PROGRESS REPORT ON IMPLEMENTING RECOMMENDATIONS

OF THE TASK FORCE ON RACE AND CULTURE

August 22, 2019

Responsible Staff to Monitor and Facilitate Progress on Recommended Strategies

As Revised through August 22, 2019

Topic Strategy #1 Strategy #2 Strategy #3 Strategy #4

Criminal JusticeIndependent oversight of

Police Department Police cadet program Diversity within Police Department

Jay Chapa Chief Ed Kraus Chief Ed Kraus

Economic Development

Job training, transportation to jobs,background issues, and hiring process

Education and incentives to achieve wage parity

Capacity-building for minority-owned businesses

Robert Sturns Brenda Hicks-Sorensen Gwen Wilson

EducationEarly childhood intervention via quality childcare Service learning and civic engagement College and career centers

Michelle Lee Monique Hill Monique Hill

Governance Redistricting criteria and procedures

Diversity and Inclusion Department Diversity training

Fernando Costa Angela Rush Lynda Johnson

HealthHealth education and outreach Active lifestyles Healthy foods Access to providers

Michelle Gutt Dana Burghdoff Elmer DePaula Chad Edwards

HousingAffordable housing incentives policy Homebuyer assistance Resident awareness of housing resources

Barbara Asbury Barbara Asbury Michelle Gutt

TransportationTransportation equity policy

and five-year action planTransportation funding criteria After-action reviews of pedestrian and

bicycle crashes

Chad Edwards Chad Edwards Julia Ryan2

Criminal Justice Strategies

3

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Independent oversight of Police Department:Increase the community’s trust in the Police Department.

City Manager’s Office

1) Conducted research on independent oversight models.

2) Received feedback on the proposed independent oversight model from various stakeholders.

3) Funding for the oversight program included in the City Manager’s recommended budget.

4) Began a national search to fill the Police Monitor position.

1) Prepare an ordinance to establish the independent oversight program, effective October 2019, and secure City Council adoption.

2) Confirm the criteria by which the City will measure the program’s effectiveness and collect baseline data on those criteria.

Recommended Independent Oversight Model

4

Establish Police Monitorfunction.

Once Police Monitor function is established,

create Community Oversight Board.

Proposed Responsibilities

• Lead effort to establish Community Oversight Board and serve as Staff liaison to the Board including staff support and education

• Accept citizen complaints about alleged police misconduct.• Review police investigations with access to personnel files.• Keep City Manager informed about active investigations.• Provide reports to Community Oversight Board.

PoliceMonitor

• Receive reports from Police Monitor.• Provide comments on disciplinary decisions about police misconduct.• Review PD policies and advise City Manager and Police Chief about

appropriate changes.• With support from Police Monitor, conduct public outreach and

engagement

Community Oversight

Board

5

Recommended Independent Oversight Model

City Manager’s Office

Police Department Police Monitor

Community Oversight Board

Citizen Complaints

6

Existing

ProposedAddition

Community Oversight Board

• Nine members• Recommended by City Manager• Approved by City Council

7

Criminal Justice Strategies(Continued)

8

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Police cadet program: Expand and diversify the Police Department’s pool of prospective officers.

Police1) Funding for the Sergeant and cadet

positions included in the City Manager’s recommended budget.

1) Draft and execute MOUs with school districts and TCC once decision packages have been approved.

2) Prepare job descriptions for cadet positions and determine where these positions will be placed.

Police Cadet Program

9

Criminal Justice Strategies(Continued)

10

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Diversity within Police Department:Diversify the Police Department’s workforce with respect to race, ethnicity, and gender.

Police 1) Recruitment plan under review by the Assistant City Manager.

1) Continue to publish internal diversity data quarterly. 2) Secure the City Manager’s approval of the recruitment

plan.

Economic Development Strategies

11

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Job training, transportation to jobs, background issues, and hiring process:Enable more minority residents to secure suitable employment.

Economic Development

1) Partnered with Workforce Solutions to enhance job fairs and training opportunities.

2) Currently working with Workforce Solutions to identify occupations with labor shortages.

3) Currently working with all chambers of commerce on an MOU about various employment-related issues, including transportation to work.

1) Identify occupations with labor shortages and increase training opportunities for these occupations.

2) Determine the feasibility of developing a student loan repayment and down-payment assistance program for high-demand occupations.

3) Expand expulsion clinics and warrant forgiveness outreach efforts.

Education and incentives to achieve wage parity:Enable more minority residents to earn college degrees and vocational certification, and thereby to secure suitable employment.

Economic Development

1) Secured City Council approval of revised economic development incentives.

2) In partnership with the Fort Worth Chamber, hosted an event to provide regional site consultants and brokers with an overview of revised incentive policies and opportunities.

3) Messaging campaign is in the final stages of development and planning for the launch.

1) Develop and publish a database of available properties in underserved neighborhoods that suffer from lack of investment and promote them for economic development projects.

2) Identify metrics for educational initiatives to increase minority graduation rates and expand job training opportunities.

Economic Development Strategies(Continued)

12

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Capacity-building for minority-owned businesses:Expand the capacity of minority-owned businesses to secure contracts and achieve success.

Economic Development

1) Beck School of Construction has completed four of eight sessions. The remaining four sessions start in August and run through November 7, 2019.

2) Contract signed with CH Advisors and notice to proceed issued in March 2019 for the M/WBE Availability and Disparity Study. Expecting final results of the study by April 1, 2020.

3) Hosted five of eight vendor information forums and two of three quarterly certification workshops for M/WBEs.

4) Developing structure around the launch of a mentor/protégé program.

1) Hold quarterly RFP, RFQ, ITB, and best-value solicitation workshops.

2) Launch mentor/protégé program to facilitate minoritycapacity development.

3) Conduct Availability and Disparity Study.4) Increase partnership efforts with advocacy agencies that

promote M/WBE development.5) Conduct “Business Development Enterprise Ordinance

Compliance” online training class for project managers and buyers in the City’s Employee University.

6) Host graduation for MWBEs completing first year of Beck School of Construction.

7) Evaluate the roles of the City, the three local chambers, and other associations, and identify any gaps that may exist. Implement strategies to address these gaps.

Education Strategies

13

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Early childhood intervention via quality childcare: Improve childcare within minority neighborhoods in cooperation with the Early Learning Alliance (ELA).

City Manager’s Office

1) Applied for and accepted a $15,000 grant from the National League of Cities (NLC) to work with the Tarrant County Infant and Toddler Developmental Screening Initiative and Help Me Grow North Texas in disaggregating and analyzing data that will inform coordinated screening, referrals, and services.

2) Hosted the NLC Convening on April 2 & 3 to discuss the three activities identified above.

3) Trained six Medical reserve Corps volunteers as WIC pilot screening facilitators.

4) ELA has contracted with Shawn Lassiter to provide technical assistance for as many as 20 early childhood organizations on disaggregating and analyzing their program data by race.

1) Initiate developmental well-being screenings for staff at select WIC clinics, libraries, community centers, and other venues utilizing the earlyisbestnorthtexas website.

2) Provide technical assistance for as many as 20 early childhood organizations on disaggregating and analyzing their program data by race.

3) The City will work with a consultant in conducting an organizational assessment and developing an Equity Plan based on that assessment. The Equity Plan will enable the City to apply an equity lens when creating, changing, or eliminating policies related to child well-being.

Education Strategies(Continued)

14

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Service learning and civic engagement:Provide opportunities to enrich education and personal development through leadership, community engagement, and experiential learning.

Neighborhood Services

1) Hosted Texas Municipal League’s 2019 Youth Advisory Commission Summit on February 23-24 in Fort Worth.

2) Enrolled 27 youth in Rising Stars Leadership Academy.

3) Expanded the Rising Stars program from summer only to year-round.

4) Enrolled 39 youth through Envision Center at MLK Community Center - Youth Entrepreneurship STEM Program (YEP).

1) By September 30, develop a plan to establish or re-establish Youth Advisory Councils (YAC) in City of Fort Worth community centers.

2) Develop service learning opportunities at five community centers: Como, Martin Luther King Jr., Northside, Sycamore, and Worth Heights.

College and career centers:Improve the college and career readiness of African-American and Hispanic high school graduates.

NeighborhoodServices

1) Established working group with FWISD, Tarrant County College, Texas Workforce Commission, Fort Worth Chamber, United Way, and City of Fort Worth.

1) Complete an inventory of resources each partner agency can provide to enrich/enhance college and career readiness.

2) Evaluate availability of college and career readiness services and programs that provide convenient access outside of school hours.

3) Confirm current GO Center locations and identify new locations for mobile/stationary GO Centers.

4) Develop a plan to re-brand the GO Centers so as to expand their reach into the community.

Governance Strategies

15

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through

December 31, 2019Redistricting criteria and procedures:Create districts that, when drawn, provide the best opportunities to elect City Council members who reflect the diverse population of the City.

City Manager’s Office

1) Briefed the City Council about a proposed redistricting process that would begin in August 2020 with the appointment of a Redistricting Task Force. This eleven-member task force would recommend the criteria and procedures by which the City Council should redraw Council district boundaries after the 2020 census.

1) N/A

Governance Strategies(Continued)

16

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Diversity and Inclusion Department:Elevate the City’s commitment to equity in the quality of life that all residents experience.

City Manager’s Office

1) Prepared an organization chart and job descriptions for the proposed Diversity and Inclusion Department.

2) Prepared FY2020 decision packages for one new position and two reclassifications.

1) Conduct a national search and appoint the Diversity and Inclusion Director.

2) Secure City Council approval of Human Relations Ordinance amendments to reflect the creation of this new department.

17

Current and Proposed Responsibilities

ActivitiesCurrent

Human Relations Unit of City Manager’s Office

ProposedDiversity and Inclusion Department

Enforcing local, state, and federal civil rights laws pertaining to housing,

employment, and public accommodations

Ensuring City’s compliance with Civil Rights Act and Americans with Disabilities Act (ADA)

Promoting cultural awareness

Providing staff support for Human Relations Commission

Coordinating implementation of all race and culture strategies

Collecting and analyzing data about equitable delivery of all municipal services

Producing and monitoring implementation of City’s Equity Policy

Proposed Organization ChartDiversity and Inclusion Department

18

Director(1 position)

Assistant Director, Civil Rights Enforcement

(8 positions)

Assistant Director,Accessibility & Equity

(4 positions)

Administration(2 positions)

Human Relations Commission

(11 members)

Funding Sources

19

Funding Source

CurrentHuman Relations Unit

(14 positions = 13.25 FTE)

ProposedDiversity and Inclusion Department

(15 positions = 14.25 FTE)Change

General Fund 5.15 FTE 6.25 FTE +1.10 FTE

Federal Grants 8.10 FTE 8.00 FTE -0.10 FTE

Total 13.25 FTE 14.25 FTE +1.00 FTE

Note: Estimated FY2020 General Fund budget impact = $266,879.

Governance Strategies(Continued)

20

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Training on diversity and mutual respect:Increase the diversity of City employees, particularly among managers, and increase employee satisfaction with the organization’s dedication to diversity and inclusion.

Performance and Budget

1) Purchased training curriculums on diversity and mutual respect.

2) Began organizing a Values Summit for supervisors on diversity and mutual respect.

3) Developed a course on diversity and inclusion for use in department staff meetings.

1) Host the Values Summit for supervisors on October 3 and 4, 2019.

2) Organize a Values Summit for front-line employees, to be presented in January 2020.

3) Develop training classes on diversity and mutual respect for presentation by Fort Worth Employees University beginning in January 2020.

Phase 1Training on Organizational Values

21

Accountability (2017)

Ethical Behavior

(2017)

Exceptional Customer

Experience (2018)

Continuous Improvement

(2018)

Diversity (2019-2020)

Mutual Respect (2019-2020)

Supervisors October 3-4, 2019Front-line employees January 2020

Phase 2 in Winter and Spring 2020Facilitated Small-Group Discussions

About Diversity and Mutual Respect

22

Health Strategies

23

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Health education and outreach:Increase resident awareness of behaviors that contribute to health and wellness.

Communicationsand Public

Engagement

1) Met with Tarrant County Public Health, Texas Health Resources, Blue Zones Project, and other healthcare organizations to discuss recommendations.

2) Identified other organizations and programs that have been doing outreach and education on health issues.

3) Introduced the idea of a Wellness Neighborhood Leader Forum with stakeholders and possible partner organizations.

4) Participated in the 76104 Health Summit.

1) Overlay disaggregate health data for Neighborhood Profile Area by December 2019.

2) Identify gaps in programming and outreach for neighborhoods.

3) Determine funding needs to address these gaps. 4) Create a committee to organize a citywide Wellness

Neighborhood Leader Forum to be held in April 2020.

Health Strategies(Continued)

24

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Active lifestyles:Increase resident participation in walking, cycling, and other forms of exercise.

Planning and Development

1) Sidewalk gaps and streetlight gaps prioritized in target NPAs.

2) Adopted Active Transportation Plan contains equity criteria for prioritizing pedestrian, bicycle and trail improvements in super MMAs, high poverty areas, and areas with high % of persons with disabilities.

3) Target NPAs added to CRM system for tracking sidewalk and streetlight improvement requests and for tracking stray dog reports.

4) Replaced fitness equipment at four community centers (R.D. Evans, Southwest, and Sycamore) in target NPAs.

5) Completed major renovation and expansions of Handley Meadowbrook and Eugene McCray community centers in target NPAs.

1) Begin installing 6,800 feet of sidewalk improvements and 1,000 streetlights for FY 2020 within target NPAs using existing bond and PayGo funds.

2) Create fitness space at North Tri Ethnic community center and begin replacing fitness equipment at Hillside community center.

3) Initiate discussions with school district to determine feasibility of shared use of public school recreation facilities at three schools within target NPAs.

4) Work with Silver Sneakers and Active Renew to increase older adult use of fitness classes and facilities through existing healthcare providers.

5) Identify number of stray dog reports in target NPAs.

Health Strategies(Continued)

25

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Healthy foods:Increase resident access to healthy foods.

Code Compliance

1) Developed educational information about retail food business opportunities in food deserts to distribute to existing and prospective entrepreneurs. Formed partnership with Texas Health Resources and Tarrant County Food Policy Council (TCFPC).

2) Established healthy foods work group focused on funding opportunities for healthy food retail programs in food deserts: Healthy Tarrant County Coalition (HTCC), JPS Health Network, Tarrant County Food Policy Council (TCFPC), and Texas Health Resources (Blue Zones Project).

1) Blue Zones Project will identify the location for a healthy corner store in the Northside and Diamond Hill neighborhoods.

2) Blue Zones Project will assist one farmers market in becoming an authorized Supplemental Nutrition Authorized Program (SNAP) retailer and thereby increase the number of SNAP recipients able to shop at the farmers market.

3) Encourage the operation of a decentralized farmers market or another food distribution model in at least one underserved area.

4) Establish a food recovery pilot program that will increase Fort Worth residents’ fruit and vegetable consumption by decreasing the waste of produce at grocery stores.

Access to providers:Provide residents with better access to healthcare providers.

Transportationand Public Works

1) Included health providers in transit plan analysis. 1) Through the transit plan, outline options for improved

transit accessibility to healthcare providers.

Housing Strategies

26

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Affordable housing incentives policy:Provide more effective incentives for the development of affordable housing.

Neighborhood Services

1) Stakeholders have refined action steps, roles, and responsibilities associated with the Affordable Housing Strategic Plan.

2) Made arrangements for a meeting with developers and other stakeholders to request their input about the City’s 2020 policy on housing tax credit resolutions of support.

3) Conducted a financial analysis and inventory of City- and HFC-assisted projects to identify opportunities for 0-30% AMI affordable units in future partnerships.

1) Meet with developers to discuss housing tax credit policy recommendations; finalize recommended policy for the City Council’s review and approval.

2) Finalize the Affordable Housing Strategic Plan with specific action steps.

3) Finalize the financial analysis and inventory of existing multifamily properties with units that are affordable to 0-30% AMI households.

4) Meet with Economic Development senior staff to discuss tax abatement policy for multifamily projects.

Homebuyer assistance:Provide more effective assistance to low- and moderate-income residents seeking to buy homes.

NeighborhoodServices

1) Held training for all lenders participating in the Homebuyer Assistance Program to impart information about the updated program.

2) Held the annual Housing Summit in June to promote homeownership, with over 350 persons attending.

3) Reviewed updated policies and procedures to ensure consistency with HUD grant requirements before posting them on the City’s website.

1) Recommend allocation of additional funds to Homebuyer Assistance Program based on increased demand and the availability of un-programmed HOME funds.

2) Incorporate marketing of updated Homebuyer Assistance Program into Community Engagement neighborhood outreach programs.

Housing Strategies(Continued)

27

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Resident awareness of housing resources:Assist residents in securing affordable housing by increasing their awareness of available resources.

Communicationsand Public

Engagement

1) Prepared draft brochure summarizing all information on all City housing assistance programs.

2) Finalized Lead Safety PowerPoint presentation regarding hazards of lead-based paint and availability of City repair assistance.

3) Comprehensive Neighborhood Services (Housing, Priority Repair & CAPS) brochure and presentation prepared in English and Spanish, for use at Summer Spanish Workshop Series on August 17 and 24.

1) Complete brochure and standard PowerPoint presentation summarizing information on all City housing programs

2) Complete design of neighborhood-based, housing-related informational workshops to be offered on a quarterly basis beginning in FY2020.

3) Create and begin beta testing adult workshop curriculum to educate neighborhood associations, alliances, redevelopment corporations, faith-based groups, etc. about neighborhood-based, housing-related resources during their regularly scheduled meetings.

Transportation Strategies

28

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Transportation equity policy and five-year action plan: Facilitate more equitable decisions about the allocation of resources for transportation improvements.

Transportationand Public Works

1) Conducted best practices review of successful equity policies.

1) Establish an interdepartmental technical group to prepare a draft Transportation Equity Policy and provide opportunities for public input.

Infrastructure Improvements in Majority Minority Areas

29

Street lighting $500,000

Street reconstruction 500,000

Total $1,000,000

Transportation Strategies(Continued)

30

Strategy/Goal ResponsibleDepartment Status as of August 1, 2019 Next Steps through December 31, 2019

Transportation funding criteria:Facilitate more equitable decisions about the allocation of resources for transportation improvements.

Transportationand Public Works

1) Assessed transportation project categories and existing criteriaused for project selection.

N/A pending preparation of Transportation Equity Policy and Five-Year Action Plan

After-action reviews of pedestrian and bicycle crashes:Reduce the incidence of pedestrian and bicycle crashes in minority neighborhoods.

Transportationand Public Works

1) Identified appropriate staff and researched best practices.

1) Develop reporting/documentation procedures and propose processes for after-action infrastructure/policy recommendations.

FY2020 Budget Impacts

Item Additional Amount

New Authorized Positions

Independent oversight of Police Department $294,376 2

Police cadet program 485,509 21

Diversity and Inclusion Department 215,509 1

Diversity training -- --

Infrastructure improvements in majority minority areas 1,000,000 --

Total $1,995,394 24

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Questions?