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III.4. Equity Update; Imihy Bean
CITY OF HOPKINS Memorandum To: Honorable Mayor and Council Members Mike Mornson, City Manager From: PeggySue Imihy Bean, Special Projects and Initiatives Manager Date: June 06, 2023 Subject: Equity Update _____________________________________________________________________ PURPOSE In alignment with the City Council’s strategic focus on Diversity, Equity and Inclusion, tonight Staff will review the ongoing work within the organization, incl uding the recent work with consultant firm, CultureBrokers LLC to develop an Equity Strategic Action Plan. Equity Strategic Action Plan For several years, the City has been exploring ways to make more systemic change related to Diversity, Equity and Inclusion (DEI) efforts across the organization. For more than a year, Staff worked to learn from other communities about what efforts proved most successful in this area. Additionally, direction from the City Council was that DEI work should be strategic enough so that there might be measurable outcomes following any investment. Staff were advised by other communities to seek a process that could evaluate and assess where the City was at in regard to DEI across the organization, and to then work to create a plan moving forward. After interviewing several firms to assist with this work, Staff recommended entering into a contract with CultureBrokers, LLC., using the ARPA funds set aside by the City Council in summer 2022. Work with CultureBrokers began in November 2022, with the launch of their proprietary Diamond Inclusiveness Assessment (DIA) which evaluates the City’s level of inclusiveness across eight areas. 120 stakeholders, including staff, board and commission members, consultants, and residents took the assessment, which then provided leadership with insight into areas of strengths, weaknesses and opportunities for improvement. A copy of this assessment is attached to this report. Using the information in the DIA, two focus areas for improvement were selected – Financial Investment and Human Development. Drilling down into two statements from the DIA; “This organization has an objective process for finding, hiring and retaining people of different cultures and views for roles across the organization,” and “This organization has an annual budget for diversity and inclusion work that allows it to meet its goals,” Staff alongside the consultant created a plan to improve in these two areas. Administration 2 The plan, called an Equity Strategic Action Plan (ESAP), is a highly detailed one-year strategy to define the strategic improvements and required resources (including staff time, funding and other necessary items) to make progress on the above statements. The ESAP is attached to this report, and includes the framework for decision making, agreed upon language regarding what is discussed in the plan and outlines responsibilities for making progress on the document. For 2022, Staff will focus on this version of the action plan and either select new goal statements from the DIA or continue working on the existing statements prior to 2023. With one area focused on financial investment, the Council will see some outcomes of the ESAP at the end of the summer in alignment with the budget process. Recent Initiatives Advancing Careers and Employment (ACE) Program Now entering it’s second year, the ACE Program is a youth employment program that offers young people ages 16-24 paid summer internship and professional development experience. Participants are able to explore a variety of careers within the cities of Hopkins and Minnetonka, and build and grow their professional and leadership skills. The program is partially grant-funded through the United Way’s Purpose Driven Paychecks Program and focuses on meeting the needs of youth traditionally under- represented in the workforce and farthest from justice. This year, the program will have 9 interns working in departments across both cities for 8 weeks from mid-June to mid-August, for 18 hours a week. In addition to working alongside staff in their departments, interns are paired with a mentor and receive professional development training once a week. More information about the need for young adult focused workforce development can be found in an October 2022 report on the program, and an overview of the ACE Program and qualification can be viewed at https://www.hopkinsmn.com/1144/Advancing-Careers-and-Employment-ACE Community Connectors Recent census data shows that Hopkins continues to be one of the most diverse communities in the metro area, with nearly 40% of the community identifying as non- white. Many of our residents of color are recent immigrants from East Africa, in addition to having a sizable Hispanic community. To address common needs related to translation of documents and interpretation at events, the City has created two part-time positions which can be a resource to both staff and residents. Community Connectors elevate underrepresented voices and build trust between community members and city government. These positions partner with the City to assist with engagement, share resources and address community concerns. Community Connectors strive to be someone residents can rely on and communicate issues with confidence. We have hired a Spanish speaking connector, and are planning to hire a Somali speaking connector by the end of summer. Zaira Calixto-Rosas, our Spanish speaking Community Connector is available to the community by phone, email or in-person at her office hours at City Hall or the Art Center. More information about the community connector program can be found at https://www.hopkinsmn.com/1147/Community-Connectors 3 SPEEDS This summer the City of Hopkins Police Department has taken a proactive approach to driver safety and traffic stop reduction through a program called SPEEDS or Speaking with Police to Educate and Enhance Drive Safety. These events, held in the early evenings once a month at several local parks, help drivers learn about common traffic safety issues, provide vouchers for vehicle light repairs and assist residents with information on how to obtain a valid driver's license. This program is intended to be targeted at residents who may be new drivers or drivers newly driving in the United States, as Hopkins has a high proportion of new Americans. A flyer for this program is attached. Continued Work Hopkins Race and Equity Initiative The Hopkins Race and Equity Initiative (HREI) is a collaborative effort creating opportunities to increase awareness and understanding of race, equity and diversity and promoting a sense of community that welcomes and values all residents. Partnering organizations include the City of Hopkins, the Hopkins Public School District, the Hopkins Police Department and the local faith community, led by Gethsemane Lutheran Church. This partnership has existed since 2016, and this year, staff alongside policy makers from partner organizations have worked to modify the structure of HREI so that it can continue to be an effective and valuable resource. Looking ahead the goals of HREI are to: Advise & Support o Offer an interjurisdictional place of support, idea incubation, collaboration and exchange related to racial equity, specifically for staff. o Support regional efforts related to racial equity. o Act in an advisory capacity on racial equity-related issues including community safety. Educate o Assist with educating the community on racial equity-related issues and racial equity policy initiatives. o Identify and assist with addressing racial equity-related disparities including identifying resources, offering organizational support, action where applicable, and grant-related work. Connect o Gather together our community and various individuals interested in working on racial equity. o Build relationships with religious and cultural stakeholders in the community around racial equity work. o Continue to strengthen relationships with current HREI member organizations. Just Deeds The City continues to participate in the Just Deeds Coalition, and recently achieved the halfway mark in the removal of covenants from properties in Hopkins. Staff has begun working with a local resident and attorney to continue researching the long history of restrictive covenants in Hopkins – many of which are not shown on current Just Deeds 4 maps, and are planning an event some time this fall to share more about exclusionary covenants. Park System Master Plan (PSMP) Equity was a major focus of the PSMP engagement, and continuing to focus on building greater equity and access in the system was chosen goal of the community, Park Board and City Council. The RFP for this process was the first where the City utilized equity criterion to evaluate a consultant, requiring a minimum equity score that measured a firms experience and readiness to do work in our diverse community. Throughout the process, residents had multiple opportunities to engage with their plan in their own language and in venues that may be more comfortable to them such as religious institutions through the work of sub-consultant, Putting Change in Motion. Looking ahead to implantation, lead consultant Confluence, has created an equity matrix which evaluates parks based on a number of factors such as income, access to a vehicle, and other criterion to help the City understand which parks should be prioritized for investment. This information and plans for the parks will be available for the public to review by mid- June, and more information can be found at https://www.hopkinsmn.com/1119/Park- System-Master-Plan Hopkins Heat Vulnerability Study In 2022, the City of Hopkins received a grant from the Minnesota Pollution Control Agency (MPCA) to develop strategies that reduce the negative impacts of extreme heat, which disproportionately affect residents of color and low-income residents. The Blake Road and Excelsior Boulevard corridors have been identified by the Metropolitan Council as areas that are especially vulnerable to extreme heat events due to low tree canopy coverage and high impervious and heat-absorbing surfaces. These corridors are also home to a large majority of city rental housing stock as well as many immigrant, BIPOC, and low-income renters. Through work with consultants LHB and Local Climate Solutions, these areas were studied alongside deep engagement with local residents to help consider strategies which can reduce the effects of heat over time. The final report is a story map which can be viewed online and demonstrates solutions from all over the country and shows what they might look like here in Hopkins. This tool has been instrumental in helping develop the upcoming Hopkins Climate Solutions Fund, a program which will help off-set costs of energy improvements for residents and business owners. Equity Zoning Committee & Inclusionary Zoning Policy In 2021 and 2022, as part of the update to the zoning code, Staff worked alongside community members to audit the code and implement best practices related to equity within the code. As part of this conversation, access to affordable housing continued to rise to the top as a major issue the City should focus on as one strategy to help reduce economic disparities within the community. In Spring 2023, the City Council approved an Inclusionary Housing Policy which furthers the goal of preserving and promoting economically diverse housing options in our community by creating high quality housing for households of various income levels, ages, and sizes. More information about the 5 inclusionary housing policy can be found at https://www.hopkinsmn.com/1143/Affordable- Housing FUTURE ACTION As part of the Equity Strategic Action Plan, budgeting for Diversity Equity and Inclusion work across the organization is a planned outcome. Staff will propose some funds for this in the budget process and bring it back to the City Council to review in the early fall. Supporting Documentation: • Diamond Inclusiveness Assessment (DIA) • Equity Strategic Action Plan (ESAP) • ACE Program Flier • SPEEDS Fliers • Community Connector Advertisement Define and shape your organization’s performance with culturally diverse employees, customers and communities. GAP REPORT City of Hopkins, MN NOVEMBER 2022 DRAFT2 www.culturebrokers.com © CultureBrokers® LLC Prepared by Lisa Tabor 1 CONTENTS TIPS FOR ANALYZING YOUR DIA GAP REPORT .......................................................................................... 2 FOCUS AREAS ............................................................................................................................... 5 BUILT ENVIRONMENT ................................................................................................................... 6 CULTURAL CAPITAL ..................................................................................................................... 7 FINANCIAL INVESTMENT ................................................................................................................ 8 HUMAN DEVELOPMENT ................................................................................................................. 9 NATURAL ENVIRONMENT ............................................................................................................. 10 POLITICAL CAPITAL ................................................................................................................... 11 SOCIAL CAPITAL ....................................................................................................................... 12 SPIRITUAL CAPITAL ................................................................................................................... 13 © CultureBrokers® LLC Prepared by Lisa Tabor 2 TIPS FOR ANALYZING YOUR DIA GAP REPORT Share the DIA Gap Report Results • With those who completed the assessment. • With organizational leaders (e.g. management, board). • With a broad or targeted group of other stakeholders. Explore and Learn If many respondents answered, “Don’t Know” to a DIA statement, consider why. For instance, consider or ask whether that issue is: • Part of their knowledge base. • Part of their experience. • Part of their responsibilities. If many respondents disagreed with a DIA statement, consider further exploration: • What is the source of the disagreement? • Is the disagreement organization-wide, or more specific? • Has this area been addressed previously? If so, how? Even if many respondents agreed with a DIA statement, there is still opportunity to learn. Explore the various ways the organization demonstrates behaviors to gain insight into individual and organizational strengths. Investi- gate the level of institutionalization of the position or behavior to ensure sustainability. Identify the Level of Significance For each DIA dimension / statement, consider the significance of the issue for your organization: • Does the issue matter to the organization? To what extent? • Does it make strategic sense to focus on this area now? • Does it make sense to increase communication or transparency in any area? • Is it feasible to have an impact on this issue now? (Consider both internal and external factors). Decide Based on the above considerations, decide whether you want to further explore or address this aspect of your or- ganization now. If so, IMMEDIATELY ACT ON IT. BAct Investigate If there are issues to explore or address, create a team* to research, audit or assess the situation. If knowledge in this area is closely held, inquiry with those ‘in the know’ will be needed. Plan and Implement If the issue warrants a change to policy, practice or procedure, create a team* to research and plan for the im- plementation of the changes. Communicate Identify who needs more information and why. Create key messages around the issue and engage a variety of mechanisms to communicate this information to the target audiences. *When forming teams, always consider which stakeholders can or should be included (e.g., management, direct service staff, board members, volunteers, clients / program participants or even vendors). © CultureBrokers® LLC Prepared by Lisa Tabor 3 Diamond Inclusiveness™ Assessment ABOUT CITY OF HOPKINS DIA PARTICIPANTS © CultureBrokers® LLC Prepared by Lisa Tabor 4 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT © CultureBrokers® LLC Prepared by Lisa Tabor 5 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT SUGGESTED STRATEGIC IMPROVEMENT FOCUS AREAS Relative DIMENSION OF STRENGTH According to the DIA results Overall: ✓ Highest Agreement ✓ Low Disagreement ✓ Low Don’t Know Relative DIMENSION OF WEAKNESS According to the DIA results Overall: ✓ Lowest Agreement ✓ Highest Don’t Know ✓ Disagreement Chosen DIMENSION OF OPPORTUNITY According to Leadership Overall: ✓ Leverages Assets ✓ Addresses Trends ✓ Supports Existing Strategies ✓ Importance to the Organization SPIRITUAL CAPITAL FINANCIAL INVESTMENT HUMAN DEVELOPMENT © CultureBrokers® LLC Prepared by Lisa Tabor 6 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT BUILT ENVIRONMENT Eight DIA statements address aspects of a welcoming and culturally inclusive built environment . This includes all human-made items, such as the building, offices, signage, machines, furnishings, and technology. It also reflects choices made, such as location. © CultureBrokers® LLC Prepared by Lisa Tabor 7 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT CULTURAL CAPITAL Eight DIA statements describe aspects of your organization’s ability to create a shared intercultural identity and community. It may do this through its symbols and language, celebrations, events and relationships. Contributes to culturally inclusive spending and revenue. © CultureBrokers® LLC Prepared by Lisa Tabor 8 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT FINANCIAL INVESTMENT Eight DIA statements describe aspects of a culturally inclusive financial progra m, including from whom money is acquired, to whom it goes, and where it is invested. © CultureBrokers® LLC Prepared by Lisa Tabor 9 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT HUMAN DEVELOPMENT Eight DIA statements describe aspects of a culturally inclusive human development program , including hiring, de- velopment, promotion and engagement. © CultureBrokers® LLC Prepared by Lisa Tabor 10 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT NATURAL ENVIRONMENT Eight DIA statements describe aspects of your organization’s approach to environmental health and sustainability. © CultureBrokers® LLC Prepared by Lisa Tabor 11 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT POLITICAL CAPITAL Eight DIA statements describe aspects of an organization that makes decisions in a culturally inclusive manner and has strong ties to diverse external leaders. © CultureBrokers® LLC Prepared by Lisa Tabor 12 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT SOCIAL CAPITAL Eight DIA statements describe aspects of your organization’s ability to shape social interactions across cultures, especially with external groups. © CultureBrokers® LLC Prepared by Lisa Tabor 13 Diamond Inclusiveness™ Assessment CITY OF HOPKINS DIA GAP REPORT SPIRITUAL CAPITAL Eight DIA statements describe aspects of your organization’s ability to deliver inclusive moral behavior, trust, sharing and motivation. Equity Strategic Action Plan 2023 City of Hopkins Hopkins, Minnesota April 3, 2023 (Final) Initiated by Lisa Tabor, CultureBrokers® LLC. Completed by: Financial Investment ESAP Development Team Members • Katelyn Lindbery, Assistant Finance Director • Kersten Elverum, Director of Planning and Economic Development • Brent Johnson, Chief of Police • Nick Bishop, Finance Director • Don Olson, Facilities Superintendent • Ari Lenz, Assistant City Manager • PeggySue Imihy Bean, Special Projects and Initiatives Manager Human Development ESAP Development Team Members • Laura Wolfson, HR Analyst • James Ruffin, Building Inspector • Chuck Autio, Public Works Director • Greg Pilon, Police Lieutenant • Ari Lenz, Assistant City Manager • PeggySue Imihy Bean, Special Projects and Initiatives Manager 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 2 of 29 I. FRAMEWORK Mission Inspire, Educate, Involve, Communicate Vision Creating a spirit of community where... • All people feel safe and respected, and diversity is celebrated. • Business growth is supported, and a vibrant downtown is maintained. • People enjoy exceptional government services, neighborhoods, and outstanding schools. Equity Statement The City of Hopkins believes that our community and staff deserve to be treated with dignity and respect, that everyone should feel welcome, and all voices should be heard. To do this the City is actively and continually working to evaluate our practices and policies of how we provide services and the diversity of our employees. Background The City of Hopkins has a long history of actively working to evaluate our practices and policies to ensure that all communities feel welcome and engaged, both in the way we provide services and in the diversity of our employees. A major goal of the Hopkins City Council is to “Take it to Them,” a key strategy to involve our community with intentional emphasis on diverse populations and engaging the rental community of Hopkins. By making diversity, equity, and inclusion a part of our key goals, the City Council has set a clear expectation for accountability to the community. Our activities have included: • Since 2008, the Multicultural Advisory Committee (MAC) provides advice, suggestions, and assistance to the Hopkins Police Department to aid them in better serving, communicating with, and understanding the many cultures that reside in, work in, or visit the Hopkins area. • The Hopkins Public School District, City Administration, the City’s Police Department, and members of the faith community collectively meet quarterly in a partnership known as the Hopkins Race and Equity Initiative (HREI). Formed in early 2016, the group meets to advise and support member organizations and staff on reducing racial disparities, educate the community on issues of race and equity, provide resources, and connect and build capacity around eliminating racial disparities. • In 2017, the City was one of the first in Minnesota to participate in the Government Alliance on Racial Equity (GARE) • In 2018, all City employees completed two credits of diversity training as part of our commitment to improving and providing high quality services and creating an inclusive environment. 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 3 of 29 • Through the Joint Community Policing Partnership (JCPP) the police department participates in an award-winning, collaborative effort in the west metro to enhance communication and understanding between law enforcement and multicultural residents. • In 2021, we hired a special projects and initiatives manager to continue to advance our work on Diversity Equity and Inclusion within the organization and the work we do as an organization. • In 2022, the City Council allocated funds for an Equity Strategic Action Plan, the City consulted with CultureBrokers® and has resulted in the creation of this document. • Also in 2022, City leadership participated in the Intercultural Development Inventory (IDI) profile and are working individually and collectively on development plans. Our Commitments The City of Hopkins fully commits to the long-term work of becoming culturally competent, welcoming, and inclusive of all people both within and outside our organization, as well as in the range of issues and challenges that we engage in. This includes (but is not limited to): ● Supporting, engaging, and including people with different racial, cultural, economic, housing choices, ages, and religious backgrounds as well I as those with varying physical abilities, gender identities and sexual orientations. ● Reaching beyond our traditional allies, engaged communities, and constituencies. ● Entering intercultural relationships with humility, prepared to listen, learn, follow their lead, and adapt our methods and practices to achieve mutual benefit. ● Recruiting, hiring, retaining, and developing a culturally competent staff whose demographics more closely mirror our Hopkins community. ● Recruiting, retaining, and developing culturally competent board members and other volunteers whose demographics more closely mirror that of our Hopkins community. 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 4 of 29 Definitions1 Bias A tendency or preference that inhibits impartial judgment, such as a bias toward or against a person or group. A concentration on or interest in one area or subject, such as a bias toward action. Bias occurs unconsciously (implicit) and consciously (explicit). BIPOC (or other collective term, if used (See “People of Color”)) BIPOC is the acronym for Black, Indigenous, and People of Color. It is used to undo Native invisibility, and anti-Blackness with the intention of dismantling white supremacy and advancing racial justice. “Pronounced "bye-pock," this is a term specific to the United States, intended to center the experiences of Black and Indigenous groups and demonstrate solidarity between communities of color.”2 The term may be used by CultureBrokers as shorthand to describe people who identify as member(s) of at least one of the following racial and ethnic census categories: Black or African American, Asian, American Indian, and Alaska Native, Native Hawaiian, and Other Pacific Islander, Some Other Race3, and Hispanic or Latino4. We recognize the problems inherent in using such a broad term. However, we use it to increase document readability. BIPOC may be used interchangeably with “People of Color”. Many resources are available on the internet for additional insights, including The BIPOC Project5 and the YWCA6. Culture Culture is a social system. It includes such things as a group’s shared language, customs, beliefs, values, and institutions. It is passed down from generation to generation. Culture affects our thoughts and actions, often without us even being aware. Customer (or other term for the same group of people) An actual or potential user of an organization’s products, programs, services, or efforts. They are who must be satisfied by the organization; they are the ultimate judges of performance – if they leave or we stop getting new ones, the organization will end. 1 These definitions are used by CultureBrokers in the Diamond Inclusiveness System. They are adapted from multiple sources. 2 https://www.ywcaworks.org/blogs/ywca/fri-01152021-1332/why-we-use-bipoc 3 U.S. Census. https://bit.ly/3D2GOIX 4 https://www.census.gov/topics/population/hispanic-origin/about.html 5 https://www.thebipocproject.org/ 6 https://www.ywcaworks.org/blogs/ywca/fri-01152021-1332/why-we-use-bipoc 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 5 of 29 This includes our residents, staff, visitors, vendors, business owners, partners, contractors, and consultants who currently, or potentially, interact with our organization. Disparity A condition of inequality in which services to one segment of the community, relative to other segments, are presumptively allocated, poorly provided or inadequate in addressing underlying needs; it also means that these differences are not justifiable based on identified need, available agency resources or other objective criteria. The effect is that differences may appear unnecessary, avoidable, unfair or unjust. The issue of disparity in society warrants great concern because individuals, their families and their institutions that do not get the help they need are at increased risk of experiencing negative childhood, youth and family outcomes which ripple through the rest of society in the form of increased social and economic costs. Disparities are often social, political, economic and attitudinal in nature. Disparities are often interconnected in a way that produces a ripple effect and may cause individuals and groups to experience disparate treatment at multiple points throughout their relationships with the broader society. Diversity The presence of variety in one place. For humans, variety is often measured quantitatively as differences in age, communication style, class, culture, disability, education, ethnicity, familial status, gender, intelligence, language, learning style, marital status, national origin, occupation, physical appearance, physical & mental health, politics, race, regional origin, religion, sexual orientation, socio-economic status, thinking style, viewpoints, etc. The benefit of diversity is in providing the components for adapting or constructing novel combinations; the value of diversity is that major innovations might be generated. It is common to find people using the word “diversity” to also describe a set of actions geared to accommodating variety (i.e., acknowledging, understanding, accepting, valuing, and celebrating differences). As the pool of knowledge and experience of diversity work continues to evolve, professionals are increasingly differentiating between activities that increase variety (diversity) and behaviors that leverage variety to create belonging (inclusion). Effective How well a process or a measure addresses its intended purpose. Determining effectiveness requires (1) evaluating how well the process is aligned with the organization’s needs and how well it is deployed, or (2) evaluating the outcome of the measure as an indicator of process or product performance.7 Equity Performance results that do not vary across meaningful socio-economic differences, particularly across racial/ethnic groups. Results are described by data around: opportunity, accessibility, quality, fairness, outcomes, impact, repair, and restoration. 7 2021-2022 Baldrige Excellence Framework 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 6 of 29 Freedom from systemic bias or favoritism. Parity across differences. ESAP Acronym for Equity Strategic Action Plan, a CultureBrokers deliverable. It lists the fewest, most impactful improvements and the actions your organization will take to achieve them. It follows a specific format that has been proven effective in helping clients get measurable results. Ethnicity Describes a group of people who share a distinct culture, religion, language or place of origin. It is a category independent of Race. Therefore, in the U.S., people of the same ethnicity may be members of different races, such as Black Hispanics (such as people from Cuba, Brazil, or Dominican Republic). Inclusion Interactions among diverse people and objects that create opportunities for diversity, mutual learning, benefit and growth. The benefit of inclusion is reciprocity; the value of inclusion is increased trust, cooperation and effectiveness. Inclusion has generally been measured through surveys asking subjective questions about an individual’s feelings of belonging, respect, support and engagement. But inclusion can also be measured more objectively by observing the patterns of interaction and their results. Network Interconnected relationships among people and/or organizations. Formal Network: Interconnected relationships among people and/or organizations that is centralized, managed, and involves a process for engagement. People of Color (or other collective term, if used (See “BIPOC”)) The term used in this plan as shorthand to describe a person who identifies as a member of at least one of the following racial census categories: Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, Some other race, and Hispanic. We recognize the problems inherent in using such a broad term. However, we use it only to increase plan readability. Race In the U.S., race is a construct that established various categories of people and a hierarchy of their value to society. In that worldview, people have, according to their physical characteristics, innate qualities that define them as different. Race has the express purpose of establishing and perpetuating caste (superiority and dominance for the group at the top of the hierarchy. In the U.S. that group is the collection of people determined to be White). The U.S. Office of Management and Budget (OMB) sets the standards on race which guide the Census Bureau in classifying written responses to the race question. The main race categories are: 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 7 of 29 White – A person having origins in any of the original peoples of Europe, the Middle East, or North Africa. It includes people who report race entries such as Irish, German, Italian, Lebanese, Arab, Moroccan, or Caucasian. Black or African American – A person having origins in any of the Black racial groups of Africa. It includes people who report entries such as Negro, African American, Kenyan, Nigerian, or Haitian. American Indian or Alaska Native – A person having origins in any of the original peoples of North and South America (including Central America) and who maintains tribal affiliation or community attachment. This category includes people who report entries such as Navajo, Blackfeet, Inupiat, Yupik, or Central American Indian groups or South American Indian groups. Asian – A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent. It includes people who report other detailed Asian responses. Native Hawaiian or Other Pacific Islander – A person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. It includes people who report entries such as Chamorro and other detailed responses. Some Other Race - Includes all other responses not covered above. Racism is any act, practice, process or policy that reinforces and maintains this dominance, whether or not the result is intentional. Results Outputs and outcomes achieved. Results should be evaluated based on current performance; performance relative to appropriate comparisons; the rate, breadth, and importance of performance improvements; and the relationship of results measures to key organizational performance requirements. Senior Leaders List of titles of all executives and anyone else considered to be a senior most leader. Stakeholder A person or group who is (or could be) affected by the organization’s actions, goals, and policies. Workforce (or other term for this group of people) All people actively supervised by our organization and involved in accomplishing our work, including paid employees, volunteers, and interns (paid or unpaid). 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 8 of 29 Principles The following principles must be front and center when executing this Equity Plan. Use Disaggregated Data and Information One of the drivers of disparity is the inability or unwillingness to examine results of policies and activities for segmented racial, ethnic or cultural groups. To achieve equity, therefore, we must collect and analyze quantitative and qualitative information in this way. Collect data segmented (at minimum) by census-based racial and ethnic categories and use that data to create options and make decisions. Make Data-Driven Decisions Another driver of disparity is the unwillingness to use segmented data to make decisions that ensure parity. Consider racial and ethnic information as we work. Compare results for each group against their presence in our service areas and against results of the other groups. Provide these analyses when making recommendations. Leverage Existing Assets We have valuable assets at our fingertips: knowledgeable staff, board members, partners, community members, technical experts and professional services, state agencies and more. Tap into these institutional resources at all phases of your work. Use Existing Authority Senior leaders, supervisors, other staff members and the Board of Directors have individual powers within their jobs and roles. Explore and utilize these authorities as necessary to deliver on this Equity Plan. Make Policy Changes We have dozens of policies – those with an external focus and those with an internal focus. While delivering on this Equity Plan, uphold or strengthen policies that will deliver strong equity results. Be ready to change policies that create barriers. Use Equity to Balance Decisions When making decisions, give equity sufficient weight. Use segmented data, historical information, and quality comparisons. Develop a method for considering equity results balanced against financial and other business results, such as a decision matrix8 or balanced scorecard9. This will ensure People of Color get due consideration, and that their interests are respected. 8 http://asq.org/learn-about-quality/decision-making-tools/overview/decision-matrix.html 9 http://asq.org/learn-about-quality/balanced-scorecard/overview/overview.html 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 9 of 29 Improvement Plan Purpose We Will Deliver Results The City of Hopkins serves 19,079 residents in addition to our 184 employees, and innumerable visitors, vendors, business owners, partners, contractors, and consultants each year. Almost 38% of our residents10 and 11% of our employees identify as People of Color. Hopkins is also made up of 65% residents who rent, and 90% of our residents of color live in rental housing. The largest non-White group is Black or African America, and within that group residents predominately come from Somalia and parts of East Africa. Twenty-two percent our residents speak a language other than English at home11. Compared to our nearest neighbors, Hopkins is a significantly more diverse community and not as applicable to neighboring communities for direct comparisons. The City recognizes the expectation and urgency to deliver results to our community due to our demographics and location. The City recognizes our diversities put us in the position to be a model or motivator for other less diverse communities. We must ensure every group is receiving full consideration, quality service, and positive results from our activities. The main purpose of this Equity Strategic Action Plan is to help us measure and significantly improve our results with culturally diverse customers, employees, and other key stakeholders. Such results include, but are not limited to, improvements in: • Budgeting and work planning for diversity, inclusion, and equity results • Staff diversity and cultural competency development • Board diversity and cultural competency development • Social network diversity and quality improvement We have chosen two high-impact areas in which to make measurable improvements over the next year. By January 1, 2024, we will know what we are doing to achieve our goals, why we are doing those things, what the results should be, and how well we are doing compared to our own past results and the results of others. We will have processes in place to ensure our resources are sufficient and being appropriately applied to get results. Finally, we will analyze our new results and revise our plan as needed. 10 https://www.census.gov/quickfacts/hopkinscityminnesota 11 Metropolitan Council, U.S. Census Data, Twin Cities Region (7 county) https://stats.metc.state.mn.us/data_download/DD_Years.aspx?datasource=cen&comms=&subjects=%27POPRACEETH%27&level =region 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 10 of 29 Improvement Plan Development This Equity Strategic Action Plan is the next logical step toward operationalizing our commitment to diversity, inclusion, and equity. It is based on results from the Diamond Inclusiveness Assessment, feedback and lessons learned over the last few years, as well as efforts of other organizations seeking to improve diversity, cultural inclusiveness and racial equity. We believe this plan shows careful consideration of high-impact actions, understanding of individual and organizational capacities, a desire to authentically engage people from culturally diverse backgrounds as key assets, and a commitment to getting measurable results from our chosen activities. Other Diversity, Equity, and Inclusion Activities Diversity and inclusion work are happening in many ways throughout the organization. This plan is not intended to restrict that work, but rather identify our required minimum efforts necessary to achieve key diversity and inclusion goals over the next year. Leaders and managers are welcome to support additional opportunities to deliver equity results as their resources allow if the enclosed strategic improvements are on accomplished on time. Main Audience This plan is written specifically to guide staff and City Council in: • Deciding how to allocate organizational resources; • Supervising others to ensure our plans are executed; and/or • Supporting our equity work. The target audience for this plan are senior leaders, supervisors, program managers and special teams. If we fall into these groups, we will refer to this Equity Plan as we make decisions about where and how to assign people, money, materials, time, energy, and attention. We will also help hold our direct reports accountable to achieving these equity goals. Other Audiences For general transparency, this plan will be easily accessible to all staff, City Council, boards, volunteers, vendors, partners, and other key stakeholders so they are knowledgeable about our path forward. 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 11 of 29 Plan Management Plan Coordination The Senior Leadership Team is responsible for managing this Equity Strategic Action Plan. They will model desirable behaviors, assure consistent application of this plan and its principles, and manage for equity results. They will also coordinate with special teams and functional units. Their roles are to provide excellent leadership and support to others as they execute the plan. Responsibilities include: • Track work plan progress regularly. • Brief staff, City Council, and other key stakeholders regularly on work plan progress. • Coordinate regular meetings with designated individuals and teams who are responsible for certain activities. • Collectively make Equity Plan decisions. • Provide regular internal communications to introduce this Plan to the staff and report its results. • Identify and address resource gaps in the plan, including working with those responsible to put forward proposals for additional organizational resources, where needed. • Track and celebrate accomplishments. Plan Oversight The City Manager is responsible for ensuring governance and workforce accountability to this Equity Strategic Action Plan. It is to be noted that this plan is intended to be fluid and timelines may be changed or updated to accommodate staff capacity or new information. 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 12 of 29 II. ACTION PLAN Strategic Improvements 1. This organization has an annual budget for diversity and inclusion work that allows it to meet its goals. (Financial Investment Dimension) Guidance: • The first year is focused on existing DEI work within the organization and setting organization-wide goals. Future years should focus on departmental and division specific DEI goals and budgets. • The organization will also implement the procedure for this work during the annual budgeting process which occurs from April to November. • A DEI budget will be established at the beginning of each year. Following the submission of budget forms, the DEI budget will be re-allocated to specific departments by the executive leadership team according to their needs to reach DEI achievements. • Some of this is an art, not a science and cost estimates will be based on our best information. Criteria/Definitions: • Annual Budget – A DEI budget will be incorporated into the City's annual budgeting process and be budgeted as a reflection of the priorities and values of the work. • Goals - Should be SMART and meet the needs of all levels of the organization (organization wide, departmental, division and service specific). • Diversity and Inclusion Work – Time and costs associated with anything whose outcome is specifically meant to increase diversity, equity, and inclusion, this can include but is not limited to: o Community engagement o Communications and translation o Finding, hiring and retention processes o Materials and resources o Time and costs of policy development or implementation o Service and program review o Capital planning and acquisition o Facilities (rental costs or in-kind costs) o Food o Training time and costs Time and costs can be based on actual numbers or estimates based on calculations. All work should only include the specific differential amounts related to increasing diversity, equity and inclusion. Cost (investment amounts) calculations must reflect what money is spent by or passes through the organization and should not include outside external investments made by others in the community. Grant-funded activities should be included. 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 13 of 29 • Staff time – Hours or a percentage of job calculations should be an estimate of the direct time spent on the development or implementation of practices or policies that further diversity and inclusion. SMART12 Goal: By 2024, the City will have defined equity goals which will be reflected in the 2024 budget and communicated to staff and key stakeholders. Benefits of achieving this goal: • Increased engagement and commitment with employees. • Allows for staff and departments to follow the City’s mission. • Helps us all work towards similar goals. • Creates organizational accountability and clarity. • Collaboration with more experienced departments and departments that have not done this work. • Allows employees at various levels to be a part of the process. • Builds a more inclusive environment within the organization. • Allows creativity in achieving new goals. • Allows for objective and measurable goals and direction for improvement. • More efficient and effective use of resources to achieve organizational change. • Provides more resources for employees and departments who are already doing this work. • Better communication and transparency between Council, Staff and Community related to DEI work. • Shows incremental results, year over year. • Shows gaps in existing work. • Creates opportunities for measurable risk taking and ability to course correct. • Builds momentum by celebrating successes. • Helps define and clarify DEI work for our organization. • Builds capacity within the organization. • Builds confidence in discussing DEI work. • Creates clearer awareness/transparency of DEI work. • Creates awareness of disparities within our organization/system. • Directs resources toward disparity reduction. Oversight for the Improvement: Finance Director Responsible for the Improvement: Assistant Finance Director 12 Specific, Measurable, Achievable, Relevant, Time-bound 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 14 of 29 Milestones Responsible Deadline Resources Required PLAN: Measure and Plan Define DEI work from a budgeting standpoint. Management Analyst 03/22/2023 Staff time Department Heads Finance Director Create a form (with collection and reporting mechanism) to send to department heads/ division supervisors to fill out related to their current practices and goals. • Staff time spent (in hours, or percentage of job) • Hard costs (programming, food, supplies) • In-kind costs (facilities) • Training • Other Assistant Finance Director 03/31/2022 Finance Director Deputy Clerk Send forms to Department Heads Deputy Clerk 04/10/2023 Department Heads Supervisors Provide coaching session to departments heads to complete forms Finance Director 04/10 - 6/10/2023 Department Heads Assistant City Manager Department Heads 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 15 of 29 Milestones Responsible Deadline Resources Required Department Heads fill out form Department Heads 06/09/2023 Division directors/Supe rvisors/Staff Budgeting Software Finance Department Microsoft Office Assistant City Manager Management Analyst Collect and combine forms Deputy Clerk 06/23/2023 Deputy Clerk Identify budget allowance for goals Finance Director 06/30/2023 City Council Budgeting Software Facilitate discussion and debrief forms and data to Department Heads. Finance Director 07/07/2023 Department Heads Executive leadership team Assistant Finance Director Lunch 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 16 of 29 Milestones Responsible Deadline Resources Required Review forms to identify annual spending estimate for the organization and by department and/or program. Assistant Finance Director 07/31/2023 Management Analyst(s) Affirm or set goals for what we’re already doing. Assistant City Manager 07/31/2023 Department Heads Future equity committee Lunch Collect feedback from Council on proposed goals. Assistant City Manager 08/01/2023 City Council City Manager Management Analyst Finance Director Finalize and approve goals Management Analyst 08/11/2023 Department Heads City Manager Executive leadership team Deputy Clerk 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 17 of 29 Milestones Responsible Deadline Resources Required Allocate budget based on previous spending and goals. • Provide direction on how to use budget. Finance Director 11/01/2023 City Council City Manager Assistant City Manager Management Analyst Develop communication strategy to both internal and external stakeholders on SMART goal development and progress. Communications Coordinator Ongoing Highlights & annual report deadlines Department Heads City Manager Future equity committee Develop celebration strategy to recognize first year of progress. Director of Planning and Development Celebration before 12/31/2023 Lunch Balloons Cookies Management Analyst DO: Execute Work Plan(s) and Measure Results Identify ongoing equity work and associated spending Assistant Finance Director 07/31/2023 Executive Leadership Team Finance Director Management Analyst 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 18 of 29 Milestones Responsible Deadline Resources Required Define equity goals for the organization Management Analyst 08/01/2023 City Manager Department Heads Executive Leadership Team Plan equity budget in 2024 based on previous annual spending + goals Finance Director 09/30/2023 Executive Leadership Team City Manager Assistant City Manager Future equity committee Communicate equity budget and goals to stakeholders Finance Director 11/01/2023 City Council Executive Leadership Team Communicatio ns coordinator Highlights Annual Report City website 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 19 of 29 Milestones Responsible Deadline Resources Required CHECK: Learn and Improve Create space for internal feedback Management Analyst 06/23/2023 Survey Monkey Communicatio ns Coordinator Intranet Research equity best practices and examples based on the selected goals Management Analyst 09/30/2023 Outside communities Future Equity Committee Develop internal process to measure and monitor spending Assistant Finance Director 12/31/2023 Finance Director Department Heads Plan for the next year Management Analyst Annually by 11/01 Future Equity Committee Department Heads City Council ACT: Make it Habit Ongoing ESAP communications Communications Coordinator Quarterly Future equity committee Department Heads 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 20 of 29 Milestones Responsible Deadline Resources Required Ensure new policies and processes are institutionalized into the budget process. Finance Director Ongoing All Employees 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 21 of 29 2. This organization has an objective process for finding, hiring, and retaining people of different cultures and views for roles across the organization. (Human Development Dimension) Guidance The first year of this goal is focused on employees, but it is recognized that a similar process should happen in the future related to Boards and Commissions, and advisory/volunteer roles. Criteria/Definitions: • Finding – Processes associated with outreach and increasing the candidate pool, sharing job opportunities, job fairs, recruitment incentives, trainee programs, and where the City shares job postings. Succession planning can cross over with finding opportunities. • Hiring – Processes associated with the job posting through completion of the probationary period, including the posting of positions with qualifications/minimum requirements, compensation and benefits, application system, scoring and qualifications, employee on-boarding, training and feedback given throughout the probationary period (there is cross over between hiring and retaining related to the on-boarding, supervisor training and compensation and benefit processes). • Retaining - Starting at the point of on-boarding the processes and systems associated setting employees up to navigate and be successful, employee engagement, feedback/coaching, and reviews. Includes items like maintaining competitive compensation and benefits, recognition, supervisor and employee training and opportunities for career growth and expansion, including succession planning. • Different Cultures and Views – Recognition of the diverse identities, cultures, race, abilities, and perspectives, in our community and working to mirror those same factors back into our formalized roles in our organization at all levels. • Roles – Employee positions, City Council and HRA Board, Commissions including Planning, Park and Charter, and established on-going committees (MAC, Friends of the HCA, Hopkins Public Art Advisory Committee, Partners in Energy Committee). SMART13 Goal: By 2024 document current processes by collecting and reporting data related to finding, hiring and retention and develop goals in those areas to work on in 2024 and communicate to staff, residents, and stakeholders. Benefits of achieving this goal: • Allow us to be appropriately staffed which reduces organizational stress from staffing shortages. • More qualified candidates/employees to meet organizational/and community needs who better reflect the community we serve. • Increase efficiencies with the documented processes to filling vacancies. • Increase diverse perspectives in the organization. • Reduces turnover creates cost savings and builds/maintains organizational capacity. 13 Specific, Measurable, Achievable, Relevant, Time-bound 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 22 of 29 • Better communication, collaboration, transparency, and accountability to the organization. • Easier access to processes and information for employees and supervisors. • Increase willingness to refer friends/family/former colleagues. • Increased engagement and happiness, optimism, and commitment for employees • Able to provide a higher, better level of service to the community. • Better training for new and existing employees leading to predictability in the process. • Better work life balance for employees, leading to better family lives and relationships, and reduced PTSD. • Better guidance and communication reducing HR, Department heads and supervisor questions. • Formalization can allow for review and process improvement/adaptation. • Increased creative thought. Oversight for the Improvement: Assistant City Manager Responsible for the Improvement: HR Analyst Milestones Responsible Deadline Resources Required PLAN: Measure and Plan Create form to collect missing information and departures from typical process from Departments related to current finding, hiring and retention practices and goals related to each area. HR Analyst 03/31/2023 Staff time Typical Hiring Process Map Map the typical organization-wide recruitment, hiring, and retention process. Assistant City Manager 04/10/2023 HR Analyst Current Hiring Checklists Send out form and Map to Department Heads. Deputy Clerk 04/10/2023 Department Heads Division Directors/Super visors 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 23 of 29 Milestones Responsible Deadline Resources Required Department Heads fill out forms Department Heads 06/09/2023 Division Directors/Super visors/ Staff Provide coaching to Department Heads.as they complete the forms. Assistant City Manager 06/09/2023 HR Analyst Management Analyst Draft a survey for the organization on finding, hiring and retaining • Where did they learn about the position? • Evaluating on-boarding processes • Evaluating career/retention motivators • Understand why they choose Hopkins • How long they have been with organization • Would you recommend the City of Hopkins to a friend or former colleague? Management Analyst 06/30/2023 Future ESAP Working Group Department Heads Survey Monkey Collect forms (EEO and form from department heads) Deputy City Clerk 06/23/2023 HR Analyst Create form for employees to update EEO data and languages spoken. Include levels of leadership HR Analyst 06/30/2023 Word Springbrook EEO Categories Staff Time 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 24 of 29 Milestones Responsible Deadline Resources Required Send out individual updated forms to employees Deputy Clerk 07/05/2023 HR Analyst Department Heads Division Supervisors All Employees Employees fill out updated forms and send back to HR Employees 07/21/2023 Department Heads Division Directors HR Analyst Deputy City Clerk Update EEO data into Springbrook HR Analyst 07/31/2023 Springbrook Deputy Clerk Forms filled out by Employees Combine all of the information and data collected into one report and send out to Department Heads and future ESAP group to review. Deputy City Clerk 07/31/2023 HR Analyst Assistant City Manager Management Analyst Department Heads Future ESAP Group City Manager 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 25 of 29 Milestones Responsible Deadline Resources Required Host meeting with Department Heads and future ESAP group to debrief and analyze the report of information collected, recognize strengths, and set organization and department goals for improvement Assistant City Manager 08/01/2023 Department Heads Future ESAP Working Group Lunch Draft communication materials and strategy related to the compilation of the data and next steps. Internal and External Communications Communications Coordinator 08/30/2023 Microsoft Word Assistant City Manager Management Analyst Review draft communication materials and strategy Communications Coordinator 09/01/2023 Department Heads Future ESAP Working Group DO: Execute Plan; Measure Results Evaluate current practices and set goals for 2024. Assistant Manager 11/01/2023 Department Heads Future ESAP Team 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 26 of 29 Milestones Responsible Deadline Resources Required Communicate existing status and goals to organization, residents and stakeholders. Communications Coordinator 12/01/2023 Assistant City Manager Future ESAP Team Department Heads Website Intranet CHECK: Learn and Improve Create metrics to set baseline data for measurement in future years and developing on-going check in process. Assistant City Manager 08/15/2023 Management Analyst HR Analyst Deputy Clerk Develop plan for next year. • Research best practices related to finding, hiring, and retaining employees focused on the goal areas selected and make recommendations. • Update policies and guidelines to reflect goals and formalized practices. • Update data and communications materials Management Analyst 11/01/2023 Assistant City Manager HR Analyst Other communities HR Staff and/or Websites Major businesses HR Staff and/or websites 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 27 of 29 Milestones Responsible Deadline Resources Required ACT: Make it Habit Budget for process improvements/goals for 2024. Assistant City Manager 12/15/2023 Finance Director Assistant Finance Director City Council Management Analyst HR Analyst Department Heads Subject Matter Experts Update policies and guidelines to reflect goals and formalized practices. Assistant City Manager January 2024 HR Analyst Management Analyst City Clerk Deputy City Clerk Department Heads 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 28 of 29 Milestones Responsible Deadline Resources Required Update data bi-annually HR Analyst On-going (bi- annually in odd years to correlate with EEO Data (Due August) collection/submissi on process) Assistant City Manager Management Analyst Deputy Clerk Department Heads Employees Update Communications on internal and external websites. Communications Coordinator On-going, after Budget Adoption Assistant City Manager Management Analyst HR Analyst Deputy Clerk Intranet Website 2023 Equity Strategic Action Plan City of Hopkins Updated 4/3/2023 Page 29 of 29 Appendix I Diamond Inclusiveness Assessment™ (DIA) To get to our destination, we must first know where we are in relation to it. This requires us to know at the individual, team and enterprise levels just what our current capacity is to engage in the level of intercultural knowledge and experience required to excel with culturally diverse stakeholders. We used the Diamond Inclusiveness Assessment (DIA) to get a baseline understanding of how well our organization policies, practices and situations support cultural inclusiveness, as perceived by a culturally diverse set of respondents. It identified our organizational strengths and opportunities for improvement. While not yet independently validated, the tool has proven useful to more than 24 organizations and helped them make measurable improvements in their results with culturally diverse employees and customers. A culturally diverse group of internal and external stakeholders participated in the City of Hopkins 2022 DIA assessment and feedback sessions. A group that included the senior leadership team, and staff and board equity teams, analyzed this information, selected two focus areas for improvement, and developed this Equity Strategic Action Plan. The City of Hopkins 2022 DIA Gap Analysis Report is available at https://www.hopkinsmn.com/581/Race-Equity Join the Hopkins Police Department for a (Speaking with Police to Educate and Enhance Driver Safety) Neighborhood gathering Wednesday, June 21, at 5:30 p.m. Valley Park, 700 8th Street S »speak with police officers about traffic safety concerns »learn how Hopkins police conduct enforcement, problem solve »receive free vouchers for vehicle light repairs »learn how to obtain a valid license (even with prior traffic violations) through the MN Driver Diversion program »FREE Kona Shaved ice truck and snacks »$50 local Hopkins business gift card Drawing »Fun games/activities for kids featuring Hopkins Police Department | www.hopkinsmn.com/police | 952-258-5321 Únase AL DEPARTAMENTO DE POLICÍA DE HOPKINS PARA UNA COMVERSA CON LA POLICÍA PARA EDUCAR Y MEJORAR LA SEGURIDAD DEL CONDUCTOR Encuentro en el barrio MIÉRCOLES 21 DE JUNIO, 5:30 p.m. parque del valle, 700 8th Street S (Valley Park, 700 8th Street S) »HABLE CON LOS OFICIALES DE POLICÍA SOBRE PREOCUPACIONES DE SEGURIDAD DEL TRÁFICO »APRENDA CÓMO LA POLICÍA DE HOPKINS REALIZA EL CUMPLIMIENTO DE LA LEY, RESUELVA EL PROBLEMA »RECIBA VALES GRATIS PARA REPARAR LAS LUCES DEL VEHÍCULo »APRENDA CÓMO OBTENER UNA LICENCIA VÁLIDA (AUN CON VIOLACIONES DE TRÁFICO ANTERIORES) A TRAVÉS DEL PROGRAMA DE DESVÍO DEL CONDUCTOR DE MN »¡GRATIS! CAMIÓN DE HIELO RIZADO Y BOCADILLOS DE KONA »SORTEO DE TARJETA DE REGALO DE NEGOCIO LOCAL DE HOPKINS DE $50 »JUEGOS DIVERTIDOS/ACTIVIDADES PARA NIÑOS ¡PARTICIPE! Departamento de hopkins | www.hopkinsmn.com/police | 952-258-5321 Community Connectors are ambassadors to the Hopkins Spanish Speaking Community, and help the City of Hopkins facilitate and build relationships between these populations. Community Connectors will have office hours every week to work directly with residents, and to hear about issues and concerns from the community. Zaira Calixto Rosas Spanish Speaking Community Connector What’s a Community Connector? What Can a Community Connector Do? Community Connectors can: • Help residents navigate websites • Translate documents and forms • Share upcoming events or opportunities for residents to be involved • Provide interpretation at events or meetings • Assist with permitting processes • Connect residents to resources available in the community Contact Zaira Zaira Calixto Rosas Spanish Speaking Community Connector zrosas@hopkinsmn.com 952-228-8419 How Can I Meet with a Community Connector? Zaira is available to meet with residents on XXdays at XX at the Hopkins Activity Center, 33 14th Avenue N, Hopkins. No appointment necessary. Become an ACE this Summer! Advancing Careers and Employment (ACE) Program The ACE Program is a youth employment program that offers young people paid summer internship and professional development experience Eligibility: • 16-24 years old • Face a barrier to employment • Attend ACEentials training BENEFITS: • Get paid $16/hour • Gain valuable work experience • Get a headstart in a career path that interests you • Expand your skillset • Learn how city government works Apply Today! Visit www.hopkinsmn.com/ACE or scan the QR code to learn more and apply online Questions? Contact ACE Program Coordinator PeggySue Imihy Bean at pimihy@hopkinsmn.com Available Positions: • Fire Department • Police Department • Public Works • Hopkins Center for the Arts • Hopkins Activity Center • Administration • Community Development & Inspections Apply April 11Applications for internships openACEentials May 6Complete your internship prepInterview May 6Interview for internship spotsSelection May 10Confirm internship matchOrientationJune 12Mandatory Internship and Caregiver OrientationFirst Day June 21Start your first day!Advancing Careers and Employment (ACE) Program TimelineFor more information, visit the ACE program webpage at www.hopkinsmn.com/ACE or contact us at pimihy@hopkinsmn.com