D

DIVERSITY AND
INCLUSION PLAN
City of South Bend
2016-2019

Inclusive by choice.

Submitted July 15, 2016

Christina A. Brooks
Diversity and Inclusion/Compliance Officer
James Mueller
Chief of Staff to
Mayor Pete Buttigieg
City of South Bend, Indiana

P a g e 1 | 49

TABLE OF CONTENTS

Executive Summary..3
Diversity Policy, Laws and Legislation..4
Definitions..10
Layers of Diversity15
Vision, Mission and Values....17
Benefits of Diversity and Inclusion..18
The Goals..20
Goal 1: Workplace.21
Goal 2: Workforce..28
Goal 3: Community...35
Necessary Elements for Sustainability...45
Implementation and Evaluation
Framework...46
Feedback on Plan.....48
Appendices

P a g e 2 | 49

Executive Summary
"[A] city is excellent, at any rate, by its citizens' - those sharing in the regime
being excellent; and in our case all the citizens share in the regime"
Aristotle-The Purpose of a City
Government as an instrument has been and continues to be at the center of diversity and
inclusion theory and practice in the United States. From our inception as a free nation,
governments determined who could enjoy the privileges of citizenship and established a
framework to access and develop labor, land and community. The evolution of diversity and
inclusion terminology may have changed over the decades of open dialogue, but at its core,
the necessity for its continued study and analysis, especially as America continues to shift
demographically, has never waned. The last 9 United States Presidents, regardless of political
affiliation, understood its importance.
At the municipal level, we too, are challenged to continually analyze opportunities to create a
more inclusive space that welcomes difference as fuel for innovation in labor, land and
community. Ultimately, we seek to design an excellent city where all residents contribute and
enjoy a diverse and inclusive place to work, learn, and live. The most recent impetus for the City
of South Bend Diversity and Inclusion Plan is Mayor Pete Buttigiegs Executive Order No. 01-2016
issued January, 15, 2016, which clearly outlines in Section 1, our statement of policy as a City to
Challenge itself to become a model of equal opportunity, diversity, and inclusion in its
workplace and through its procurement of goods and services;
Promote equal opportunity, diversity, and inclusion throughout the community;
Utilize talents from all segments of society in the pursuit of excellence; and
Foster an inclusive culture that unlocks the full potential of all individuals.
The map for this diversity and inclusion journey attempts to address infrastructure, systems, and
people-related processes it begins with the acceptance and self-awareness of our own
individual diversity which extends far beyond our visible differences. We will measure our Citywide diversity and inclusion progress in 3 major areas over the next 3 years the WORKPLACE,
the WORKFORCE and the COMMUNITY. This plan establishes a starting point for each area based
on organizational and municipal awareness and national, state and local data analysis. Then
we can look to the framework to recognize developing milestones in those defined areas.
Over the next 3 years, with the support of the Human Rights Commission and the Office of
Human Resources, this plan offers stakeholders the information, tools and resources that may be
necessary to remove, reduce, and or address physical, systemic, communication, and
attitudinal barriers to a more diverse and inclusive City.

P a g e 3 | 49

Diversity Policy, Laws and Legislation

Historically, federal, state and local legal statutes have informed diversity policy by
offering the guideposts that establish in a broad sense acceptable actions and
behaviors in our workplace. Some early attempts to use legal measures to ensure
equitable treatment of applicants, staff and business vendors sought mainly, although
not exclusively to correct pervasive documented systemic barriers that kept
underrepresented populations from fair opportunities to compete for certain careers,
promotions, compensation and business contracts. Most of these early laws, focused
on righting a wrong to a particular population that, based on the evidential data, had
suffered more profoundly than other populations.
We understand that legislation alone cannot sufficiently define how organizations
communicate what they consider acceptable actions and behaviors in the
workplace or in conducting business. However, we believe establishing a
comprehensive diversity and inclusion policy in coordination with the legal parameters
set forth at the federal, state and local level increases the likelihood of sustained
progress toward a more diverse and inclusive workplace and business exchange where
ALL can thrive. Below, you will find some of the laws and statutes that serve as the
foundation for the City of South Bend Diversity and Inclusion Plan.
FEDERAL STATUTES
The Equal Pay Act of 1963 (EPA). Requires that men and women be paid equally for
substantially equal work in the same establishment. Enforced by Equal Employment
Opportunity Commission (EEOC).
Title VII, The Civil Rights Act of 1964. Makes it unlawful for an employer to hire or
discharge any individual, or otherwise discriminate against any individual with respect
to compensation, terms, conditions, or privileges of employment because of an
individuals race, color, religion, sex, or national origin. This covers hiring, firing,
promotions, and all workplace conduct. Enforced by Equal Employment Opportunity
Commission (EEOC).
Executive Order 11246: Equal Employment Opportunity (1965). The first Government
policy to prohibit discrimination in employment from race, color, religion, gender, and
national origin. Enforced by Equal Employment Opportunity Commission (EEOC).

P a g e 4 | 49

The Age Discrimination Employment Act of 1967 (ADEA). Protects those 40 years and
older from employment discrimination and retaliation based on age. Enforced by Equal
Employment Opportunity Commission (EEOC).
The Vietnam Era Veterans Readjustment Assistance Act of 1974 (VEVRAA). Includes
disabled Veterans in the Rehabilitation Act affirmative action programs.
Title I and Title V, The Americans with Disabilities Act of 1990 (ADA). Protects those with
recognized disabilities from employment discrimination and retaliation based on their
disability as long as the disability may be reasonably accommodated (reasonable
accommodation does not include lowering production standards or furnishing person
use items such as hearing aids). This Act also contained amendments to update the
Rehabilitation Act. Enforced by Equal Employment Opportunity Commission (EEOC).
The Pregnancy Discrimination Act (An Amendment of the Civil Rights Act of 1964).
Prohibits discrimination on the basis of pregnancy, childbirth, or related illness in
employment opportunity, health or disability insurance programs, or sick leave plans.
Enforced by Equal Employment Opportunity Commission (EEOC).
The Fair Labor Standards Act (FLSA). Establishes minimum wage, overtime pay,
recordkeeping, and child labor standards affecting full-time and part-time workers in
the private sector and in Federal, State, and local governments. Enforced by the Wage
and Hour Division (WHD) of the U.S. Department of Labor (DOL).
Uniformed Services Employment and Reemployment Rights Act (USERRA). Prohibits
employment discrimination against a person on the basis of past military service, current
military obligations, or intent to serve. An employer must not deny initial employment,
reemployment, retention in employment, promotion, or any benefit of employment to a
person on the basis of a past, present, or future service obligation. In addition, an
employer must not retaliate against a person because of an action taken to enforce or
exercise any USERRA right or for assisting in an USERRA investigation. Administered by
Veterans Employment and Training Service (VETS) of the Department of Labor.
Immigration and Nationality Act of 1952, (INA) as amended. Protects U.S. citizens and
aliens authorized to accept employment in the U.S. from discrimination in hiring or
discharge on the basis of national origin and citizenship status. Administered by the
Office of Foreign Labor Certification (OFLC) of the Employment and Training
Administration (ETA).
Employee Polygraph Protection Act (EPPA). Generally prohibits the use of polygraph
machines by an employer in determining whether to hire, promote or terminate an
individual. Some private employers, including those within the security field, those

P a g e 5 | 49

involved in the protection of the public, those involved in operations impacting national
security, and those authorized to manufacture, distribute, or dispense any controlled
substance, are exempt from the EPPA. The EPPA also permits the use of a lie detector
by any employer when the employer sustains an economic loss, the employee to be
tested had access to the property that is the subject of the investigation, the employer
has a reasonable suspicion that the employee was involved in the incident being
investigated, and the employer obtains a statement from the employee authorizing the
test.
The Family and Medical Leave Act (FMLA). Requires that eligible employees working
for organizations with 50 or more employees be allowed to take up to 12 weeks of
unpaid leave per year for the birth or adoption of a child, for the serious health
condition of the employee or spouse, parent or child of the employee, or for a
qualifying exigency arising out of the fact that a spouse, child or parent of the
employee is on active duty (or has been notified of an impending call or order to
active duty) in the Armed Forces in the support of a contingency operation.
The Health Insurance Portability and Accountability Act of 1996 (HIPAA), Requires the
Secretary of Health and Human Services to publicize standards for the electronic
exchange, privacy and security of health information.
The Occupational Safety and Health Act ("OSHA"). Regulates work place safety for
employers in businesses which affect commerce. Under OSHA, employers are required
to furnish their employees with a place of employment free from recognized hazards
that are causing, or are likely to cause, them death or serious physical harm.
The Fair Credit Reporting Act (FCRA). Prescribes the extent to, and manner in which,
employers may use credit information in making employment decisions, including hiring
and termination.
The Genetic Information Nondiscrimination Act (GINA). Prohibits an employer from
discriminating against an individual in hiring, firing, compensation, terms, or privileges of
employment on the basis of genetic information of the individual or family member of
the individual.

INDIANA STATE STATUTES

Indiana Civil Rights Law (ICR). The ICR prohibits most employers, who have six or more
employees, from discriminating on the basis of race, religion, color, sex, disability,

P a g e 6 | 49

national origin, or ancestry or because the employee(s) assisted in an investigation by

the Indiana Civil Rights Commission.
Indiana Age Discrimination Law. This law covers employers who are not covered under
the federal Age Discrimination in Employment Act and it prohibits employers from
discharging employees between the ages of 40 and 70 on the basis of age.
Indiana Veteran's Affairs Law. The Indiana Veteran's Affairs Law prohibits employers from
discharging reservists for taking statutorily protected leaves.
Indiana Occupational Safety and Health Act. This law prohibits employers from
discharging employees for making a complaint under the law, such as industrial or
construction safety complaints.
Smoker's Rights Law. Under this statute, employers are barred from discharging
employees due to their use of tobacco outside of the workplace.
Health Code reports. A provision of the health code makes it unlawful for an employer
to discharge an employee due to that employee's complaint to the State Board of
Health that the employer failed to comply with requirements for providing training on
infection control measures to prevent the transmission of communicable diseases.
Affirmative Action Law. General: State agencies must develop affirmative action plans
that ensure the elimination of underutilization of affected classes and the elimination of
discrimination on the basis of race, color, religion, national origin or ancestry, age, sex,
and disability. Affected classes are defined to include minorities, women, persons with
disabilities, and persons 40 and older.
Veterans: Veterans who have been honorably discharged from the military or naval
service of the United States, by reason of disability resulting from wounds or sickness
incurred in the line of duty, must be given preference for appointment to civil offices if
they possess the capacity necessary for the proper discharge of the office. Veterans
who are being considered for full-time employment by political subdivisions of Indiana
must be given preference points on examinations. The veteran must have served on
active duty in the armed forces of the United States for at least 181 days and received
an honorable discharge. Citation: General: I.C. 4-15-12-1, et seq. Veterans: I.C. 5-93-1 et seq.
CITY OF SOUTH BEND ORDINANCES
Human Rights Ordinance. It is the public policy of the City of South Bend to provide all
of its citizens equal opportunity for education, employment, access to public
conveniences and accommodations, and acquisition through purchase or rental of

P a g e 7 | 49

real property including, but not limited to, housing, and to eliminate segregation or
separation based on race, religion, color, sex, disability, national origin, ancestry, sexual
orientation or gender identity, and familial status in housing, since such segregation is
an impediment to equal opportunity.
Leave of Absence for Military Duty (City Officers and Employees-Article 8 Section 2117). Each covered employee shall be considered as remaining in the employ of the
City of South Bend, Indiana, in an inactive status while on active duty related to an
ordered deployment of troops. Each covered employee shall continue in such inactive
status until the earlier of ninety (90) days after such time as he or she is released from
active duty in good standing, or the date of receiving written confirmation of said
covered employee being deceased, and where applicable, the date on which he or
she resumes active employment with the City.
Whistleblower Protection (City Officers and Employees-Article 8 Section 2-125.1.) Except
as provided in (b) herein, no City elected official, City employee or City appointee shall
retaliate or threaten to retaliate against any person because the person did any of the
following: (1)Filed a written complaint with the Director of Human Resources alleging
wrongful conduct which is defined as a violation of applicable State and/or federal
laws and/or regulations or a violation of City ordinance(s) which must have been filed
within thirty (30) days of the alleged retaliatory adverse employment action on a form
provided by the Director of Human Resources; (2)Provided information to the Office of
Corporation Counsel or the Law Department which is one of the Executive
Departments established in Section 2-13 of the South Bend Municipal Code with regard
to a written complaint filed pursuant to subsection (1); or (3)Testified at any Ethics
Commission proceeding or similar venue established by the City of South Bend
regarding a complaint property filed pursuant to subsection (1).
Civil Defense Agency Merit Plan (City Officers and Employees-Article 8 Section 2-133).
There is established a merit system of personnel administration for employees of the Civil
Defense Agency of the City, to be serviced by the State Personnel Division.
Economic Target Areas (Article 13). Pursuant to IC 36-7-12-3, specific geographic
territories of the City of South Bend shall be economic development target areas.
Minority and Women Business Enterprise Diversity Development Programs (Chapter
14.5). This establishes the Diversity Utilization Board. Its regulations are enacted in the
interest of providing equal opportunity, promoting diversity and inclusion for existing
and operating minority business enterprises and women's business enterprises.
Executive Departments-Municipal Code Article 4 Section 2-21. In concert with the Law
Department, each department head may prescribe and promulgate such rules as are

P a g e 8 | 49

necessary to the proper administration of the department, the conduct of its officers
and employees, the distribution and performance of its duties and functions, and the
custody, use and preservation of its records, papers and property.

P a g e 9 | 49

Definitions
Vital to effective and meaningful conversations concerning issues of diversity and
inclusion, is the shared understanding of language used in its practice. It is important to
note that diversity and inclusion language is dynamicand changes sometimes rapidly
as we expand our depth of understanding the complexity of identity. The following
lexicon, while not intended to be comprehensive, is a starting point for initial
conversations.
Ableism (n.): Discrimination against persons with mental and/or physical disabilities
and/or social structures that favor ablebodied individuals.
Advocate (n.): Someone who speaks up for her/himself and members of his/her identity
group; e.g., a woman who lobbies for equal pay for women.
Affinity Group (n): Also known as employee networks, or employeeresource groups,
affinity groups are groups of people who share a common interest. These entities can
support organizational and business objectives by serving as liaisons between a
company and the community.
Affirmative Action (n): Proactive measures for remedying the effect of past
discrimination and ensuring the implementation of equal employment and educational
opportunities. Under prevailing guidelines and law affirmative action is undertaken only
for certain protected groups of individuals: Females, blacks, Latinos/Hispanics, Asians,
American Indians, people with disabilities, and covered veterans.
Ally (n.): A person of one social identity group who stands up in support of members of
another group; typically member of a more dominant group standing beside
member(s) of targeted group; e.g., a male arguing for equal pay for women.
Americans with Disabilities Act (ADA) (n.): On July 26, 1990, President George H. W. Bush
signed into law the most sweeping legislation in the history of disability rights, the
Americans with Disabilities Act (ADA), prohibiting discrimination against, and mandating
equal opportunity for, persons with disabilities, in state and local government services,
public accommodations, commercial facilities, and transportation. The ADA defines a
person with a disability as someone with a physical or mental impairment that
substantially limits a major life activity, who has a record of such an impairment.
Availability Analysis: The purpose of the availability analysis is to identify the relevant
labor market by determining how many minorities and females are available for
employment in each job group. The relevant labor market consists of people that live

P a g e 10 | 49

within the geographic area from which applicants apply or are recruited and meet the
required minimum qualifications for the jobs in the EEO job group.
Bias (n.): A particular tendency, trend, inclination, feeling, or opinion, especially one
that is preconceived or unreasoned.
Bilingual (adj.): Of or related to proficiency in two distinct languages.
Colorblind (adj.): Term used to describe personal, group, and institutional policies or
practices that do not consider race or ethnicity as a determining factor. The term
colorblind deemphasizes, or ignores, race and ethnicity, a large part of ones
identity.
CrossCultural (adj.): Relating to more than one culture. Often refers to practices that
deal with more than one culture and incorporate the beliefand valuesystems of the
cultures involved.
Culture (n.): The behaviors and beliefs characteristic of a particular social, ethnic, or
age group; the sum total of ways of living built up by a group of human beings and
transmitted from one generation to another.
Cultural Ally (n.): An individual who actively supports others who experience racism
and/or discrimination.
Cultural Competence (n.): A process of learning that leads to an ability to effectively
respond to the challenges and opportunities posed by the presence of social cultural
diversity in a defined social system.
Cultural Responsiveness (n.): Using the cultural knowledge, prior experiences, and
performance styles of diverse people to make learning and interactions more
appropriate and effective for them; it teaches to and through the strengths of people.
Dialogue (n.): "Communication that creates and recreates multiple understandings
(Wink, 1997); it is bidirectional, not zerosum and may or may not end in agreement; it
can be emotional and uncomfortable, but is safe, respectful and has greater
understanding as its goal.
Discrimination (n.): Unfavorable or unfair treatment towards an individual or group
based on their race, sex, color, religion, national origin, age, physical/mental abilities, or
sexual orientation.
Diversity (n.): A situation that includes representation of multiple (ideally all) groups
within a prescribed environment, such as a university or a workplace. This word refers to

P a g e 11 | 49

differences between groups, although it is also used to describe differences within

groups, e.g. diversity within the Asian-American culture includes Korean Americans and
Japanese Americans. An emphasis on accepting and respecting differences by
recognizing that no one group is intrinsically superior to another.
Diversity and Inclusion (n.): Policies and practices of inclusion that promote
understanding of cultural differences, and that encourage cooperation across the
boundaries of diverse coworkers, and the public.
Equal Employment Opportunity (EEO) (n.): Title VII of the Civil Rights Act of 1964 (Title VII)
prohibits employment discrimination based on an individuals race, color, religion, sex,
or national origin.
Equity (n.): Fairness and justice, especially pertaining to rights and protection under the
law.
Gender (n.): Sexual classification based on the social construction of the categories of
men and women. Gender differs from ones biological sex (male or female) in that
one can assume a gender that is different from ones biological sex.
Harassment (n.): Unwelcome, intimidating, or hostile behavior.
Human Rights (n.): A set of inalienable rights, as declared by the thirty articles of the
Universal Declaration of Human Rights of 1948, that all human beings possess and are
protected by law.
Identity Group (n.): A particular group, culture, or community with which an individual
identifies or shares a sense of belonging.
Inclusive Language (n.): Words or phrases that include both women and men if
applicable. Inclusive language does not assume or connote the absence of women.
Ex: Use of word police officers instead of policemen or humankind instead of
mankind.
Incumbency: The actual percentage of minorities and females within the agencys
workforce.
Ingroup Bias (favoritism): The tendency for groups to favor themselves by rewarding
group members economically, socially, psychologically, and emotionally in order to
uplift one group over another.
LGBTQIA: Acronym for lesbian, gay, bi-sexual, transgender, queer or questioning, intersex, ally or advocate.

P a g e 12 | 49

Micro-affirmations (n.): Small acts, both public and private, often unconscious but very
effective which occur wherever people wish to help others to succeed. Tiny acts of
opening doors of opportunity; Apparently small acts, which are often ephemeral and
hard-to-see, events that are public and private, often unconscious but very effective,
which occur wherever people wish to help others to succeed. The key to reaping the
benefits of micro-affirmations lies in the cumulative nature of the experience.
Micro-aggressions (n.): The everyday verbal, nonverbal, and environmental slights,
snubs, or insults, whether intentional or unintentional, which communicate hostile,
derogatory, or negative messages to target persons based solely upon their
marginalized group membership. In many cases, these hidden messages may
invalidate the group identity or experiential reality of target persons, demean them on
a personal or group level, threaten and intimidate, or relegate them to inferior status
and treatment.
Multicultural Competency (n.): Multiple facets of multiculturalism: race/ethnicity,
religion, age, gender, sexual orientation (GLBTQA), language, geographic location,
economic status, and ability; A range of attributes acquired by individuals and
organizations to interact, serve more effectively and genuinely with diverse populations.
These attributes include, but are not limited to Awareness, Skills, Knowledge, Attitudes,
Behaviors and Beliefs. Multicultural Awareness, Skills and Knowledge: MASK!
Power (n.): The possession of control or command over others; authority; ascendancy;
legal ability, capacity, or delegated authority.
Power Structure (n.): The system of authority or influence in work environments within
industries like government, politics, education, etc., and the people who control or
command this system.
Prejudice (n.): A preconceived judgment about a person or group of people; usually
indicating negative bias.
Privilege (n.): A special right, advantage, or immunity granted or available only to a
particular person or group of people; exemption granted to persons in authority or
office to free them from certain obligations or liabilities.
Race (n.): A relatively modern social construct based in economic expedience and
power that has no biological foundation but groups human beings based on a shared
physical likeness (mainly skin color, hair texture etc.); grouping of human beings
determined by distinct physical characteristics.

P a g e 13 | 49

Safe Space (n.): A space in which an individual or group may remain free of blame,
ridicule and persecution, and are in no danger of coming to mental or physical harm.
Sex (n.): Biological classification of male or female (based on genetic or physiological
features); as opposed to gender.
Sexism (n.): Prejudiced thoughts and discriminatory actions based on difference in
sex/gender.
Sexual Harassment (n): The Equal Employment Opportunity Commission defines sexual
harassment as a form of sex discrimination that violates Title VII of the Civil Rights Act of
1964.
Silencing (n.): The conscious or unconscious processes by which the voice or
participation of particular social identities is excluded or inhibited.
Stereotype (n.): A positive or negative set of beliefs held by an individual about the
characteristics of a certain group.
Unconscious Bias (n.): Accidental, unintended, subtle and completely unconscious
choices, made by everyone, all the time. Our implicit people preferences, formed by
our socialization, our experiences, and by our exposure to others views about other
groups of people.
Utilization Analysis: This analysis compares the actual percentage of minorities and
females within the agencys workforce (incumbency) with their availability calculated
in the availability analysis.
Veteran Status (n.): Whether or not an individual has served in a nation's armed forces
(or other uniformed service).
This glossary has been adapted from the resource guide from The National Multicultural
Institute. Additional definitions were added by City of South Bend Diversity and
Inclusion Officer July, 2016.

P a g e 14 | 49

Layers of
Diversity
Based on
Gardenswartz
and Rowes
work, this
graphic helps us
visualize our
identity. The lens
through which
each of us see
the world is
complex.
Becoming a selfaware
community
means we
understand we
may not always
see the world as
it is for others, but
ultimately, we
see the world as
we areshaped
by our individual
exposure and
experiences. The
5 layers of our
diversity help us
begin to unpack
the almost
unlimited ways
we are different
and highlight the
value of every
vantage point
represented in
our community.

P a g e 15 | 49

Financial Networks
Energy
Healthy Food
Financial Networks
PublicFair
Safety

Clean Water
Technology
Healthcare Jobs

Fair Financial Networks

Healthcare

Safe Spaces
e
Transportation
Division/Department/Unit/Group Functional Level/
Quality
Safe Spaces
Union Affiliation
Schools
Classification
Housing
Work
Content
Field
Immigrant
Management Status
Functional Level/ Classification
Status
Seniority
Work Location
Work
Experience
Religion & Spirituality
Educational
Language
Military
Geographic Location
Personal Habits
Level
Marital Status Status
Recreational Habits
Appearance
Parental Status
Education
Political
Income
Affiliation
Age
Sexual Orientation
Ability
Neighborhood

Ethnicity

Gender
Age

Race

Individual
Personality

P a g e 16 | 49

Vision, Mission and Values

Our VISION is for South Bend to be an open, connected community where everyone
can thrive regardless of background, well known as a place where talent meets
purpose in pursuit of shared goals.

Our MISSION is to deliver services that empower everyone to thrive. We will work
everyday to
1. Make the basics easy: Provide residents high quality services at the greatest
value to the taxpayer, maintaining widespread confidence that the
fundamentals are managed well.
2. Deliver good government: Always put residents first, leading by example,
gathering input, and transparently communicating our intentions, decisions and
actions.
3. Invest in people and places: Support residents with design, policy, and
programming for a strong and inclusive economy, vibrant culture, and great
public spaces.

At our core, our VALUES in our administration and in our community are
Inclusion reflect, support and develop the community we serve in opportunity, access
and decision making
Empowerment encourage a culture of contribution to create a safe, healthy and
meaningful life in South Bend
Excellence be the best in Indiana or in the top 25% nationally for major area service
delivery and resident well-being
Accountability - be transparent stewards of government resources and hold one
another to high standard of respect and support for our community
Innovation deliver better services more efficiently and developing the best ideas
through creativity, inquiry and evidence to continually improve

P a g e 17 | 49

Benefits of Diversity and Inclusion

The City of South Bend is comparatively one of the best cities with fewer than 150,000 residents in
the Midwest, and the only one in our benchmark study that boasts 8 colleges and universities
with a National top 20 research institution among them; all located less than 5 miles from the City
center. According to the experts, we have the main ingredients to become a City of choice if
we understand how to benefit from our diversity and build more inclusive environments in the
workplace, workforce, and the community. Here is what the experts are saying.

A recent study by McKinsey and Company found that companies leading in gender
and racial diversity outperform their peers significantly. The study finds that a diverse
workforce expands the talent pool from which to recruit new employees, increases
insight into different customer groups, and improves decision making through creativity
and innovation.
Such individuals are better able to develop products and services that appeal to a
variety of consumers and to market offerings in ways that appeal to those consumers.4
A racially diverse group of managers with cross-cultural experiences is better able to
work with business partners, employees, and clientele in the United States and around
the world.5
Individuals who have been educated in a diverse setting are likely to contribute to a
positive work environment by decreasing incidents of discrimination and stereotyping.6

Improved morale and increased efficiency and productivity are the ultimate goal of
effective diversity policy. This goal, which is accomplished operationally, is rooted in
two core concepts: value-based diversity and management diversity.7
But more than this, wherever we find a city district with an exuberant variety and
plenty in its commerce, we are apt to find that it contains a good many other kinds of
diversity also, including variety of cultural opportunities, variety of scenes, and a great
variety in its population and other users. This is more than coincidence. The same

Amicus brief filed in support of University of Michigan in 539 U.S. 306 (2003).
Amicus brief filed in support of University of Michigan in 539 U.S. 306 (2003).
6
Amicus brief filed in support of University of Michigan in 539 U.S. 306 (2003).
7
OBannon, Michael J. (2014). Understanding the diversity policy of the United States
Government. The EOP Foundation.
P a g e 18 | 49
5

physical and economic conditions that generate diverse commerce are intimately
related to the production, or the presence of other kinds of city variety.8

Jacobs, Jane. (1992). The death and life of great American Cities. P.148.
P a g e 19 | 49

The Goals
Developed through thorough benchmark city data analysis, federal diversity and
inclusion policy design, City leadership collaboration, and industry expertise, the City of
South Bend identified 3 Goals.

WORKPLACE
Cultivate an inclusive
work environment.

COMMUNITY

WORKFORCE

Expand
opportunities for
representative
population
engagement and
procurement.

Recruit, hire,
develop, and
retain the highest
quality candidates
from all segments
of society.

P a g e 20 | 49

WORKPLACE

Our shared responsibility is not perfection, but to create a

positive, innovative, collaborative environment where we
communicate effectively to meet the challenges of a more
diverse workplace. We encourage acceptance and
understanding through policy initiatives, and programs that
reflect and value the complex vibrancy of our differences
and reward authentic practices of diversity and inclusion
that lead to engaged staff.

P a g e 21 | 49

WORKPLACE ANALYSIS
The State of Local and State Government Workers in the United States report by the
Gallup Poll released its findings May 2016. Jon Clifton, Managing Partner for the Gallup
Poll revealed the stark economic impact local and state government worker
disengagement and subsequent negative workplace environments have on the U.S.
economy. With local and state government budgets accounting for 11% of the U.S.
Gross Domestic Product (GDP) spending $1.7 trillion dollars nationwide, the disengaged
local and state workers cost the U.S. $100 billion dollars based on the size and budgets
of their workforcemore than the entire spending budgets of most U.S. states.9
These numbers certainly bring a fiscal urgency to local government worker
engagement and creating positive workplace environments across all sectors of the
workforce. An equally disconcerting analysis in the report found that in the U.S., only
29% of our local and state government workers are engaged at work; leaving 71% of
our local and state workforce disengaged or actively disengaged creating less than
desirable workplace environments which in turn make it difficult to recruit top talent
from all segments of society. Indiana state and local government workers rank on the
low end of the spectrum compared to other states with 27% engaged10, 57% not
engaged11 and 15% actively disengaged12.
The following plan for the City of South Bend workplace involves establishing our
baseline data in order to accurately measure our progress in 5 key workplace areas,
leadership, culture, voice, staff development and rewards. Once the baseline is
established, this plan outlines actions and activities that will move the City toward
improved rates of all staff engagement and a more diverse and inclusive workplace
environment.

Clifton, Jon (2016). The state of state and local government workers in the U.S. report. The
Gallup Poll. P. 1.
10
Defined as employees work with passion and feel a profound connection to their company.
They drive innovation and move the organization forward.
11

Defined as employees are essentially checked out. Theyre sleepwalking through their
workday, putting time but not energy or passion into their work.
12

Defined as employees arent just unhappy at work; theyre busy acting out their
unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.
P a g e 22 | 49

WORKPLACE
_____________________________________________________________________________________

Goal 1: Cultivate and sustain an inclusive work environment.

Priority 1: Establish baseline metrics and measure on-going
infrastructure improvements and tactical progress in the 5 key
workplace environment areas of leadership, culture, voice, staff
development, and rewards

KPISTAFF PERFORMANCE EVALUATION AND CAREER DEVELOPMENT PLAN PROGRESS AND

COMPLETION RATES BY GROUPS.
KPIBIENNIAL STAFF WORKPLACE ENVIRONMENT SURVEY RESPONSE BY GROUPS.
RESPONSIBLE GROUP
DIVERSITY AND INCLUSION

RESPONSIBILITIES /TASK
1. LEAD COLLABORATION
WITH HR , HRC ,

2.
OFFICE OF HUMAN

1.

RESOURCES, OFFICE OF
INNOVATION, HUMAN
RIGHTS COMMISSION

TIMELINE
1. INITIATE-UPON

RESPONSIBLE TITLE
DIVERSITY AND

PLAN ADOPTION ,

INCLUSION/ COM PLIANCE

INNOVATION TO DEVELOP

SURVEY READY BY

OFFICER

ONLINE PERFORM ANCE

AUGUST FOR

MANAGEMENT SYSTEM

ROLLOUT IN

AND STAFF SURVEYS .

ESTABLISH PRIORITY DEPT .

2.

COLLABORATE TO

1.

SEPTEMBER.

PRIORITY DEPT . BY

DEVELOP ONLINE

DECEMBER 2017.
INITIATE-UPON
PLAN ADOPTION ,

PERFORM ANCE

SURVEY READY BY

MANAGEMENT / CAREER

AUGUST FOR

DEVELOPMENT SYSTEM

ROLLOUT IN

AND SURVEYS .

SEPTEMBER.

DIRECTOR OF HUMAN
RESOURCES ,

TALENT M ANAGER ,

SR . HR GENERALIST ,

BUSINESS ANALYSIS ,
DIRECTOR OF HUMAN RI GHTS
COMMISSION

ALL CITY GROUPS

1.

PARTICIPATE IN

1.

3.

FISCAL YEAR .

EVALUATION .

COMPLETE-

COM PLETE A CAREER

DEVELOPMENT PLAN .
PARTICIPATE IN
WORKPLACE

ALL CITY STAFF

OF UPCOMING

PERFORM ANCE

2.

INITIATE -J ANUARY

2.

D ECEMBER OF
FISCAL YEAR .
INITIATE -J ANUARY
OF UPCOMING

ENVIRONM ENT SURVEY .

FISCAL YEAR .
COMPLETE-

3.

D ECEMBER OF
FISCAL YEAR .
INITIATE -S EPTEMBER
EVERY 2 YEARS.

P a g e 23 | 49

ACTION 1: MONITOR BIENNIAL WORKPLACE ENVIRONMENT SURVEYS EVERY 2 YEARS THAT MEASURES
LEADERSHIP, CULTURE, VOICE, STAFF DEVELOPMENT AND REWARDS .
ACTION 2: DOCUMENT AND TRACK THE PERCENTAGE OF WORKPLACE HARASSMENT AND
DISCRIMINATION CLAIMS BY DEMOGRAPHICS AND DIVISIONS ANNUALLY .
ACTION 3: CONDUCT COLLABORATIVE STAFF PERFORMANCE EVALUATIONS THAT INCLUDE STAFF
CAREER DEVELOPMENT PLANS AT LEAST 2 TIMES PER YEAR TO MEASURE STAFF DEVELOPMENT PROGRESS
OF CITY OF SOUTH BEND STAFF.
ACTION 4: CONDUCT CITY -WIDE STAFF SURVEY S FOR FEEDBACK ON POLICY DEVELOPMENT ,
PROCEDURAL CHANGES , OR PROGRAM INITIATIVES.
ACTION 5: CONDUCT CITY -WIDE STAFF SURVEY S FOR FEEDBACK ON EMPLOYEE RESOURCE GROUPS .

Priority 2: Establish and provide on-going diversity and inclusion

experiential learning, education, training and workshops for all City staff

KPIANNUAL CITY -WIDE STAFF TRAINING AND WORKSHOP RESPONSE AND PARTICIPATION RATES .
KPIEMPLOYEE DIVERSITY DISCUSSION ENGAGEMENT FEEDBACK AND PARTICIPATION RATES .
KPIEMPLOYEE RESOURCE GROUP EXPERIENTIAL LEARNING RESPONSE AND PARTICIPATION RATES BY
JOB GROUPS .

P a g e 24 | 49

RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND

AS PRESCRIBED.

OFFICER

LEAD PLANNING AND

FACILITATION OF
WORKSHOPS AND

2.

TRAINING

2.

LEAD ERG SET - UP AND

DESIGN

3.
RESOURCES , OFFICE OF

1.

COLLABORATE TO

SECTIONS OF TRAINING

DEPARTMENT , OFFICE OF THE

FEEDBACK SEPT .
INITIATEUPON

1.

INITIATE-UPON

DIRECTOR OF HUMAN

AS PRESCRIBED.

TALENT M ANAGER ,

AND FACILITATE SPECI FIC

COMMISSION, LEGAL

INITIATE-UPON

3.

DEVELOP WORKSHOPS

INNOVATION, HUM AN RIGHTS

INCLUSION/ COM PLIANCE

STAFF SURVEY

LEAD DIVERSITY DIALOGUE

SESSIONS

OFFICE OF HUMAN

PLAN ADOPTION ,

WORKSHOPS .

&

PLAN ADOPTION .
PLAN ADOPTION ,

RESOURCES ,

SR . HR GENERALIST ,

BUSINESS ANALYSIS ,

MAYOR

DIRECTOR OF HUMAN RI GHTS

COMMISSION, DIRECTOR OF

COMMUNITY OUTREACH , ASST .

CITY ATTORNEY
ALL CITY GROUPS

1.

PARTICIPATE IN

D&I

WORKSHOPS AND
TRAINING AND DIVERSITY
DIALOGUES .

1.

INITIATE - J ANUARY
OF UPCOMING

ALL CITY STAFF

FISCAL YEAR .
COMPLETE
ONGOING .

ACTION 1: FACILITATE ON-GOING UNDERSTANDING DIVERSITY AND INCLUSION WORKSHOPS

FOR ALL NEW AND EXISTING CITY -WIDE LEADERS , MANAGERS , AND STAFF.
ACTION 2: FACILITATE ON-GOING RECOGNIZING MICRO-AGGRESSIONS AND SUPPORTING
A CULTURE OF MICRO-AFFIRMATIONS IN THE WORKPLACE WORKSHOPS FOR ALL NEW AND
EXISTING CITY -WIDE LEADERS , MANAGERS , AND STAFF .
ACTION 3: FACILITATE ON-GOING REDUCING UNCONSCIOUS BIAS IN THE HIRING PROCESS
WORKSHOPS FOR ALL NEW AND EXISTING CITY -WIDE LEADERS , MANAGERS , AND STAFF INVOLVED IN
HIRING.
ACTION 4: COORDINATE CITY -WIDE DIVERSITY DIALOGUE SESSIONS TO DISCUSS CURRENT AND
HISTORICAL DIVERSITY TOPICS AND OR EVENTS IN VARIOUS LOCATIONS CITY -WIDE.
ACTION 5: SHARE OPPORTUNITIES TO ATTEND AND PARTICIPATE IN CULTURAL ACTIVITIES CITY -WIDE.
ACTION 6: CREATE AND SHARE INCLUSION LENS TOOLKITS FOR CITY -WIDE STAFF ACCESS .
ACTION 7: BASED ON FEEDBACK FROM CITY -WIDE EMPLOYEE RESOURCE GROUP SURVEY , SUPPORT
THE CREATION AND IMPLEMENTATION OF EMPLOYEE RESOURCE GROUPS.

P a g e 25 | 49

Priority 3: Establish diversity and inclusion awards for City groups,

individuals, and Community groups and individuals.

KPI-- NOMINATION RATES FOR D&I AWARDS.

RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND

AS PRESCRIBED.

OFFICER

CITY DEPARTMENT

LEAD RESEARCH ,
PLANNING AND

LEADERSHIP

FACILITATION OF DI
AWARDS.

ALL CITY GROUPS

1.

PARTICIPATE IN FEEDBACK
OPPORTUNITIES AND
NOMINATION PROCESS .

1.

PLAN ADOPTION ,

INCLUSION/ COM PLIANCE

COM PLETION-

ALL

DECEMBER FISCAL
YEAR .

OFFICERS / LEADERS

INITIATE -

ALL CITY STAFF

J ANUARY

CITY DEPARTMENT

OF UPCOMING
FISCAL YEAR .
COMPLETE
ONGOING .

ACTION 1: RESEARCH EXISTING CITY AWARDS FOR DIVERSE POPULATIONS AND INDIVIDUALS FOR
DUPLICATIVE EFFORTS .
ACTION 2: I DENTIFY COMMUNITY ORGANIZATIONS THAT PROMOTE, SUPPORT OR ADVOCATE FOR
UNDERREPRESENTED GROUPS AND INITIATIVES .
ACTION 3: DEVELOP NOMINATION PROCEDURES AND REQUIREMENTS FOR DIVERSITY AND INCLUSION
AWARDS .

P a g e 26 | 49

Priority 4: Infuse diversity and inclusion language and City-wide

expectations into all strategic plans, policies, processes, procedures,
and programs.

KPICOMPLETION RATE OF CITY PRIORITY DEPARTMENT POLICY , PROCEDURE MANUALS, PROGRAM

AUDIT TOWARD A GOAL OF 100% WITHIN18 MONTHS OF PLAN ADOPTION.
RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND

AS PRESCRIBED.

OFFICER

LEAD RESEARCH , REVIEW

AND POLICY
DEVELOPMENT OF M AJOR
POLICY , PROCEDURE

2.

MANUALS, AND

PROGRAM S THAT AFFECT

PLAN ADOPTION ,

INCLUSION/ COM PLIANCE

INITIATE-UPON

FEEDBACK SEPT .
STAFF SURVEY

INTERNAL STAFF AND

COMMUNITY FOR
PRIORITY DEPARTMENTS .
OFFICE OF HUMAN
RESOURCES , OFFICE OF

1.

1.

COLLABORATE TO
DEVELOP WORKSHOPS

INNOVATION, HUM AN RIGHTS

AND FACILITATE SPECI FIC

COMMISSION, LEGAL

SECTIONS OF TRAINING

DEPARTMENT , OFFICE OF THE

WORKSHOPS .

&

INITIATE-UPON

DIRECTOR OF HUMAN

AS PRESCRIBED.

TALENT M ANAGER ,

PLAN ADOPTION ,

RESOURCES ,

SR . HR GENERALIST ,

BUSINESS ANALYSIS ,

MAYOR

DIRECTOR OF HUMAN RI GHTS

COMMISSION, DIRECTOR OF

COMMUNITY OUTREACH , ASST .

CITY ATTORNEY
ALL CITY DEPARTMENTS

1.

PARTICIPATE IN

D&I

WORKSHOPS AND
TRAINING .

1.

INITIATE -

J ANUARY

ALL CITY DEPARTMENT STAFF

OF UPCOMING
FISCAL YEAR .
COMPLETE
ONGOING .

ACTION 1: CREATE INCLUSIVE POLICIES, PROCESSES , PROCEDURES , AND PROGRAMS.

ACTION 2: DISPLAY REQUIRED FEDERAL AND I NDIANA EMPLOYMENT POSTERS IN AREAS COMMONLY
ACCESSED BY ALL EMPLOYEES , SUCH AS IN BREAK ROOMS , LUNCH ROOMS , ETC .

P a g e 27 | 49

WORKFORCE

Our shared responsibility is not perfection, but to leverage

the diverse knowledge, education, and experience of City
staff. In doing so, we will maximize performance, innovation,
and meet or exceed individual and City goals. We will
provide City staff with access to the support, tools and
resources necessary to attract, hire, develop, and retain a
highly skilled and diverse workforce.
P a g e 28 | 49

WORKFORCE ANALYSIS
To understand and improve our citys workforce inclusion, we must begin by assessing
our current levels of diversity in a national and state context. The Equal Employment
Opportunity Commission (EEOC) Job Patterns for Minorities and Women in State and
Local Governments 2013 Report provides a starting point to analyze and compare the
City of South Bend workforce data. This report is a compilation of EEO-4 reports from
over 2,599 reporting units nationwide. The EEO-4 report was implemented as part of its
mandate under Title VII of the Civil Rights Act of 1964, the Equal Employment
Opportunity Commission requires periodic reports from public and private employers,
and unions and labor organizations which indicate the composition for their work forces
by sex and by race/ethnic category. EEOC collects labor force data from state and
local governments with 100 or more employees within 50 U.S. states and District of
Columbia. The reporting agencies provide information on their employment totals,
employees' job category and salary by sex and race/ethnic groups as of June 30 of the
survey year. Since 1993 the EEO4 survey is conducted biennially in every odd-numbered
year.13
According to the latest nationally published report (2013), city workforces nationwide
comprise 70.7% of male full time employees and 29.3% female across all race,
ethnicities, and job groups. Within that same data set, 63.4% of nationwide city
workforces identify racially as White, 19.2% identify as Black, 13.1% identify as Hispanic,
3.8% identify as Asian and .6% identify as Native American across all job groups and
compensation levels.
Of all new hires nationally, 64.8% were male, and 35.2% were female. The racial
disaggregation of that same data reveals that 58.1% identified as White, 23.2%
identified as African American, 13.8% identified as Hispanic, 4.1% identified as Asian
and .8% identified as Native American.
National employee compensation ranges for city workers placed the median salary for
all staff across all job groups at $53,421.80. Staff identifying as Asian earned roughly
$14,000 above the median salary and African American staff earned about $9,000 less
than the median salary across all job groups.

13

Retrieved from EEOC 2015 Employee Survey website:

https://www.eeoc.gov/employers/eeo4survey/
P a g e 29 | 49

WORKFORCE
_____________________________________________________________________________________

Goal 1: Recruit, hire, develop, and retain the highest quality candidates
from all segments of society.
Priority 1: Establish baseline metrics and measure on-going
infrastructure improvements and tactical progress in the 5 key
workforce areas of talent identification, recruitment, hiring process,
talent development, and retention.

KPICITY AVAILABILITY AND UTILIZATION DATA ANALYSIS BY DEPARTMENT

KPICITY -WIDE STAFF SURVEY RESPONSES , AND PARTICIPATION RATES BY DEPARTMENT AND
DEMOGRAPHICS

KPIANNUAL APPLICANT TRACKING SYSTEM (ATS) REPORT BY DEMOGRAPHICS IN APPLICANT POOL ,

INTERVIEW POOL , FINALIST POOL AND HIRES.
KPIDEPARTMENT DIVERSITY AND INCLUSION SCORECARD.
KPIANNUAL HIRING TREND, PROMOTIONS , TRANSFERS AND ATTEMPTS BY DEPARTMENT AND
DEMOGRAPHICS .

P a g e 30 | 49

RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND

AS PRESCRIBED.

OFFICER

CO - LEAD RESEARCH ,

OFFICE OF HUMAN

DATA ANALYSIS FOR

RESOURCES

AVAILABILITY AND

HUM AN RIGHTS COMMISSION

UTILIZATION , STAFF

PLAN ADOPTION ,

DIRECTOR OF HUMAN

SURVEY , ATS REPORTS , DI

RESOURCES

DEPARTMENT

DIRECTOR OF HUMAN RI GHTS

SCORECARDS-- HIRING

COMMISSION

TREND , PROM OTION,

TALENT M ANAGER

TRANSFER , AND ATTEM PTS .

OFFICE OF INNOVATION

1.

COLLABORATE TO

SR . HR GENERALIST

1.

PROVIDE SUPPORT IN
DASHBOARD ANALYTICS .

1.

LEADERSHIP

REVIEW AND UNDERSTAND

DEPARTMENT

2.

WORKFORCE DATA .
DEVELOP DI WORKFORCE
PLAN WITH SUPPORT

INITIATE-UPON

PLAN ADOPTION ,

CHIEF INNOVATION OFFICER ,

BUSINESS ANALYST

AS PRESCRIBED.

DATA COLLECTION AND

ALL CITY DEPARTMENT

INCLUSION/ COM PLIANCE

1.

INITIATE- UPON

2.

PLAN ADOPTION .
INITIATE - 90 DAYS
AFTER PLAN
ADOPTION PER

EO

ALL CITY DEPARTMENT

LEADERSHIP
DI OFFICER
TALENT M ANAGER

01-2016.

ACTION 1: CONDUCT A CITY -WIDE STAFF SURVEY FOR DATA CONSISTENCY.

ACTION 2: CREATE DEPARTMENT DIVERSITY AND INCLUSION SCORECARDS .
ACTION 3: CONDUCT ANNUAL AVAILABILITY AND UTILIZATION ANALYSIS OF CITY DEPARTMENTS .
I DENTIFY AND DESIGNATE PRIORITY DEPARTMENTS/JOB GROUP FOR SUPPORT AND OR IMPROVEMENTS.
ACTION 4: ANALYZE DEPARTMENT HIRING TRENDS AND TURNOVER BY DEPARTMENT AND
DEMOGRAPHICS .
ACTION 5: ANALYZE SUCCESSION PLAN DATA BY DEPARTMENT.
ACTION 6: I DENTIFY DIVERSE HIGH TALENT PROSPECTS AND SAVE PROFILES IN CENTRALIZED AND EASILY
ACCESSIBLE LOCATION.
ACTION 7: TRACK RECRUITMENT TYPE, NUMBER, DEMOGRAPHICS , AND OUTCOME OF RECRUITED
PROSPECTS FOR OPEN POSITIONS BY GROUPS .
ACTION 8: TRACK THE DEMOGRAPHIC COMPOSITION OF INITIAL APPLICANT POOL , INTERVIEW POOLS ,
AND FINALISTS FOR PRIORITY AREA DEPARTMENTS .
ACTION 9: TRACK PERCENTAGE OF STAFF PROMOTIONS , TRANSFERS AND ATTEMPTS BY DEPARTMENT
AND DEMOGRAPHICS .
ACTION 10: TRACK CITY STAFF DEVELOPMENT AND RETENTION EFFORTS OPPORTUNITIES BY
DEPARTMENT .

P a g e 31 | 49

Priority 2: Establish foundational policies, procedures, processes, and

programs that support the 5 key workforce areas of inclusive and
diverse talent identification, recruitment, hiring process, talent
development, and retention.

KPIESTABLISHMENT OF NEW MORE COMPREHENSIVE AND INCLUSIVE STAFF POLICIES.

KPINEW PROCEDURE: PARTICIPATION RATES AND PROGRESS OUTCOMES OF TALENT
RECRUITMENT STRATEGY MEETINGS BY DEPARTMENT.
KPINEW PROCEDURE: COMPLIANCE WITH CITY-WIDE INCLUSIVE HIRING PROCEDURES .
KPINEW POLICY: PERFORMANCE EVALUATION AND CAREER DEVELOPMENT PLAN PARTICIPATION
RATES AND PROGRESS OUTCOMES OF STAFF BY DEPARTMENT.

P a g e 32 | 49

RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND

AS PRESCRIBED.

OFFICER

CO - LEAD INCLUSIVE

OFFICE OF HUMAN

POLICY , PROCEDURE

RESOURCES

RESEARCH AND REVIEW

HUM AN RIGHTS COMMISSION

AND CREATION .

2.

2.

COLLABORATE TO CREATE

CITY- WIDE INCLUSIVE

PLAN ADOPTION ,
INITIATE-UPON

INCLUSION/ COM PLIANCE

DIRECTOR OF HUMAN

PLAN ADOPTION ,

RESOURCES

AS PRESCRIBED

DIRECTOR OF HUMAN RI GHTS

PERFORM ANCE

COMMISSION

MANAGEMENT / CAREER

TALENT M ANAGER

DEVELOPMENT SYSTEM ,

SR . HR GENERALIST

COM PETENCIES , DIVERSE

ORGANIZATION
DATABASE ,
COMMUNICATION
STRATEGY , INCLUSIVE
HIRING PRACTICES,
TRACKING SYSTEM .
OFFICE OF HUMAN

1.

RESOURCES

1.

DATABASE OF DIVERSE
INDUSTRY
ORGANIZATIONS ,

CONFERENCES , RESUM E

2.

2.

SR . HR GENERALIST

AS PRESCRIBED

3.

COMMUNICATION

SHARE CITY - WIDE

INITIATE-UPON

PLAN ADOPTION ,
INITIATE-UPON

PLAN ADOPTION ,
AS PRESCRIBED

5.

PRACTICES
COLLABORATE W/ DI
OFFICER TO CREATE

OTHER HR SUPPORT STAFF

AS PRESCRIBED

4.

INCLUSIVE HIRING

CITY-

WIDE PERFORM ANCE

MANAGEMENT / CAREER

6.

TALENT M ANAGER

INITIATE-UPON

LEAD RECRUITMENT

ENGAGEM ENT

5.

RESOURCES

AS PRESCRIBED
PLAN ADOPTION ,

STRATEGY FOR TALENT

4.

DIRECTOR OF HUMAN

PLAN ADOPTION ,

BANKS
STRATEGY MEETINGS

3.

INITIATE-UPON

DEVELOPMENT SYSTEM .

TRACK PROGRESS IN ALL

INITIATE-UPON

PLAN ADOPTION ,
AS PRESCRIBED

6.

INITIATE-UPON

PLAN ADOPTION,
AS PRESCRIBED

KEY AREAS USING ONLINE

PLATFORM S .
OFFICE OF INNOVATION

1.

COLLABORATE TO

1.

PROVIDE SUPPORT IN

INITIATE-UPON

PLAN ADOPTION ,

CHIEF INNOVATION OFFICER ,

BUSINESS ANALYST

AS PRESCRIBED.

DATA COLLECTION AND

DASHBOARD ANALYTICS
VIEWING .
ALL CITY DEPARTMENT

1.

LEADERSHIP

REVIEW AND UNDERSTAND

NEW DEPARTMENT
POLICY , PROCEDURE ,

2.

1.

INITIATE - UPON
PLAN ADOPTION .

2.

INITIATE -

90 DAYS

AND PROCESSES .

AFTER PLAN

PARTICIPATE IN NEW

01-2016.

PROCEDURES AND

ADOPTION PER

EO

ALL CITY DEPARTMENT

LEADERSHIP
DI OFFICER
TALENT M ANAGER

ADHERE TO NEW

3.

POLICIES .
UTILIZE DIVERSE HIRI NG
COMMITTEES.

P a g e 33 | 49

ACTION 1: TALENT IDENTIFICATIONESTABLISH , CONTINUALLY UPDATE AND SHARE A DATABASE

OF DIVERSE INDUSTRY ORGANIZATIONS, CONFERENCES , AND RESUME BANKS WITH DEPARTMENT HIRING
MANAGERS .
ACTION 2: RECRUITMENTESTABLISH PROACTIVE AND FREQUENT CITY -WIDE HIGH TALENT
RECRUITMENT STRATEGY MEETINGS WITH CUSTOMIZATION OPTIONS BY DEPARTMENT AND HIRING
CRITERIA.

ACTION 3: RECRUITMENTESTABLISH PROCESS TO ENGAGE, AND SHARE DIVERSE HIGH TALENT

PROSPECT PROFILES WITH CITY DEPARTMENT LEADERSHIP AND APPROPRIATE CITY HIRING MANAGERS .
ACTION 4: RECRUITMENTESTABLISH COMMUNICATION STRATEGY UTILIZING SOCIAL MEDIA AND
OTHER ONLINE PLATFORMS TO ENGAGE DIVERSE INDUSTRY ORGANIZATIONS, GROUPS , AND
ASSOCIATIONS .
ACTION 5: HIRING PROCESSREFINE, CREATE, IMPLEMENT, AND SHARE CITY -WIDE INCLUSIVE
HIRING PROCEDURES, RATIONAL ANALYTIC DECISION -MAKING MODELS , WITH DEFINED PROHIBITED
HIRING PRACTICES AND CITY -WIDE EXPECTATIONS.
ACTION 6: HIRING PROCESSCREATE QUARTERLY INCLUSIVE HIRING WORKSHOPS FOR CITY -WIDE
HIRING MANAGERS .
ACTION 7: HIRING PROCESSUTILIZE DIVERSE HIRING COMMITTEES.
ACTION 8: TALENT DEVELOPMENTESTABLISH AND IMPLEMENT A CITY -WIDE
PERFORMANCE/CAREER MANAGEMENT SYSTEM .
ACTION 9: TALENT DEVELOPMENTESTABLISH CITY -WIDE CORE COMPETENCIES AND RATING
STRUCTURE FOR PERFORMANCE/CAREER MANAGEMENT SYSTEM.
ACTION 10: TALENT DEVELOPMENTESTABLISH AND SHARE A LIST OF CAREER DEVELOPMENT
OPPORTUNITIES FOR CITY -WIDE STAFF (INTERNAL AND EXTERNAL ).
ACTION 11: RETENTIONREFINE, CREATE, SHARE AND IMPLEMENT INCLUSIVE CITY -WIDE POLICIES
FOR EMPLOYEE RELATIONS, PERFORMANCE MANAGEMENT, PROMOTION, TRAINING AND
DEVELOPMENT , PLANNING AND ORGANIZATIONAL DESIGN , AND COMPLIANCE IN A CENTRALIZED AND
EASILY ACCESSIBLE LOCATION FOR ALL STAFF .

P a g e 34 | 49

COMMUNITY

Our shared responsibility is not perfection, but to be

continually vigilant and responsive to the dynamic needs of
the diverse community we serve through outreach and
procurement. We understand the central role municipal
government plays in establishing an equitable and desirable
place to live, learn and work for many different, and
uniquely American populations. We will work side by side
within and for these communities.
P a g e 35 | 49

COMMUNITY ANALYSIS
The American Community Survey collects population and housing narrative profiles of
communities across the United States. This data creates a cohesive snapshot of who
makes up those communities, and how they live and work within those communities.
The City of South Bend community analysis compared South Bend population and
housing narrative profiles to 8 other cities. The selection criteria for comparative analysis
and benchmarking included the following:

Located in the Midwest

Less than 150,000 residents
Has at least 1 4-year college or university within the city limits
Has ongoing Diversity and Inclusion initiatives

The following cities were included in the comparative community analysis. (see
appendix for comparative analysis)
1.
2.
3.
4.
5.
6.
7.
8.

Dayton, OH
Ann Arbor, MI
Bloomington, IN
Green Bay, WI
Lansing, MI
Topeka, KS
Cedar Rapids, IA
Joliet, IL

According to our analysis, the City of South Bend is comparatively one of the best cities
with fewer than 150,000 residents in the Midwest, and the only one in our benchmark
study that boasts 8 colleges and universities with a National top 20 research institution
among them; all located less than 5 miles from the City center. South Bend is
statistically a stable home to 39,900 families, with 23% of our residents holding a
bachelors degree or higher. Here are some other highlights.

Educational services, manufacturing, retail and arts & entertainment are the top
4 industries in South Bend.
75% live in single unit structures.
7% of South Bend residents were foreign born.
73.4% of residents that speak another language speak Spanish.
4.8% of residents are self-employed.
11.5% of residents carpool to work.
Median income of households in South Bend, Indiana was $34,656

P a g e 36 | 49

COMMUNITY
_____________________________________________________________________________________

Goal 1: Expand opportunities for representative population outreach and

engagement.
Priority 1: Establish baseline metrics and measure on-going
infrastructure improvements and tactical progress in key community
areas of public safety, community investment, boards and
commissions, education and transportation.

KPI-- CITY -WIDE OUTREACH AND ENGAGEMENT.

KPICITY -WIDE DIVERSITY IN COMMUNITY SCORECARD THAT TRACKS PROGRESS IN PUBLIC
SAFETY , COMMUNITY INVESTMENT , BOARDS & COMMISSIONS , EDUCATION AND
TRANSPORTATION .
RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

OFFICE OF THE MAYOR

1.

1.

DIRECTOR OF COMMUNITY

COLLABORATE SOUTH

DIVERSITY AND INCLUSION

BEND COMMUNITY

COMMUNITY OUTREACH

OUTREACH .

INITIATE-UPON

PLAN ADOPTION ,
AS PRESCRIBED.

OUTREACH
DIVERSITY AND INCLUSION
OFFICER

SOUTH BEND POLICE DEPT .

SOUTH BEND FIRE DEPT .

1.

COMMUNITY INVESTMENT

BASED ON OUTREACH
DATA, AND

1.

COLLABORATION WITH DI
OFFICER , DIRECTOR OF

INITIATE-UPON

PLAN ADOPTION ,

POLICE CHIEF
FIRE CHIEF

AS PRESCRIBED.

ED COMMUNITY INVESTM ENTS

INITIATE-UPON

CHIEF INNOVATION OFFICER ,

COMMUNITY OUTREACH ,
CREATE GOALS FOR
DIVERSE AND INCLUSIVE
COMMUNITY OUTREACH .
OFFICE OF INNOVATION

2.

COLLABORATE TO

2.

PROVIDE SUPPORT IN

PLAN ADOPTION ,

BUSINESS ANALYST

AS PRESCRIBED.

DATA COLLECTION AND

DASHBOARD ANALYTICS
VIEWING .
ALL CITY RESIDENTS

1.

PARTICIPATE IN OUTREACH
AND FEEDBACK

1.

INITIATE - UPON
PLAN ADOPTION .

ALL CITY RESIDENTS

OPPORTUNITIES .

ACTION 1: CREATE A COMMUNITY OUTREACH SCORECARD TO ASSESS PUBLIC SAFETY , BOARDS AND
COMMISSIONS , TRANSPORTATION , COMMUNITY INVESTMENT , AND EDUCATION.

P a g e 37 | 49

ACTION 2: PUBLIC SAFETYINCREASE THE OPPORTUNITIES FOR POSITIVE AND CONSISTENT

INTERACTIONS WITH PUBLIC SAFETY PERSONNEL BY NEIGHBORHOOD.

SBPD OFFICERS AND FIREFIGHTERS (IN ROTATION) ATTEND NEIGHBORHOOD ASSOCIATION

MEETINGS

SBPD OFFICER(S) AND FIREFIGHTERS ATTEND COMMUNITY EVENTS LOCATED IN THEIR COVERED
TERRITORY .

SBPD, FIREFIGHTERS AND ANIMAL CONTROL WILL HOST A TRAVELING PANEL DISCUSSION, EVERY
QUARTER , ON TOPICS THAT ARE IMPORTANT/RELEVANT TO UNDERREPRESENTED COMMUNITY
MEMBERS .

ACTION 3: COMMUNITY INVESTMENTCONTINUE TO COLLABORATE WITH SOUTH BEND

NEIGHBORHOODS ON REVITALIZATION ZONES.
ACTION 4: BOARDS AND COMMISSIONSESTABLISH HOLISTIC APPOINTMENT PROCESS THAT
RESULTS IN EQUITABLE REPRESENTATION OF THE TALENT, SKILLS , AND DEMOGRAPHICS OF THE SOUTH
BEND COMMUNITY .
ACTION 5: EDUCATIONCOLLABORATE WITH LOCAL AND STATE EDUCATION LEADERSHIP TO
ENSURE EVERY RESIDENT HAS ACCESS TO OPPORTUNITIES .
ACTION 6: TRANSPORTATIONCOLLABORATE WITH TRANSPORTATION LEADERS TO PROVIDE
COHESIVE CONNECTIVITY BETWEEN HOME , WORK AND LEISURE.

Goal 2: Advance and sustain a more inclusive community attractive to

international, national and local residents.
Priority 1: Establish baseline metrics for arts and entertainment,
language, networks and partnerships, housing

KPI-- CITY -WIDE OUTREACH RESPONSE AND PARTICIPATION RATES .

KPIPROGRESS IN CITY -WIDE DIVERSITY IN COMMUNITY SCORECARD AREAS OF ARTS &
ENTERTAINMENT , PUBLIC SAFETY , HOUSING, COMMUNITY INVESTMENT , TECHNOLOGY , BOARDS
& COMMISSIONS , AND EDUCATION.

P a g e 38 | 49

ACTION 1: CREATE AN I NCLUSIVE COMMUNITY SCORECARD BASED ON OUTREACH AND AMERICAN

COMMUNITY SURVEY DATA FOR CITY OF SOUTH BEND.
ACTION 2: ARTS & ENTERTAINMENTCOLLABORATE TO IDENTI FY WAYS TO DIVERSITY THE M ORRIS
PERFORMING ARTS CENTER LIVE SHOWS , MUSIC , TALENT AND OTHER CITY PERFORMING ARTS
OFFERINGS.

CREATE GOALS AND SUBMIT AN ANNUAL SUMMARY REPORT THAT REFLECTS DIVERSITY AND
INCLUSION IN ARTS AND ENTERTAINMENT.
ACTIVELY RECRUIT AND BOOK A DIVERSE ROSTER OF PLAYS, MUSICALS, OFF/ON BROADWAY
SHOWS , AND ENTERTAINMENT THAT REFLECT THE DEMOGRAPHICS OF THE COMMUNITY .

ACTION 3: HOUSINGCONTINUE TO RESEARCH AND REVIEW OPPORTUNITIES FOR ADDITIONAL

MIXED INCOME HOUSING AND WELCOMING NEIGHBORHOODS .
ACTION 4: LANGUAGEENSURE LANGUAGE IS NOT A BARRIER TO CITY SERVICES AND EVENTS.

Goal 3: Cultivate and sustain an inclusive City service and procurement

environment.
Priority 1: Establish baseline metrics and measure on-going
infrastructure improvements and tactical progress in the 5 key
workplace procurement areas in an easily accessible online format for
tracking annual department spend amounts, annual department
Purchase Order (PO) types (construction, goods, equipment, and or
services), number of annual department bids and POs by certification
type and location, annual update of City-wide list of possible vendors
by certification type and location, annual department list of PO
vendors by certification type and location.

KPICHANGE IN ANNUAL PROCUREMENT COMPARATIVE SUMMARY REPORT FOCUSED ON THE 5 KEY

PROCUREMENT AREAS .

P a g e 39 | 49

RESPONSIBLE DEPARTMENT

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND INCLUSION

CO - LEAD NEW SOFTWARE

OFFICE OF ADMINISTRATION

IM PLEMENTATION AND

SOFTWARE

OFFICER

AND FINANCE

ADMINISTRATION AND

PURCHASING M ANAGER

INFORM ATION TECHNOLOGY

DATA ANALYSIS .

ADOPTION, AS

2.

PRESCRIBED.

LEAD DIGITAL INCLUSI ON

CHIEF TECHNOLOGY OFFICER

GIS ANALYST

INITIATIVES IN
COLLABORATION WITH
INNOVATION .
EXTERNAL EXPERT

1.

CONDUCT PROCUREMENT
ORDINANCE , POLICY ,

1.

INITIATE- WHEN

MUNICIPAL PROCUREMENT

FEASIBLE

EXPERT

PROCESS AUDIT
DIVERSITY UTILIZATION BOARD

1.

INITIATE-UPON

DIVERSITY UTILIZATION BOARD

PROCUREMENT DATA

COM PLETION OF

MEMBERS

ANALYSIS AND INCLUSIVE

DUB BOARD

SM ALL BUSINESS STRATEGY

APPOINTMENTS ,

DEVELOPMENT

SOFTWARE

ASSIST WITH

1.

ADOPTION AND
PLAN ADOPTION .
LEGAL DEPARTM ENT

1.

LEAD CONTACT WITH

1.

EXTERNAL EXPERT TO
REVIEW PROCUREMENT

2.

HUM AN RIGHTS COMMISSION

1.

LEGAL COM PLIANCE .

2.

PLAN ADOPTION ,

CORPORATION COUNSEL
ASSISTANT CITY ATTORNEY

AS PRESCRIBED.
INITIATE- UPON

COMMUNICATE

COM PLETION OF

RECOMMENDATIONS .

CONSULTANT
AUDIT.
INITIATE-UPON

DIRECTOR OF HUMAN RIGHTS

OFFICER AND

NEW SOFTWARE

COMMISSION

PURCHASING M ANAGER

IM PLEMENTATION .

HRC INVESTIGATORS

COLLABORATE WITH DI

TO TRACK AND

1.
2.

INVESTIGATE BIDDER

2.

INITIATE-UPON

COM PLAINTS ,

INITIATE-UPON

PLAN ADOPTION

3.

CONDUCT RANDOM

INITIATE-UPON
PLAN ADOPTION

VERIFICATION OF VENDOR
CERTIFICATIONS AND
OFFICE OF INNOVATION

3.
1.

CONDUCT SITE VISITS .

COLLABORATE TO

1.

PROVIDE SUPPORT FOR

INITIATE-UPON

PLAN ADOPTION ,
AS PRESCRIBED.

NEW PROCUREMENT
SOFTWARE

2.

CHIEF INNOVATION OFFICER ,

DIRECTOR OF INFORM ATION
TECHNOLOGY ,
BUSINESS ANALYST

IM PLEMENTATION .
COLLABORATE TO
EXPAND DIGITAL
INCLUSION INITIATIVES

ALL CITY DEPARTMENTS

1.

UTILIZE NEW
PROCUREMENT SOFTWARE
TO TRACK CALL FOR BI DS,

1.

INITIATE - UPON
PLAN ADOPTION .

ALL CITY DEPARTMENT

PROCUREMENT AND
PURCHASING STAFF

BIDS, AN PURCHASE
ORDERS.

P a g e 40 | 49

ACTION 1: WORK WITH EXPERTS TO REVIEW EXISTING PURCHASING AND PROCUREMENT ORDINANCES
AND PURCHASING POLICY FOR LEGAL COMPLIANCE AUDIT.
ACTION 2: COLLECT AND DOCUMENT DATA FROM 5 KEY WORKPLACE PROCUREMENT AREAS IN
CENTRALIZED AND EASILY ACCESSIBLE BEST IN CLASS SOFTWARE SYSTEM .
ACTION 3: UPDATE, COLLECT, DOCUMENT, AND SHARE POSSIBLE VENDORS LIST BY CERTIFICATION
TYPE AND INDUSTRY WITH ALL CITY -WIDE DEPARTMENTS .
ACTION 4: I DENTIFY , DOCUMENT, AND SHARE LOCAL HUB ZONES.
ACTION 5: I DENTIFY , DOCUMENT, AND SHARE FREQUENCY , AMOUNT AND VOLUME OF EMERGENCY
PO CONTRACTS .
ACTION 6: ANALYZE SMALL BUSINESS ENTERPRISES WITHIN OUR LOCAL MARKETPLACE AVAILABILITY
AND UTILIZATION BY CERTIFICATION TYPE, CONTRACT TYPE (CONSTRUCTION , GOODS OR SERVICES ),
AND INDUSTRY TYPE .
ACTION 7: TRACK AND INVESTIGATE BIDDER COMPLAINTS BY BID TYPE (CONSTRUCTION, GOODS,
SERVICES OR EQUIPMENT ) AND CERTIFICATION TYPE.
ACTION 8: CONDUCT RANDOM CERTIFICATION VERIFICATIONS BY PURCHASE ORDER TYPE
(CONSTRUCTION, GOODS, SERVICES , OR EQUIPMENT) AND CERTIFICATION TYPE.
ACTION 9: CONDUCT RANDOM SITE VISITS FOR PUBLIC WORKS PURCHASE ORDERS.
ACTION 10: EXPAND DIGITAL INCLUSION INITIATIVES FOR NEIGHBORHOOD WI -FI ACCESS.

P a g e 41 | 49

Priority 2: Establish and provide DOING BUSINESS WITH THE CITY and
START IN SOUTH BEND workshops.

KPI-- ANNUAL DOING BUSINESS WITH THE CITY WORKSHOP ENGAGEMENT AND PARTICIPATION
RATE OVER TIME BY INDUSTRY , CERTIFICATION TYPE , LOCATION, AND DEMOGRAPHICS .
KPIANNUAL MATRICULATION RATE FOR WORKSHOP PARTICIPANTS BY INDUSTRY TYPE, AND
DEMOGRAPHICS THAT GO ON TO REGISTER , BID AND BECOME LOWEST RESPONSIVE BIDDER BY
CERTIFICATION TYPE , AND PURCHASE ORDER TYPE (CONSTRUCTION , GOODS , SERVICES , OR
EQUIPMENT ).

P a g e 42 | 49

RESPONSIBLE GROUP

RESPONSIBILITIES /TASK

TIMELINE

RESPONSIBLE TITLE

DIVERSITY AND INCLUSION

1.

1.

INITIATE-UPON

DIVERSITY AND INCLUSION

CO - LEAD DOING

OFFICE OF ADMINISTRATION

BUSINESS WITH THE CITY

PLAN AND

OFFICER

AND FINANCE

WORKSHOPS .

SOFTWARE

PURCHASING M ANAGER

HIGHER ED LABOR

PRESCRIBED.

HUM AN RIGHTS COMMISSION

2.

DIVERSITY UTILIZATION BOARD

COLLABORATE W/ LOCAL

ADOPTION, AS

CENTERS, SM ALL BUSINESS

LENDERS, AND CHAM BER
OF COMMERCE TO
DEVELOP START IN SOUTH
BEND TOOLKIT.
DIVERSITY UTILIZATION BOARD

1.

2.

ORGANIZE , INVITE AND

INITIATE-UPON

DIVERSITY UTILIZATION BOARD

HOST ANNUAL SM ALL

1.

COM PLETION OF

MEMBERS

BUSINESS PROCUREMENT

DUB

FAIR

APPOINTMENTS ,

IDENTIFY , COLLECT AND

PLAN ADOPTION .

SHARE LOCAL
MARKETPLACE SM ALL
BUSINESS GRANTS AND
OTHER FUNDING
OPPORTUNITIES FOR NEW
BUSINESS ENTERPRISES ,
DISADVANTAGED
BUSINESS ENTERPRISES ,
AND W/M BES.
OFFICE OF INNOVATION

CITY DEPARTMENTS

1.

COLLABORATE TO

1.

INITIATE-UPON

CHIEF INNOVATION OFFICER ,

PROVIDE SUPPORT FOR

PLAN AND

CHIEF TECHNOLOGY OFFICER ,

DATA COLLECTION AND

SOFTWARE

BUSINESS ANALYST

DASHBOARD VIEWING .

ADOPTION, AS

1.

PROVIDE DETAILED BID

2.

ON A ROTATING BASIS ,

SPECS BY DEPARTMENT .

PRESCRIBED.

1.

INITIATE - UPON
PLAN ADOPTION .

ALL CITY DEPARTMENT

PROCUREMENT AND
PURCHASING STAFF

PROVIDE REPRESENTATI VE
TO ATTEND Q & A AT
WORKSHOPS .

ACTION 1: USING SPECIFIC ANNUAL REPORT INFORMATION ON THE TYPES AND AMOUNTS OF
PROCUREMENT OPPORTUNITIES IN THE CITY BY DEPARTMENT , FACILITATE INCLUSIVE DOING BUSINESS
WITH THE CITY WORKSHOPS THROUGHOUT THE COMMUNITY WITH A SPECIAL EMPHASIS ON
UNDERREPRESENTED VENDOR GROUPS .
ACTION 2: COLLABORATE WITH LOCAL HIGHER EDUCATION CENTERS FOR BUSINESS ENTREPRENEURSHIP
AND LABOR , LOCAL SMALL BUSINESS LENDERS , AND LOCAL CHAMBER OF COMMERCE
ORGANIZATIONS TO DEVELOP START IN SOUTH BEND BUSINESS START -UP TOOLKITS AND ROAD
SHOWS.
ACTION 3: I DENTIFY , DOCUMENT AND SHARE LOCAL MARKETPLACE GRANT AND OTHER FUNDING
OPPORTUNITIES FOR NEW BUSINESS ENTERPRISES.

P a g e 43 | 49

ACTION 4: HOST ANNUAL PROCUREMENT FAIR FOR SMALL BUSINESS ENTERPRISE NETWORKING AND
EDUCATION .

P a g e 44 | 49

NECESSARY ELEMENTS FOR SUSTAINABILITY

PHASE IINFRASTRUCTURE DEVELOPMENT

Necessary Macro Level Elements

Data
Consistency &
Data
Development

Measurement
& EvaluationKey
Performance
Indicators (KPIs)

Informed &
Committed
Leadership

Comprehensive
Scope

PHASE II--RESPONSIBILITY

Necessary Micro Level Elements

Shared
Responsibility
& Individual
Accountability

Education &
Training

Department
Strategic Plan
Integration

Dedicated
Resources

Source: Based on City of Edmonton D&I Framework, 2015

P a g e 45 | 49

Implementation and Evaluation Framework

The implementation plan incorporates the 8 necessary elements (macro and micro
level) into the strategy sequence in order to establish a sustainable infrastructure for
diversity and inclusion City-wide.
The 3 year plan is divided into 2 phases. Phase 1 will focus on measuring Infrastructure
Development (18 months). Phase 2 will focus on measuring Responsibility and
Education (18 months).
PHASE 1: INFRASTRUCTURE DEVELOPMENT
DATA CONSISTENCY & DATA DEVELOPMENT

Ensure clean data internally to establish baseline.

Identify comparable City benchmark data externally to establish baseline.

MEASUREMENT & EVALUATIONKEY PERFORMANCE INDICATORS

Identify and establish aggressive yet achievable goals for measurement.

Use 8 necessary elements (macro/micro) as milestone markers for progress.

INFORMED & COMMITTED LEADERSHIP

Ensure City leadership has information, tools and resources for success.
Leading by example, City leadership will participate and engage in Diversity and
Inclusion education and training workshops.

COMPREHENSIVE SCOPE

Address Diversity and Inclusion issues that impact the City internally and
Community externally by reviewing City procurement ordinances, department
policy, plans, procedure, processes, programs, and personnel.

PHASE II: RESPONSIBILITY AND EDUCATION

SHARED RESPONSIBILITY & INDIVIDUAL ACCOUNTABILITY

Communicate and exhibit by example accountability for D&I initiative success.

Be responsible, in your capacity for creating a more diverse and inclusive City
workplace, workforce and community.

EDUCATION & TRAINING

Participate and engage in opportunities to become more self-aware.

P a g e 46 | 49

Participate and engage in opportunities to learn new cultural competency skills

to improve the City workplace, workforce and community.
Participate and engage in opportunities to understand how historically relevant
events and structures may still impact the lens through which we see the world
and how others may see it as well.

DEPARTMENT STRATEGIC PLAN INTEGRATION

Collaborate to create a sustainable department DI strategic plan that identifies

annual S.M.A.R.T. goals, plan of action, and KPIs.
Ensure department goals seamlessly support overall City goals for DI outlined in
the Mayors EO 01-2016.

DEDICATED RESOURCES

Identify sustainable human, policy, and financial resources necessary to

continually meet or exceed individual, department and City DI goals.

P a g e 47 | 49

Feedback on Plan
STAFF OPPORTUNITIES
In an effort to offer all City staff an opportunity to provide feedback on the City of South
Bend Diversity and Inclusion Plan 2016-2019, we have several ways you can do so.
Attend a City Staff Diversity and Inclusion Feedback Session

Email your feedback

COMMUNITY OPPORTUNITIES
In an effort to offer residents of South Bend an opportunity to provide feedback on the
City of South Bend Diversity and Inclusion Plan 2016-2019, we have several ways you
can do so.
Attend a South Bend Resident Diversity and Inclusion Feedback Session

Email your feedback

P a g e 48 | 49

P a g e 49 | 49

APPENDIX: WORKFORCE AVAILABILITY AND UTILIZATION ANALYSIS

CITY OF SOUTH BENDWOMEN

City of South Bend Women

-22.99%
SERVICE MAINTENANCE

18.18%
41.17%

-4.73%
SKILLED CRAFT WORKERS

2.27%
7.00%
22.27%

ADMINISTRATIVE SUPPORT

89.33%
67.06%

-17.08%
PARAPROFESSIONALS

66.67%
83.75%

-3.00%
PROTECTIVE SERVICE: SWORN
-40.29%

6.20%
9.20%

TECHNICIANS

19.61%
59.89%

-9.48%
PROFESSIONALS

50.00%
59.48%

-13.50%
OFFICIALS/ADMINISTRATORS

29.10%
42.60%

-60.00%

-40.00%

-20.00%

0.00%

Women Utilization

20.00%
Women Incumbency %

40.00%

60.00%

80.00%

100.00%

Women Market Availability

*Gray bars to the left of 0 beyond 5% indicate underutilization. Gray bars to the right of 0 beyond 5% indicate overutilization. (5% margin of error). This data only includes
self-reported demographic information from the 2015 EEO-4 COSB Report.

APPENDIX: WORKFORCE AVAILABILITY AND UTILIZATION ANALYSIS

CITY OF SOUTH BENDSTAFF OF COLOR

City of South Bend Staff of Color

SERVICE MAINTENANCE

1.66%

20.00%
18.34%
10.64%

SKILLED CRAFT WORKERS

18.75%

8.11%
12.41%

ADMINISTRATIVE SUPPORT

25.33%

12.92%
22.08%

PARAPROFESSIONALS

33.33%

11.25%
-5.81%
PROTECTIVE SERVICE: SWORN

11.97%

-5.71%
TECHNICIANS

7.84%

17.77%

13.56%

6.12%

PROFESSIONALS

14.72%

20.83%

-5.43%
OFFICIALS/ADMINISTRATORS
-10.00%

-5.00%

24.63%

0.00%

5.00%

Staff of Color Utilization

10.00%

15.00%

Staff of Color Incumbency %

20.00%

25.00%

30.05%
30.00%

35.00%

40.00%

Staff of Color Market Availability

*Gray bars to the left of 0 beyond 5% indicate underutilization. Gray bars to the right of 0 beyond 5% indicate overutilization. (5% margin of error). This data only includes
self-reported demographic information from the 2015 EEO-4 COSB Report.

APPENDIX: WORKPLACE ANALYSISMidwest Government Worker Engagement

Midwest State and Local Government Worker Engagement

57%
55%
52%

51%

56%

54%
52%

33%
29%

28%

28%

28%

27%

27%

21%

20%

18%

17%

17%

15%

OHIO

KANSAS

15%

MINNESOTA
ENGAGED

MICHIGAN
NOT ENGAGED

IOWA

INDIANA

ACTIVELY DISENGAGED

Source: Gallup Poll State of State and Local Government Worker Engagement Report. May 2016.

WISCONSIN

APPENDIX: COMMUNITY ANALYSIS

Monthly Housing Cost

$1,803
$1,715

$1,211

$1,217

$1,195
$1,063

$985

$1,032
$900

Dayton, OH

Joliet, IL

Ann Arbor, MI

Source: Population and Housing Narrative Profile

2010-2014 American Community Survey 5-Year Estimates

Bloomington, IN

Green Bay, WI

Topeka, KS

Lansing, MI

Cedar Rapids, IA

South Bend, IN

APPENDIX: COMMUNITY ANALYSIS

Speak Another Language

28.0%

21.0%

15.0%

15.0%
13.0%

13.0%

10.0%

6.0%
5.0%

Dayton, OH

Joliet, IL

Ann Arbor, MI

Source: Population and Housing Narrative Profile

2010-2014 American Community Survey 5-Year Estimates

Bloomington, IN

Green Bay, WI

Topeka, KS

Lansing, MI

Cedar Rapids, IA

South Bend, IN

APPENDIX: COMMUNITY ANALYSIS

Carpool to Work

11.6%

11.5%
10.5%

9.8%

9.7%

9.2%

8.9%
7.9%

6.1%

Dayton, OH

Joliet, IL

Ann Arbor, MI

Source: Population and Housing Narrative Profile

2010-2014 American Community Survey 5-Year Estimates

Bloomington, IN

Green Bay, WI

Topeka, KS

Lansing, MI

Cedar Rapids, IA

South Bend, IN

APPENDIX: COMMUNITY ANALYSIS

Foreign Born Residents

18.0%

15.0%

12.0%

8.0%

8.0%
7.0%
6.0%

4.0%
3.0%

Dayton, OH

Joliet, IL

Ann Arbor, MI

Source: Population and Housing Narrative Profile

2010-2014 American Community Survey 5-Year Estimates

Bloomington, IN

Green Bay, WI

Topeka, KS

Lansing, MI

Cedar Rapids, IA

South Bend, IN