RACIAL EQUITY ACTION PLAN TEMPLATE PHASE 1

21.2.5.Review the need for supplemental questions. Doesthis job require the applicant to write well as a partof their job duties? If not, reconsider supplementalessay questions, unless grammar and other writingskills will not be considered. 2Removedsupplementalquestions for mostrecent 8173recruitment.An increase in applicant poolwith more diverse life,education, and professionalexperiencesOngoing Although 8173 recruitment questionswere removed, DPA Investigators andAttorneys write professional reports, legalbriefs, and other professional documentsas a major part of their work; evaluatingwriting ability is an important to theselection process. Thus, Supplementalquestions are reviewed prior to everyrecruitment and will be evaluated to avoidpotential bias.In progressInternal HRSpecialist1.2.6.Reject the practice of “degree inflation” whichexacerbates racial disparities in educational andwealth attainment by requiring a four-year collegedegree for jobs that previously did not. Be specificabout the hard and soft skills needed for the role.Substitutionlanguage includedin DPAclassification withfour-year degreeMQsAn increase in applicant poolwith more diverse life,education, and professionalexperiencesOngoing DPA classifications whose MQs require afour-year degree have substitutionlanguage which allows applicants tosubstitute up to two years of additionalqualifying experience for education. Wehave not increased educationqualifications for any of our positions.In progressInternal HRSpecialist1.2.7.Require outside recruiters to comply withdepartmental standards for equitable and inclusivehiring to ensure the production of a diverse andqualified candidate pool. Use outside recruiterswho bring an equity lens and culturally competentskills to their work.No outsiderecruiters usedCandidate pool is increasinglymore diverse and referred from avariety of sourcesOngoing We have not used outside recruiters forany recent recruitments. Recruitment forInvestigators is done in collaboration withDHR’s Public Safety unit, which iscomposed of DHR-employed HRprofessionals trained in culturalcompetency and implicit bias.In progressInternal HRSpecialistFrom ts/RESJEquitableHiringTool.docx.DEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 7

1.3.Invest in a diverse and equitable talent pool by formalizing robust internship, fellowship, pre-apprenticeship, and apprenticeship programs, and provide equal opportunitytowards permanent employment.ACTIONS1.3.1.Create, maintain, and develop internship stipendsand paid fellowship opportunities. Be clear andupfront about the ability to fund internships andfellowships during the interview process.RESOURCESCOMMITTEDSummer and FallInternships andJulius TurmanFellowshipINDICATORSTIMELINE# of paid interns/fellows,increase annually or meetsdepartment needs/capacityOngoingIMPLEMENTATION STATUSLEADCompleteDepartment typically hosts internsduring the Summer and Fall monthsDepartment has created Julius TurmanFellowshipDirector of Recruitment is upfront aboutcompensation and encourages outsidefunding when possiblePartnership with Opportunities for AllDirector ofRecruitment/Internships1.3.2.Identify and secure a minimum number ofdepartmental summer placements and employeementors for participants in the Mayor’sOpportunities for All program.Opportunities forAll placements# of Opportunities for Allplacements and mentorsOngoing Department hosts OFA interns during thesummer monthsCompleteDirector ofRecruitment/Internships1.3.3.Disrupt employment patterns relying on a ‘feedermodel’ that consistently pulls candidates from theelite institutions and universities. Target localcommunity colleges, trade schools, trainingprograms, re-entry programs, public high schools,etc.Julius TrumanFellows program,partnerships withlocal law andundergraduateinstitutionsInternship/fellowship candidatepool is increasingly more diverseand referred from a variety ofsourcesOngoing Department seeks out potential internsfrom local law schools and law schoolaffinity groupsPlanning to do more outreach at localcommunity colleges, universities, andhigh schoolsPlanning to create a DPA Intern LinkedInpage to recruitment interns from localschoolsWill begin sending past interns DPA JobannouncementsPlanning to partner with local communityorganizations in creating a “Know YourRights” internship programsCompleteDirector ofRecruitment/Internshipse.g. SF Unified School District’s Career PathwaysProgram. In progressIn progressIn progressIn progressDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 8

1.3.4.Include opportunities to expand collectiveknowledge regarding diversity, equity, andinclusion.Intern Speakers’Series, OFApresentation, PoliceCommissionpresentation,participating inExecutive Directoroutreach events# of opportunities duringinternship/fellowshipOngoing Summer interns participate in a variety ofenrichment activities which include fieldtrips, presentations, final projects, andevents.CompleteDirector ofRecruitment/Internships1.3.5.Track and evaluate outcomes including reviewingthe application process and resulting hires byrace/ethnicity, to address any fallout due to bias.Collect constructive feedback of intern andfellowship experiences. Adjust programsaccordingly.DHR ApplicantTracking SystemAnd Intern/FellowExit SurveyTracking system implementedOngoing DHR has an applicant tracking system;DPA obtained demographic data on DPAapplicants from DHR.Development of a post-survey to collectfeedback from interns and fellows.CompleteDirector ofRecruitment/InternshipsSTATUSLEAD1.4.% of evaluations completed Internship/fellowship programupdated before next cycleCommit to standardized, transparent, and participatory recruiting and LINE1.4.1.Maintain a standardized and holistic interviewprocess with structured interview questions.Director,supervisors, andHRStandardized interview processwith a set of inclusive interviewquestionsOngoing All interview questions are aligned withjob description.CompleteDirectors,supervisors;Internal HRSpecialist1.4.2.Ensure a diverse hiring panel for each interview.Director andsupervisor ofdivision.Demographic composition ofpanelsOngoing Director and supervisors do a al HRSpecialistCCSF Interviewonline training.Interview panels will beincreasingly more equitable,Yearly City wide interviewer panel is required totake the fair and hire interview .Train staff on conducting interviews, taking care toIMPLEMENTATIONIncrease in diverse interviewpanelsDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 9

focus on implicit bias and equity. This includesstaff involved in selecting interns and fellowsconversations regarding racialequity can be easily had1.4.4.Adopt a tool to track application progress andprovide assistance where needed through multiplemeans to reach more job seekers.CCSF applicationand hiring tool1.4.5.Share and post all job openings internally. Abideby department’s RE Action Plan goals to createand streamline professional mobility.HR and departmentsend internalcommunication.1.4.6.Decrease and close lags and long wait times inhiring, interviewing, and onboarding processes thatcan cause delays in service provision and potentialeconomic harm to interested applicants.HR CCSF Tool1.4.7.Formalize and standardize the onboarding processfor full-time and part-time staff, volunteers,interns, fellows, and freelancers.Standardizedonboarding process1.4.8.Expand upon the default Certification Rule ofThree Scores. For example, expanded to the Ruleof Ten or more.CCSF HR toolprocessTool created and implementedInternal HRSpecialistOngoing The City application and hiring toolassistance progress is used toCompleteInternal HRSpecialistIncrease in internal part-time andfull-time staff, interns andfellows applying for jobopeningsOngoing HR and department communicate jobopening through email.Executive staff will send jobannouncements to all DPA staffCompleteInternal HRSpecialistHiring, interviewing, andonboarding processesstandardizedOngoing Keep an up to date standardized list withthe ten or more applicable rules.CompleteInternal HRSpecialistAll new hires are processedsimilarly regardless of positionOngoing Following the department internalonboarding process.CompleteOperationsManagerIncrease in number of diversecandidate poolsOngoing CCSF Rule and Scoring toolCompleteInternal HRSpecialist# of applicants increasedIncreased assistance to jobseekers Lag times/wait timesOverall faster hiring timesDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 10

1.5.Racial Equity Law Enforcement Partners Working GroupACTIONS1.5.1.The creation of a safe space for Black lawenforcement officers to address racial injustice,excessive force/officer-involved shootings ofunarmed Black men and women, the politicizing ofthe criminal justice system, issues with housingand the exodus of the Black community and votingrights in 2020 and in the future.RESOURCESCOMMITTEDRacial EquityRepresentativesfrom the followingagencies:Adult ProbationJuvenile ProbationDPASheriff’s Dept.SFPDINDICATORSTIMELINEIncreased opportunities forofficers of color to engage inopen dialogue about racial issuesOngoing Create panel and town hall with Blacklaw enforcement agencies to discuss thispressing issues.Ongoing Create committees to have a voice at thetable when Criminal Justice is at theforefront (i.e., juvenile hall closure andimplementation, probation expiration,budget, etc). Ongoing town halls/” safe spaces” toexchange ideas and help eradicate racialinjustices from within our own agenciesand the community.OngoingIMPLEMENTATIONSTATUSLEADIn progressRELA workingGroupIn progressIn progressDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 11

2.RETENTION AND PROMOTIONOur Workforce is Our Largest Asset. Retaining a strong workforce means supporting our employeesholistically to ensure that they are affirmed, in and out of the office. A competitive salary, inclusivebenefits and opportunities for advancement ensure that our workforce can sustain themselves and theirimmediate family, and oftentimes, due to the wealth gap and the effects of systemic racism, their extendedfamilies, and friends. A clear and intentional path to promotion addresses barriers to upward mobility thatsystemically face underrepresented employees. Lastly, acknowledging and responding to any potentialinequitable impacts of the COVID-19 pandemic on frontline City workers will be essential.DEPARTMENT GOALWhat is the department’s overall goal on Retention and Promotion?The Department of Police Accountability strives to ensure that policies and procedures regarding retention and promotion are equitable, inclusive and transparent. That every employee feels as though they have a pathwayto success and feel respected and included with leadership and their peers.2.1.Ensure stronger protections for workers of color given anticipated COVID-19 related deployment, budget shortfalls, hiring freezes, layoffs, and furloughs.ACTIONS2.1.1.Track deployment and the given functions of allDSW workers (frontline work and remote work)deployed throughout the period, disaggregated byrace/ethnicity, age, gender, classification, pay,union, tenure with the City,accommodations/disability, etc. Compareaforementioned demographics of employees whovolunteered through the DHR DSW survey withthose who were requested/deployed. 33RESOURCESCOMMITTEDHR and departmentsend internalcommunication.INDICATORSTIMELINETracking mechanismimplementedOngoingDemographic data analyzedIMPLEMENTATION Surveys.Ensuring each employee has access totools and trainings offered.STATUSLEADIn progressOperationsManagerDisaggregation is in line with Department of Human Resources standard (rule of 10 or less).DEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 12

2.1.2.Conduct internal budget analysis with racial equitylens and DSW data, to inform current and futurestaffing needs. Develop strategies to preventinequities in layoffs and furloughs.Audit and HR2.1.3.Ensure that frontline DSW workers have access tonecessary PPE to complete their job function,including, but not limited to, masks, gloves,gowns, and access to hand washing and 4.Offer and clarify additional benefits forcompensation, paid sick leave, and flex time fordeployed workers.HR, ExecutiveTeam2.1.5.Consider DSW caretaking and safe transportationconstraints when making assignments to avoidadditionally burdening workers.Budget analysis completedOngoing Budget team will review the budget toensure racial equity is a focus on futurepurchases as well as spending.In progressOperationsManagerOngoing PPE Equipment is available at an ongoingbasis at our office. Materials are suppliedby the EOC.In progressOperationsManager Health and Safety protective measures areposted in the office and on the DPASharePoint. Ensure employees have access to theirunions to make sure they are informedabout all their compensation, paid sickleave and flex time. Create a SharePoint page with frequentlyasked questions and quarterly updates. N/A.Strategies developed andpublishedPPE access protocol establishedDSW workers have an increasedawareness of PPE accessprotocolCompensation, paid sick leave,and flex time benefits assessedand easily accessedIncreased employee awarenessof additional benefitsHR, ExecutiveTeamCaretaking and safetransportation sections includedin DSW deployment protocolOngoingCompletedIn progressOperationsManagerIn progressN/AN/Ae.g. graveyard shiftsDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 13

2.2.Ensure salaries and benefits allow for a dignified livelihood, especially for people of color and nduct annual internal reviews of salarystandards against industry standards to ensureparity.HR, HiringCommittee, RELead, AuditPay inequities are reduced andaligned annually after salary datais reviewedOngoing 2.2.2.Conduct annual internal reviews of the parity ofdepartment benefits, reviewing and enhancingexisting policies.HR, HiringCommittee, RELead, AuditBenefits provided are annuallyimprovedHR, ExecutiveTeam, RE TeamPTO policy is annually rnal surveysAnalyzing and tracking employeeprogress against industry standards toensure equitability.In progressInternal HRSpecialist; HiringCommittee Internal surveys to determine whichholidays are celebrated.In progress Gathering information on religiousholidays and comparing with CCSFoutside agencies to develop holidayschedule, plans, and events.Internal HRSpecialist; Exec.Team Develop an educational tool that increasesthe department’s knowledge of andunderstanding of the holidays.e.g. parental leave policy, short-term disability, etc.2.2.3.Review the paid time off (PTO) policy annuallyand enhance it to value all religious and culturalholidays.# of staff taking PTO increasesDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 14

2.3.Create paths to promotion that are transparent and work to advance equity.ACTIONS2.3.1.Determine standard factors considered for raisesand promotions. Make this information availableto staff.RESOURCESCOMMITTEDINDICATORSTIMELINERE Team, HR,Hiring CommitteeIncrease in knowledge aboutraises and promotionsOngoing2.3.2.Develop a formal and transparent process for raisesand promotions.RE Team, HR,Hiring Committee2.3.3.Develop a process for “acting/interim” roles toavoid staff working these roles for extendedperiods of time without compensation.RE Team, HR,Hiring Committee2.3.4.Internally investigate key classifications withcurrent “drop-offs” in employee diversity, such asAdministrative Analyst Series (182X series). Setforth strategies and training opportunities tosupport employee development to achievemobility.Increase in staff feedback aboutpromotion and raise processActing/interim staff processincluded in internal policies andprocessesIncreased awareness of processfor acting/interim onsManager Creation of Pathways to Promotionworking group to facilitate a one-stopshop for gathering information to tools,trainings, professional development, etc.In progress Develop a DPA workshop to discuss thedata collected through the working groupto ensure the information is passed to theentire department.In progress Creation of Pathways to Promotionworking group and Hiring Committee.In progress Organize union meetings.In progress Develop a program to identifyacting/interim roles and minimumqualifications. The process will includeapplication and selection processguidelines.In progressOperationsManagerOperationsManagerReversal of diversity drop-offs in182x classificationsDEPARTMENT OF POLICE ACCOUNTABILITY RACIAL EQUITY ACTION PLAN 15

2.3.5.Revisit classifications that “dead end” employees,to create a clear upward path for continuedemployment opportunities with the City.3.Identify “dead end”classification and reviseDISCIPLINE AND SEPARATIONThe Path to Termination is Filled with Bias. Managerial practices that surround employee evaluation,monitoring, warning, suspensions, and termination must be applied equally. Employees of color, especiallyBlack and Latinx employees, receive extra scrutiny from supervisors leading to worse performancereviews, missed promotion opportunities, and, oftentimes, termination.1 This additional scrutiny is a resultof a biased feedback loop in which Black and Latinx employees are often seen as less skilled because ofconsistent or prolonged unemployment. This cycle must be stopped. Higher rates of corrective action and12discipline negatively impacts a department’s ability to successfully recruit, retain, and engage employees ofcolor, specifically Black and Latinx employees.2 Thus, supervisors should be aware of their own biases,evaluations and reviews must be standardized, and, most importantly, managers should always center theneeds of their employees. Job expectations should be reasonable, clear, and gladly supplemented withopportunities for upskilling.Gillian White, Black Workers Really Do Need to Be Twice as Good, The Atlantic (Oct. 7, 2015) -good/409276/.Department of Human Resources, CCSF, 2020 Annual Workforce Report, Phase I 11 (Mar. 2020).DEPARTMENT GOALWhat is the department’s overall goal on Discipline and Separation?The Department of Police Accountability seeks to impose transparent and equitable discip

RACIAL EQUITY ACTION PLAN TEMPLATE PHASE 1 . Version 2 – released December 9, 2020 . A Racial Equity Action Plan (RE Action Plan) shall include Racial Equity indicators to measure current conditions and impact, outcomes resulting from changes made within programs or policy, and performance measures . the office should reflect the population .