: Proposal submitted May 2021 THE MCKNIGHT FOUNDATION VIBRANT & EQUITABLE COMMUNITIES GRANT DMC EDA partnership with the City to (1) accelerate economic mobility of an entrepreneurial ecosystem; (2) cultivate a fair just housing system within the downtown; and (3) strengthen democratic participation through equitable community engagement. Status: $150,000 grant awarded Packet Pg. 42

43 2.a FORWARD TOGETHER Packet Pg. 43

44 2.b 1 P a g e Packet Pg. 44

45 2.b Purpose The purpose of this review is to determine the strengths, opportunities and challenges that the City of Rochester faces pertaining to Diversity, Equity and Inclusion. This review will guide and inform the work that the City of Rochester continues to do in creating a culture that understands Diversity, strives for Inclusion and commits to Social Equity as a foundational principal. Terms, Definitions and Acronyms Diversity; Variation in human identity including but not limited to age, race, ethnicity, ability/disability, gender identity, sexual orientation, socio-economic status and migrant status. Equity; Parity in outcomes Inclusion; Active practice of creating a welcoming environment, safe spaces, and removing barriers to access and participation that lead to equitable outcomes DEI; Diversity, Equity and Inclusion BIPOC; Black, Indigenous and People of Color ICC; Intercultural Cities Initiative GARE; Government Alliance on Race and Equity SMART; Specific, Measurable, Attainable, Relevant and Time-bound. 2 P a g e Packet Pg. 45

46 2.b About the City of Rochester The City of Rochester is located in Southeast Minnesota and is the third largest city in the state. Data collected by Minnesota Compass ( ) indicates that the City has 115,000 residents. The City s largest industry is Healthcare, with Mayo Clinic as the largest employer. The City has great diversity, with a large number of migrant and immigrant community members. A snapshot of the Cities diversity can be summarized as follows; 14.1% of residents are foreign born 82.2% of residents speak English only, and 17.8% speak a language other than English 79.4% of residents are white and 20.6% are BIPOC residents 12.4% of residents have a disability 48.7% male and 51.3% female 10.1% of residents below poverty level by income o 59.6% of renters are cost-burdened and 40.4% of owner households are cost-burdened Undetermined; o Gender Identity and sexual orientation (Included in 2020 Census) o Religion/Spirituality Age data* - Important to note that data for age 18 and below indicates a large shift in race and ethnicity data (Approximately 40% BIPOC in RPS school district) 3 P a g e Packet Pg. 46

47 2.b About the City Teammate Conversations Teammate Conversations were conducted in March and April of 2021 by the DEI director in a one-on-one format. To get a broad overview of each department, the DEI director met with a leader from each department for an hour. Meetings were informal, but conversations were guided to include the following areas; General overview of department, including number of employees, departmental mission, vision and goals Perspectives on diversity, equity and inclusion in department Involvement in initiatives focused on DEI Professional development with a DEI focus Diversity of Staff within the department Areas of strength in relation to DEI Areas of opportunity/barriers in relation to DEI About City Initiatives A review of past and present organizational DEI initiatives was conducted in March and April of The DEI director met with City Teammates as well as community partners engaged in the DEI initiatives. In addition, a review of documents/reports on DEI initiatives was completed. Meetings were informal, but conversations were guided to include the following areas; General overview of the initiative, including but not limited to history, mission and vision. Current status of initiative Goals, assessments and recommendations 4 P a g e Packet Pg. 47

48 2.b Insights from Teammate Conversations A commitment to Diversity, Equity and Inclusion was apparent in all the conversations with team mates. Each teammate expressed their desire to have better understanding of diversity, and expressed their commitment to equitable outcomes in the work that they do within their department. Most teammates discussed historical and current organizational DEI efforts and the connection to the changing demographics of the community that they serve. This commitment was clear and reiterated in each conversation. City Teammates discussed the efforts and initiatives that they have been involved in, as well as those that they are aware of, such as ICC and GARE. Teammates expressed that they were excited about these initiatives, especially those that have been city-wide. Teammates shared that although they are enthusiastic about these efforts, - The initiatives have not created enough traction to create a cultural shift within the organization. One teammate shared, the initiatives are good, but they cost a lot of money and have not resulted in any meaningful change organization-wide we need to do something different. - Initiatives are sometimes siloed. Participants noted that some departments were doing great work on DEI initiatives, while others are not engaged at all. DEI trainings provided to the city teammates has been inconsistent and has not provided transferrable skills. Teammates shared that although they have been grateful for opportunities provided for DEI professional development, the trainings; - Have been inconsistent; trainings provided have varied, but most have covered common language and introductory DEI concepts with no progression towards better understanding and applicable skills; trainings that are not mandatory are not well attended. - Have been city-wide. DEI trainings have been city-wide and prompted by current events or in tandem with city events. The example provided was the Race institute training provided to city team mates in tandem with the Race museum exhibition. A teammate shared that although insightful, the city-wide training did not provide opportunities for authentic engagement, nor continuity that would impact work culture or policy change. 5 P a g e Packet Pg. 48

49 2.b - Have changed too often; teammates with historical perspectives shared that there is frustration with the varied trainings that have been provided, but feel a lack of completion of any training. Some noted that they have taken tests and assessments, but there has been a lack of followthrough on the results and therefore a lack of completion. Goals are nebulous. This was the most mentioned item during the one-on-one conversations. Every participant stated that when it comes to DEI, they do not know what the city s goals are. Questions posed included, but are not limited to; - What baseline is the city using to determine goals and/or progress? - Are the city s DEI goals tied only to race and ethnicity? - Does the city have specific DEI goals? If so, why haven t those been broadly shared? Workforce/Recruitment/Retention specific to DEI was a prevalent topic in all discussions. All departments shared that they have had great difficulty recruiting and retaining a diverse workforce. Few departments shared specific strategies and successes they have had, but most departments indicated that they defer to the process that will yield the most qualified candidate for the job. All departments acknowledged that the teammates in their department were not reflective of the community that they serve. 6 P a g e Packet Pg. 49

50 2.b Insights from City Initiatives Intercultural Cities Programme (ICC); The City of Rochester joined the ICC in 2018 and was the first City in America to do so. The ICI is a Council of Europe flagship Program that has the participation of 140 cities from around the world. The ICC supports cities as they review their governance, policies, discourse and practice through an intercultural perspective. The ICC uses an Intercultural Index tool for benchmarking. In August of 2020, Rochester MN received its first baseline report which provided a comprehensive score of 44/100. This report provided feedback in the following areas; 1. Commitment (35% score, median 69%), 2. Education (70% score, median 70%), 3. Neighborhood (56% score, median 67%), 4. Public Services (38% score, median 45%), 5. Business and Labor (75% score, median 40), 6. Culture and Social Life (44% score, median 73%) 7. Public Space (63% score, median 63%) 8. Mediation (64%, median 59%) 9. Language (38% score, median 47%) 10. Media and Communication (0% score, median 47%) 11. International outlook (47% score, median 69%) 12. Intelligence and competence (44% score, median 44%) 13. Welcoming (25% score, median 57%) 14. Leadership and Citizenship (17% score, median 35%) 15. Anti-discrimination (63% score, median 68%) 16. Participation (29% score, median 43%) 17. Interaction (33% score, median 75%) All underlined areas received a score below the median. The complete report can be found HERE. 7 P a g e Packet Pg. 50

51 2.b Government Alliance on Racial Equity (GARE); the City of Rochester joined GARE in GARE is a national network of government working to achieve racial equity and advance opportunities for all. The GARE team assembled a team with teammate representation from every department. In February of 2019, the GARE team provided the following recommendations to the leadership team; - Partner with Diversity Council for diversity training - Enroll Rochester Leadership Team in another introductory leadership cohort - Participate in regular GARE team meetings - Create a home for equity work Barriers to progress; - Time consuming (inadequate time to work on GARE related initiatives) - Pushback from internal teammates - Anxiety about work within their own department (ex. Race Exhibit in 2010 provided no debrief after exhibit, leaving teammates unsure on how to proceed) - Infrastructure The Just Deeds Project; the mission of this project is to acknowledge and address systemic racism in housing in the state of Minnesota. In March of 2020, the City Attorney proposed joining The Just Deeds Project to the city council and received approval. The city of Rochester is in the planning stages of this project, and plans to partner with community organizations and volunteers to examine and remove all discriminatory covenants in land and home ownership deeds. Insights from Council Member Conversations In Progress Insights from community Partners In Progress 8 P a g e Packet Pg. 51

52 2.b Areas for Consideration/Recommendations/Goals Phase I 1.) Recruitment and Retention of Diverse Teammates Table 1 Council Members Mayor and Mayoral Staff Administrative Team Leadership team White Black Latin X Asian AmInd Haw/PI Male Female Total Table 2 Table 1 indicates that the City Council, Mayor, Administrative and Leadership Teams have gender diversity, but the BIPOC communities are severely underrepresented. These city positions are charged with policy and decision making. They are also fundamental in chartering organizational culture. It is imperative that concerted efforts are made in recruiting diverse staff/teammates to leadership positions 9 P a g e Packet Pg. 52

53 2.b Table 2 speaks to the racial and ethnic diversity of the city teammates. The city organization is comprised of 899 full-time teammates, 93.8% of whom are white and 6.2% BIPOC. The community they serve is 79.4% white and 20.6% BIPOC. It is imperative that concerted efforts are made in recruiting diverse staff/teammates into the organization. Research indicates that diverse teams make higher quality decisions, are more innovative and showcase equitable outcomes in all areas. 2.) DEI Professional Development As the Council Member, Mayoral, city leadership and city teammate demographics do not reflect the City of Rochester community demographics, it is imperative to have DEI professional development as a priority. The city organizational teammates need diversity, equity and inclusion skills and tools as they work with, and make decisions that impact the diverse city community members. The training should include; a. Common language/historical Context; historical context and common language across the organization allows the organization to i. Develop a DEI Commitment that permeates the entire organization. This DEI commitment can include DEI vision, mission, core values etc. ii. Create/develop a why statement b. Training Matrix; as the most consistent feedback regarding DEI training has been the inability to develop transferrable and job specific skills as a result of DEI training, the DEI training matrix takes into consideration i. Department charge, mission and vision ii. Baseline DEI knowledge and competencies iii. Knowledge and skills required in specific job/field. A well-developed training matrix provides tailored and consistent training, assessments and competencies for each department and teammate. c. Safe spaces/cohort spaces for internal conversations; impactful DEI training requires the opportunity to debrief, reflect and pivot. Safe spaces can be created by creating cohorts for debriefing and at regular intervals. Cohorts can be created by department, job areas (such as first responders), teams (such as leadership teams) etc. 10 P a g e Packet Pg. 53

54 2.b 3.) Community Connection and Engagement (plan with Jenna Bowman Strategic Communications and Engagement Director) Every department articulated the need for more community connection and engagement. For example, the fire department discussed the efforts they have made and continue to make to hire diverse teammates. This efforts have not yielded the returns that they hoped for, and they believe that the department needs to improve community connections/engagement with the BIPOC community in order to improve their diverse recruitment numbers. In addition, the communication and engagement teammates noted that efforts to hear from the community often yield responses from middle-class and white community members. This data/responses are used in decision making, but are not representative of the perspectives of the entire community. Concerted efforts to engage all members of the community requires a plan that; - Incorporates perspectives and needs of all departments - Engages community partners, particularly those that represent marginalized communities - Centers relationship building with community members and values their time and identities - Has accountability consistent assessments and metrics to ensure growth 11 P a g e Packet Pg. 54

55 2.b Figure 1 Based on Figure 1; a. Each department can create goals pertinent to the work that they do. The goals that they create should map up to one two or all of the three Phase I organizational goals, identify gaps between current practices/efforts and goals and be specific, measurable, attainable, relevant and timebound. (Assistance is available from Cradle to career at this point of the process to departments) b. DEI director will cover areas where there are gaps 12 P a g e Packet Pg. 55

56 2.b In Progress c. Work done by ICC and GARE has been considered and included in this report as well as recommendations. Conversations with Council Members Conversations with Community Partners Development of Phase II 13 P a g e Packet Pg. 56

57 2.b Proposed Departmental DEI Strategic/Action Plan Template Page 1 Department Name City Logo/Department Logo Diversity, Equity and Inclusion Strategic Plan/Action Plan Year (Time span by year) Page 2 Department Mission, Vision and Goals Definition of DEI Terms Diversity, Equity and Inclusion Statement Page 3 Objective 1 Recruitment and Retention of Diverse Staff # Goal / Action Step Teammate Responsible Partners Completion Timeline Metrics/Measurement 14 P a g e Packet Pg. 57

58 2.b Page 4 Objective 2 DEI Professional Development # Goal / Action Step Teammate Responsible Partners Completion Timeline Metrics/Measurement Page 5 Objective 3 Community Connection and Engagement # Goal / Action Step Teammate Responsible Partners Completion Timeline Metrics/Measurement 15 P a g e Packet Pg. 58

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