TABLE OF CONTENTS

ELECTED OFFICIALS’ AND BUREAU DIRECTOR’S AFFIRMATIVE ACTION AND EQUAL EMPLOYMENT OPPORTUNITY COMMITMENT LETTERS

AFFIRMATIVE ACTION PLAN NARRATIVE

PREFACE  2

INTRODUCTION  3

STATEMENT OF POLICY  4

EEO PRACTICE COMMITMENTS  5

DISSEMINATION OF POLICY  6

RESPONSIBILITY FOR IMPLEMENTATION  7

AFFIRMATIVE ACTION PLAN IMPLEMENTATION RESPONSIBILITIES  7

IDENTIFICATION OF PROBLEM AREAS  9

UNDERUTILIZATION  12

PERSONNEL ACTIVITY  14

APPLICANT FLOW  14

HIRES  14

PROMOTION PRACTICES  15

TERMINATIONS  16

COMPENSATION SYSTEMS  16

TECHNICAL PHASES OF COMPLIANCE  16

DEVELOPMENT AND IMPLEMENTATION OF ACTION-ORIENTED
PROGRAMS  17

INTERNAL AUDIT AND REPORTING SYSTEMS  19

WORKPLACE DISCRIMINATION AND HARASSMENT GUIDELINES  20

PROHIBITED DISCRIMINATION/HARASSMENT COMPLAINT PROCEDURE  21

CONCLUSION  24

AFFIRMATIVE ACTION STRATEGIES

OFFICES OF ELECTED OFFICIALS…………………………………………………..  25

BUREAUS……………………………………………………………………………….  43

APPENDICES

CITYWIDE AFFIRMATIVE ACTION STATISTICAL REPORTS..…………………  A-I

BUREAU-SPECIFIC AFFIRMATIVE ACTION STATISTICAL REPORTS…...………  J

WORKPLACE HARASSMENT AND DISCRIMINATION PROHIBITED,

HRAR 2.2……………………………………………………………………………..  K

PREFACE

The City of Portland (the City) is fully committed to the concepts and practices of Affirmative Action and Equal Employment Opportunity in all aspects of employment.

This Affirmative Action Plan (AAP) has been developed in reliance upon the Guidelines on Affirmative Action issued by the Equal Employment Opportunity Commission (EEOC) (29 C.F.R. Part 1608). This Affirmative Action Plan covers all 5356 employees, including 758 (14.2%) minorities and 1674 (31.3%) females, working for the City.

The terminology used in this AAP is adopted from E.O. 11246. The use of terms such as “underutilization,” “deficiency,” “concentration,” “affected class,” etc., is not an admission by the City that either minorities or women have been or are presently being discriminated against in any way by the City. Furthermore, nothing contained in this AAP or its supporting data should be construed as an admission by the City, in whole or in part, that it has contravened any federal, state, or local employment practice laws.

In developing this AAP, the City has been guided by its established policy and practice of providing equal employment opportunity. Any goals that the City has established in this plan are not intended as rigid, inflexible quotas that must be met, but rather as placement objectives reasonably attainable by applying every good faith effort in implementing this plan.

The use of objectives in this AAP is not intended, nor is the effect of such objectives intended, to discriminate against an individual or group of individuals on the grounds that he, she, or they are not the beneficiaries of affirmative action themselves. Indeed, nothing herein is intended to sanction the discriminatory treatment of any person on any basis.

This Affirmative Action Plan does not constitute an express or implied contract between the City and its employees, job applicants, or other persons.

INTRODUCTION

This is the Affirmative Action Plan of the City of Portland. This plan was developed through the efforts and collaboration of every bureau in the City. Each bureau was provided with a workforce utilization analysis by the City's Diversity Development/Affirmative Action Office. That analysis was used to create Affirmative Action Strategies to meet bureau-specific placement objectives.

The general approach of this Affirmative Action plan differs from previous plans. While the objective, the inclusion of under-represented groups in the workforce, remains the same, the method to achieve this objective represents an environmental shift that places affirmative action and equal employment opportunity at the center of the City’s strategic business plan. The comprehensive approach envisioned by the City and instituted in this plan includes strategies for workforce diversification (placement objectives, recruitment, hiring, training, and promotion), employee training and development, work environment enhancement, individual bias reduction, and the elimination of institutional barriers to inclusion.

This approach is consistent with the City's commitment to being an inclusive, respectful workplace that provides all employees with the opportunity to work and contribute to their full potential. This includes creating and maintaining a workplace that is free of workplace harassment and that values and utilizes the unique perspectives, skills, and knowledge of its workforce.

Affirmative Action, Equal Employment Opportunity (EEO), the Americans with Disabilities Act, and other legislation, administrative rules and policies are the foundation of the City's Diversity Development strategy. In the City's view, diversity development incorporates and expands the effectiveness of Affirmative Action and EEO by linking them to a much larger matrix of activities designed to increase inclusiveness and reduce the impact of bias in the workplace.

The City is proud of the gains it has made in diversifying its workforce and looks forward to achieving even greater results as it implements this Affirmative Action Plan.

STATEMENT OF POLICY

The City of Portland is an equal employment opportunity employer and is committed to a proactive program of affirmative action and diversity development. The City will continue to recruit, hire, train, and promote into all job levels without regard to race, religion, gender, marital status, familial status, national origin, age, mental or physical disability, sexual orientation, gender identity, source of income, or Vietnam era veterans status.

Accordingly, all personnel actions, such as compensation, benefits, transfers, social and recreational programs, etc. will be administered without regard to race, color, religion, sex, age, disability, national origin, or any other basis prohibited by applicable law.

It is the policy of the City of Portland that every employee has the right to work in an environment where each individual is treated with respect and dignity. Consistent with this policy the City is committed to maintaining a work environment that is free of bias, prejudice and harassment.

Consistent with this policy, it is the City's practice to prohibit illegal workplace harassment and discrimination. This prohibition includes forms of harassment that violate state and federal laws, and forms of harassment that may not violate law, but which violate the City’s Human Resources Administrative Rule 2.2 because they are not conducive to creating a respectful work environment for employees.

To assure compliance with the plan, Joseph Quinones, Affirmative Action Officer, has been designated to administer and monitor the plan and make reports to the City Council. The Affirmative Action Plan is available for inspection in accordance with applicable regulations.

__________________________________

Joseph M. Quinones

Affirmative Action Officer

July 1, 2002

EEO PRACTICE COMMITMENTS

The City's policy includes, without limitation, the following commitments:

1.  To continue to provide equal employment opportunity to all qualified persons, and to recruit, hire, train, promote, and compensate persons in all jobs without regard to race, religion, gender, marital status, familial status, national origin, age, mental or physical disability, sexual orientation, gender identity, source of income, or Vietnam era veterans status.

2.  To identify and analyze all areas of its employment process, so as to further the principles of equal employment opportunity. Employment decisions in all areas are made on the basis of furthering the objective of equal employment. Specific examples include:

A.  RECRUITMENT AND SELECTION - In conformity with applicable law, the recruitment, testing, and hiring of all personnel will continue to be conducted without discrimination against any individual with regard to race, color, religion, sex, age, disability, or national origin. All employee selection criteria used by the City conform to the Uniform Guidelines on Employee Selection Procedures 41 C.F.R. Part 60-3 (1978). Known sources of minority and women potential applicants will continue to be contacted regularly so as to maximize the participation of such applicants.

B.  PROMOTION - Individuals will continue to be upgraded and promoted on the basis of their abilities, skills, and experience. The City ensures that minority and women employees who are qualified are considered for promotion. In making promotion decisions supervisors directly involved, and other appropriate personnel, ensure that promotions are based on valid occupational qualifications.

C.  TRANSFERS - When vacancies occur, the supervisor directly involved, and other appropriate personnel, will continue to make positive efforts to effect transfers of minority and women employees, particularly when such transfers will increase the likelihood of greater job opportunity in areas where minority and female employees may have been, or may now be, underutilized.

D.  LAYOFFS - If reductions in the City's workforce become necessary, they will be based on non-discriminatory policies. The City will review those persons affected by the reductions to assure compliance with this policy and to ensure that minorities and women are treated in a non-discriminatory manner with respect to layoff and recall.

◻  To administer personnel actions affecting employees in areas such as compensation, benefits, transfers, layoffs, returns from layoff, City-sponsored training, education, and social and recreational programs, without regard to race, color, religion, sex, disability, or national origin. The City periodically reviews personnel actions and collects data on a continuing basis for the purpose of monitoring such actions.

◻  To promulgate and administer the City's employee benefit plans, including pension, disability, and welfare insurance benefits, in conformity with the regulations of OFCCP, to the extent that such regulations are generally applicable and consistent with federal law. The Affirmative Action Officer meets periodically with appropriate management personnel to review the progress made and to develop alternatives if required. The AAP in its entirety is reviewed annually with appropriate management personnel.

DISSEMINATION OF POLICY

1.  Internal

A.  The City's Equal Employment Policy is available to all employees and is published in the City of Portland Human Resources Administrative Rules. Copies of this Policy are available to all employees upon request. The Policy is available online at the Bureau of Human Resources’ website.

B.  Supervisors and managers are responsible for both affirmative action compliance and program implementation. They will continue to be trained in the area of equal employment and fair labor practices. Included in this training will be information on the evolving issue of workplace harassment (inclusive of sexual harassment), with emphasis on commitment to the City’s policy that strictly forbids this activity in any form.

C.  The Policy will continue to be discussed in any new employee and supervisor orientation and will continue to be clearly posted on City bulletin boards.

D.  Management makes and will continue to make known to all employees the existence of the City’s Affirmative Action Plan, and will make available such elements of the Plan as will enable employees to know of and to avail themselves of its benefits.

2.  External

A.  The City will continue to inform recruitment sources of its commitment to EEO and Affirmative Action. In doing so, the City makes clear that all applicants will be treated without regard to race, color, religion, sex, age, disability, or national origin. Furthermore, these recruitment sources are informed that the City actively seeks qualified women and minorities for employment.

B.  The City communicates with appropriate minority and women's organizations; community agencies; and guidance and placement personnel of local high schools, colleges, and other potential sources of minority and women applicants, apprising them of the City's EEO policy and encouraging them to refer minority and women candidates for employment. When the City advertises in newspapers for prospective employees, the advertisement includes the EEO solicitation "An Equal Opportunity/ Affirmative Action Employer" or its abbreviation.

C.  The City will continue to inform prospective employees of the existence of our Affirmative Action Plan and make available to them such elements of the Plan as will enable them to know of and to avail themselves of its benefits.

D.  The City will continue to incorporate the equal opportunity clause, 41 C.F.R. Section 60-1.4, in all purchase orders, leases, contracts, etc.

E.  The City will continue to refer employment opportunities not expected to be filled from within to relevant sources of recruitment.

RESPONSIBILITY FOR IMPLEMENTATION

Joseph M. Quinones, Diversity Development/Affirmative Action Manager for the City, has been designated as the Affirmative Action Officer for the City.

As Affirmative Action Officer, Joseph M. Quinones has primary responsibility for overseeing implementation of the plan. Mr. Quinones has the authority, resources, support of, and access to City Council and Senior Management to ensure the effective implementation of the City’s Affirmative Action Program.

The City Council and Senior Management actively support the Program and provide assistance whenever it is needed, making managers and supervisors aware of the Program and requesting their cooperation and assistance.

AFFIRMATIVE ACTION PLAN IMPLEMENTATION RESPONSIBILITIES

1.  The implementation responsibilities of the Affirmative Action Officer include:

A.  Developing policy statements, affirmative action program methods, and internal and external communication techniques. Affirmative action policies and procedures will continue to be developed to ensure an efficient yet positive interaction between the Affirmative Action Officer and the managers charged with employment responsibility.

B.  Assisting in the identification of problem areas and developing strategies to eliminate any problems.

C.  Assisting senior management, line management, and supervisors in devising solutions to equal employment problems, including counseling and training, to ensure full understanding of affirmative action and EEO policies and procedures.

D.  Designing and implementing monitoring and reporting methods that will:

◻  Measure the effectiveness of the City's Equal Employment and Affirmative Action Program.

◻  Indicate any need for remedial action.

◻  Determine the degree to which the City's goals and objectives are being attained.

◻  Provide City management with a working understanding of the City's Affirmative Action Plan goals and objectives.

E.  Meeting with managers, supervisors, and employees to assure that the City's EEO policies are being followed.

◻  Ensuring that supervisors understand that their work performance is being evaluated in part on the basis of their equal employment opportunity efforts and effectiveness, and that it is their responsibility to prevent all types of unlawful workplace harassment.

◻  Serving as a liaison between the City and enforcement agencies.

◻  Serving as a liaison between the City and community-based organizations, and action groups concerned with employment opportunities of minorities and women.

◻  Making contact with high schools, colleges, and technical schools that serve significant populations of minority and female students.

◻  Keeping management informed of developments in the equal employment opportunity and affirmative action area.

◻  Conducting a periodic audit to ensure that the City complies in the following ways:

▪  EEO posters are properly displayed.

▪  All employees are afforded the opportunity and are encouraged to participate in all City-sponsored educational, training, recreation, and social activities.

2.  The implementation responsibilities of Managers

NOTE:  Primary responsibility for the implementation of the City’s Affirmative Action Plan has been delegated to the City’s bureau directors, supervisors, and managers. Performance evaluations for bureau directors, supervisors, and managers will include, among other measures, criteria for determining their level of effectiveness in meeting the objectives set forth in this Affirmative Action Plan. The duties of managers and supervisors include the following:

A.  Assisting the Affirmative Action Officer in the identification of any problem areas and helping to eliminate any barriers to equal employment opportunity.

B.  Whenever possible, becoming involved in local minority organizations, women's organizations, community action groups, and community service programs.

C.  Conducting periodic audits of hiring and promotion patterns and training programs to isolate impediments to the attainment of affirmative action goals and objectives. Results from these audits are communicated through appropriate management meetings.

D.  Reviewing the qualifications of employees to ensure that minorities and women are given full opportunity for transfers and promotions.

E.  Providing career counseling for employees as needed.

F.  Implementing, monitoring, and measuring the effectiveness of the action steps identified in this plan.

IDENTIFICATION OF PROBLEM AREAS

BY ORGANIZATIONAL UNIT AND JOB GROUP

We have conducted in-depth analyses of our total employment process, including workforce by organizational unit and job group, personnel activity, compensation, and other personnel procedures to determine whether and where impediments to equal employment opportunity exist. Please see Appendix A, “Utilization Analysis” and Appendix B, “Workforce Analysis by Departments.”

An analysis of each of these processes follows:

1.  Composition of the Workforce by Organizational Unit and Job Group:

A.  Our analysis by organizational unit reveals that minorities and women are not significantly under-represented or concentrated in any particular organizational unit.

B.  Minorities are employed at a rate of 14.2% and are represented in 85% of the City's 86 departments. Further, minorities are represented in 97% of the departments that employ 10 or more people. Women are employed at a rate of 31.3% and are represented in 97% of all departments, and 100% of all departments that employ 10 or more persons. This analysis suggests that there is no policy or practice excluding minorities or women from any departments, nor is there racial or sexual discrimination in the selection process.

C.  Pursuant to the Office of Federal Contract Compliance Programs (OFCCP) regulations, we have conducted an availability analysis by job group, taking into account both external and internal availability, and have compared incumbency to availability to determine underutilization.

The rationale for the selection of the recruitment areas and internal pools by job group is as follows:

◻  Factor 1 identifies the geographical area from which the City usually seeks or reasonably would seek workers to fill positions in the identified job group. The area was chosen based on current practices and was drawn in such a way as not to have the effect of excluding minorities or women.

◻  Factor 2 identified the pool of feeder positions for the job group based on reasonable paths of progression within the City and includes all promotable, transferable, and trainable employees. This pool reflects current practices and was defined in such a way as not to have the effect of excluding minorities or women.

Factor 1 for each City of Portland job group is identified below.

The following job groups have been identified as having the United States as the geographical area from which the City usually seeks or reasonably would seek workers to fill positions.

20AC  - OFFICIALS/ADMIN - ACCOUNTING

20AM  - OFFICIALS/ADMIN - AUTO MAINTENANCE

20BI  - OFFICIALS/ADMIN - BUILDING INSPECTIONS

20BT  - OFFICIALS/ADMIN - BUILDING TRADES

20CR  - OFFICIALS/ADMIN - COMMUNITY RELATIONS

20EC  - OFFICIALS/ADMIN - EMERGENCY COMMUNICATION

20EL  - OFFICIALS/ADMIN - ELECTRONICS

20EN  - OFFICIALS/ADMIN - ENVIRONMENTAL

20ER  - OFFICIALS/ADMIN - ENGINEERING AND RELATED

20FI  - OFFICIALS/ADMIN - FIRE

20FL  - OFFICIALS/ADMIN - FINANCIAL

20GA  - OFFICIALS/ADMIN - GENERAL ADMINISTRATIVE

20GM  - OFFICIALS/ADMIN - GENERAL MAINTENANCE/TRADES

20HR  - OFFICIALS/ADMIN - HUMAN RESOURCES

20IT  - OFFICIALS/ADMIN - INFORMATION TECHNOLOGY

20LE  - OFFICIALS/ADMIN - LAW ENFORCEMENT

20LL  - OFFICIALS/ADMIN - LEGAL

20PL  - OFFICIALS/ADMIN - PLANNING

20PM  - OFFICIALS/ADMIN - PROGRAM MANAGEMENT

20PR  - OFFICIALS/ADMIN - PARKS/RECREATION

20RM  - OFFICIALS/ADMIN - RISK MANAGEMENT

20SP  - OFFICIALS/ADMIN - STORE AND PURCHASES

20WA  - OFFICIALS/ADMIN - WATER

21AC  - PROFESSIONALS - ACCOUNTING

21BI  - PROFESSIONALS - BUILDING INSPECTIONS

21BO  - PROFESSIONALS - BOTANIC

21BT  - PROFESSIONALS - BUILDING TRADES

21CR  - PROFESSIONALS - COMMUNITY RELATIONS

21EL  - PROFESSIONALS - ELECTRONICS

21EN  - PROFESSIONALS - ENVIRONMENTAL

21ER  - PROFESSIONALS - ENGINEERING AND RELATED

21FI  - PROFESSIONALS - FIRE

21FL  - PROFESSIONALS - FINANCIAL

21GA  - PROFESSIONALS - GENERAL ADMINISTRATIVE

21IT  - PROFESSIONALS - INFORMATION TECHNOLOGY

21LB  - PROFESSIONALS - LAB

21LE  - PROFESSIONALS - LAW ENFORCEMENT

21LL  - PROFESSIONALS - LEGAL

21PL  - PROFESSIONALS - PLANNING

21PM  - PROFESSIONALS - PROGRAM MANAGEMENT

21PR  - PROFESSIONALS - PARKS/RECREATION

21RM  - PROFESSIONALS - RISK MANAGEMENT

21SP  - PROFESSIONALS - STORE AND PURCHASES

21VI  - PROFESSIONALS - VIDEO

22AC  - TECHNICIANS - ACCOUNTING

22BI  - TECHNICIANS - BUILDING INSPECTIONS

22CI  - TECHNICIANS - CODE INSPECTIONS

22EC  - TECHNICIANS - EMERGENCY COMMUNICATION

22EL  - TECHNICIANS - ELECTRONICS

22EN  - TECHNICIANS - ENVIRONMENTAL

22EO  - TECHNICIANS - OFFICE EQUIPMENT OPERATION

22ER  - TECHNICIANS - ENGINEERING AND RELATED

22FI  - TECHNICIANS - FIRE

22IT  - TECHNICIANS - INFORMATION TECHNOLOGY

22LB  - TECHNICIANS - LAB

22LE  - TECHNICIANS - LAW ENFORCEMENT

22SP  - TECHNICIANS - STORE AND PURCHASES

22VI  - TECHNICIANS - VIDEO

22WA  - TECHNICIANS - WATER

23FI  - PROTECTIVE SERVICE - FIRE

23LE  - PROTECTIVE SERVICE - LAW ENFORCEMENT

The following job groups have been identified as having the Pacific Northwest Region ID OR WA

24IT  - PARAPROFESSIONALS - INFORMATION TECHNOLOGY

24LE  - PARAPROFESSIONALS - LAW ENFORCEMENT

26WA  - SKILLED CRAFT – WATER

27WA  - SERVICE/MAINTENANCE – WATER

The following job groups have been identified as having the Portland—Vancouver, OR—WA CMSA as the geographical area from which the City usually seeks or reasonably would seek workers to fill positions.

24CR  - PARAPROFESSIONALS - COMMUNITY RELATIONS

24GA  - PARAPROFESSIONALS - GENERAL ADMINISTRATIVE

25AC  - ADMINISTRATIVE SUPPORT - ACCOUNTING

25CI  - ADMINISTRATIVE SUPPORT - CODE INSPECTIONS

25EC  - ADMINISTRATIVE SUPPORT - EMERGENCY COMMUNICATION

26AM  - SKILLED CRAFT - AUTO MAINTENANCE

26BO  - SKILLED CRAFT - BOTANIC

26BT  - SKILLED CRAFT - BUILDING TRADES

26EL  - SKILLED CRAFT - ELECTRONICS

26EN  - SKILLED CRAFT - ENVIRONMENTAL

26GM  - SKILLED CRAFT - GENERAL MAINTENANCE/TRADES

27EN  - SERVICE/MAINTENANCE – ENVIRONMENTAL

27GM  - SERVICE/MAINTENANCE - GENERAL MAINTENANCE/TRADES

27SP  - SERVICE/MAINTENANCE - STORE AND PURCHASES

The following job groups have been identified as having the Portland, OR PMSA as the geographical area from which the City usually seeks or reasonably would seek workers to fill positions.

21GM  - PROFESSIONALS - GENERAL MAINTENANCE/TRADES

21HR  - PROFESSIONALS - HUMAN RESOURCES

24LL  - PARAPROFESSIONALS - LEGAL

24PM  - PARAPROFESSIONALS - PROGRAM MANAGEMENT

24PR  - PARAPROFESSIONALS - PARKS/RECREATION

24RM  - PARAPROFESSIONALS - RISK MANAGEMENT

24SP  - PARAPROFESSIONALS - STORE AND PURCHASES

25GA  - ADMINISTRATIVE SUPPORT - GENERAL ADMINISTRATIVE

25OS  - ADMINISTRATIVE SUPPORT - OFFICE SUPPORT

25OS  - ADMINISTRATIVE SUPPORT - OFFICE SUPPORT

25RM  - ADMINISTRATIVE SUPPORT - RISK MANAGEMENT

27AM  - SERVICE/MAINTENANCE - AUTO MAINTENANCE

27BT  - SERVICE/MAINTENANCE - BUILDING TRADES

27EO  - SERVICE/MAINTENANCE - OFFICE EQUIPMENT OPERATION

UNDERUTILIZATION

1.  Our analysis, conducted in accordance with OFCCP regulations, reveals that minorities are underutilized only in Job Group(s):

 21PL  - PROFESSIONALS - PLANNING

21PM  - PROFESSIONALS - PROGRAM MANAGEMENT

22ER  - TECHNICIANS - ENGINEERING AND RELATED

22FI  - TECHNICIANS - FIRE

23LE  - PROTECTIVE SERVICE - LAW ENFORCEMENT

25EC  - ADMINISTRATIVE SUPPORT - EMERGENCY COMMUNICATION

2.  Our analysis, conducted in accordance with OFCCP regulations, reveals that women are underutilized only in Job Group(s):

 20FL  - OFFICIALS/ADMIN - FINANCIAL

21BT  - PROFESSIONALS - BUILDING TRADES

21GM  - PROFESSIONALS - GENERAL MAINTENANCE/TRADES

22EO  - TECHNICIANS - OFFICE EQUIPMENT OPERATION

22FI  - TECHNICIANS - FIRE

25AC  - ADMINISTRATIVE SUPPORT - ACCOUNTING

27SP  - SERVICE/MAINTENANCE - STORE AND PURCHASES

3.  As determined by the utilization analysis, any other areas of underutilization are clearly not statistically significant. To ensure the full and successful implementation of the Affirmative Action Program, the City has set placement objectives for minorities and women in identified areas of underutilization.

4.  The City has established affirmative action goals and programs to correct any deficiencies as defined by the OFCCP, and will continue to make a good faith effort to reach these goals and implement action-oriented programs, which are detailed elsewhere in the Affirmative Action Plan.

In establishing placement goals, the following principles apply:

1.  When the percentage of minorities or women employed in a particular job group is less than would reasonably be expected, given their availability percentage in that job group, the City has established a percentage placement objective. That objective is at least equal to the availability figure derived for women or minorities, as appropriate, for that job group.

2.  Placement goals are not rigid, inflexible quotas that must be met, nor are they to be considered as either a ceiling or a floor for the employment of particular groups.

3.  In all employment decisions, the City makes selections in a nondiscriminatory manner. Placement goals do not provide a justification to extend a preference to any individual, select an individual, or adversely affect an individual's employment status, on the basis of that individual's race, color, religion, sex, or national origin.

4.  Placement goals do not create set-asides for specific groups, nor are they intended to achieve proportional representation or equal results.

5.  Placement goals are not used to supersede merit selection principles, nor do these goals require the City to hire a person who lacks qualifications to perform the job successfully or hire a less qualified person in preference to a more qualified one.

PERSONNEL ACTIVITY

The City has analyzed additional personnel activities to determine whether, and where, impediments to equal employment opportunity exist and whether there are significant selection disparities by race or gender. These activities include applicant flow, hires, promotions, terminations and other personnel actions.

APPLICANT FLOW

During the plan year, July 01, 2001 - June 30, 2002, the City posted the majority of open positions announcements with the State Employment Service. Applications for open positions were accepted by the Bureau of Human Resources. All persons interested in obtaining employment with the City were advised to apply according to our existing policy. Applications and complete records have been kept to ensure goals of equal employment opportunity are being applied to this process.

During this period, a total of 11,091 applicants applied for the 313 positions filled during the year. Of these applicants, 864 chose not to fill in their race and/or sex during the application process. Applicant flow and a determination of adverse impact data, detailed by race and sex, are provided as attachments to this document. Please see Appendix C, “Personnel Action Summaries – Applicants By Job Group” and Appendix D, “Summary of Impact Ratio Analysis for Applicant Flow.”

The City believes that applicant flow is not and will not be a problem area. Our analysis reveals that the percentage of minority applicants compares very favorably with the general availability in the respective categories. Clearly our success in implementing and communicating affirmative action and our outreach efforts is demonstrated by these statistics.

HIRES

All hiring at the City is conducted on the basis of nondiscriminatory criteria and procedures developed by the Bureau of Human Resources. Specifically, the following criteria and procedures have resulted in hiring decisions that are free of discrimination:

A.  Job descriptions have been reviewed and revised to ensure that duties are accurately described, that the experience and education requirements are strictly job-related, and that all incumbents meet minimum job requirements. Job titles have and will continue to be written without regard to sex, race, national origin, religion, or disability.

B.  Application forms have been reviewed to ensure that all requested information is job-related and that the forms comply with all applicable laws. In addition, all forms state that the City is an Equal Opportunity Employer.

C.  Employment interviews are conducted by City employees who are briefed with regard to equal employment opportunity and affirmative action laws, policies, and objectives.

D.  Tests have been validated and are administered and conducted in a non-discriminatory manner.

E.  All employees are encouraged to refer qualified applicants to the City for employment. In addition, the City has formal recruitment procedures to apprise minority and female groups, educational institutions, and other referral sources of openings.

F.  Placing an applicant in a specific job in a department is the responsibility of management. Hiring decisions are based on the applicant's knowledge, skills, abilities, and any other job-related criteria.

A review of external hires for the prior plan year indicates the presence of equal employment opportunity and a strong commitment to affirmative action. As noted previously, 313 new employees were hired during the period from July 01, 2001 - June 30, 2002, including 45 minorities at 14% and 118 women at 38%. Hiring activity is further detailed in Appendix E, “Personnel Action Summaries – New Hires.”

PROMOTION PRACTICES

The City provides every reasonable opportunity for employees to advance. In this regard, training and other developmental opportunities are offered.

A review of promotion data indicates that these practices represent an area of substantial employment opportunity for minority and female employees. Promotion practices are not problem areas for minorities and women in any job group. Our analysis reveals that neither minorities nor women are being treated disparately in promotions because:

1.  Employees are encouraged to contact their supervisor and/or the Bureau of Human Resources, at any time, should they desire information relative to another position within the City.

2.  Management-initiated promotions are based on performance and other job-related criteria without discrimination on account of race, sex, national origin, religion or disability.

All of these factors strongly indicate that promotions represent an area of substantial employment opportunity for minority and female employees. Summaries of promotion actions are provided in Appendix F, “Personnel Action Summaries - Promotions From/Within Job Group” and Appendix G, “Personnel Action Summaries - Promotions To/Within Job Group.”

TERMINATIONS

The City has evaluated its termination practices to determine whether there are disparities on the basis of gender, race or ethnicity. When terminations or reductions in force are necessary, the City makes its decisions without regard to race, sex, or national origin. A report summarizing terminations is provided in Appendix H, “Personnel Action Summaries - Terminations.”

COMPENSATION SYSTEMS

As part of its affirmative action obligations, the City has conducted a compensation analysis to determine whether there are pay disparities based on gender, race, or ethnicity. According to our analysis, we have not identified any significant problem areas. If the City discovers significant salary differences between men and women or non-minorities and minorities, it will determine whether they are the result of legitimate, nondiscriminatory factors such as tenure, time in job, performance, education, previous experience, etc. Where appropriate, the City will take all reasonable and immediate steps to make any necessary adjustments.

TECHNICAL PHASES OF COMPLIANCE

Our analysis of the technical phases of compliance reveals that the City fully complies with all the technical phases of its affirmative action obligations:

1.  Equal Employment Opportunity posters are prominently displayed in each City location.

2.  The City notifies all contractors and subcontractors via purchase orders and subcontracts that they may be subject to federal affirmative action obligations.

3.  The City requires that all of their qualified contractors and subcontractors develop and maintain a written affirmative action program.

4.  The City's employment application has a statement concerning Equal Employment Opportunity.

5.  All recruitment agencies and area schools, colleges, and communities will continue to be notified of the City's commitment to the goals of Affirmative Action.

6.  All recruitment advertising includes the solicitation "An Equal Opportunity Employer" or its abbreviation.

7.  All other required affirmative action notices and policy statements are posted on City bulletin boards and are updated annually.

8.  All personnel and employment records made or kept by the City are retained for the required period as mandated by OFCCP regulations.

9.  The City files annual EEO-4 and VETS-100 reports with the appropriate agencies.

DEVELOPMENT AND IMPLEMENTATION OF ACTION-ORIENTED PROGRAMS

The City has developed and executed action-oriented programs designed to correct any problem areas that may exist. These programs, which are listed below, demonstrate our good faith efforts to remove identified barriers, expand employment opportunities, and produce measurable results.

1.  The City has and will continue to analyze all positions and prepare written descriptions to accurately reflect position functions. Due to the use of a position description format, they are and will continue to be consistent for the same position from one organizational unit to another.

2.  Job descriptions have been and will continue to be reviewed to determine what knowledge, skills, abilities, and other requirements are necessary for the adequate performance of every job. Specifications will continue to be consistent for the same job title in all organizational units and will not contain any requirements that would result in discrimination on the basis of race, color, religion, sex, disability, or national origin.

3.  Job descriptions are available to incumbents and all members of management involved in the recruiting, screening, selection, and promotion process. Job descriptions are also made available to employees and recruiting sources as appropriate.

4.  The total selection process has been carefully evaluated and found to be free from discrimination.

A.  All supervisory personnel have been instructed to ensure elimination of discrimination in all personnel actions in which they are involved.

B.  The tests administered by the City are valid and job-related.

C.  Application forms do not contain questions with potential discriminatory effects.

D.  The City does not and will not use any selection techniques that can be improperly used to discriminate against minority groups or women.

5.  The City has evaluated its techniques for improving recruitment and increasing the flow of qualified minority or female applicants through the following:

A.  Minority and female, as well as non-minority and male, employees are actively encouraged to refer applicants to our organization.

B.  The City uses State Department of Employment as well as job fairs and recruiting programs sponsored by local community colleges and other community organizations.

C.  The City provides an orientation to inform new employees of their equal employment responsibilities, promotional opportunities, City rules, ways to alleviate any problems that might arise, and any other issues related to affirmative action compliance.

D.  Local organizations will continue to be contacted for referrals of potential minority and female employees.

E.  The City utilizes the Internet to identify targeted recruitment sites for qualified minority and female applicants.

F.  Furthermore, the City plans to take the following additional steps to eliminate any underutilization of all minorities and women:

a.  Where underutilization exists as defined by the OFCCP, the City will continue to contact universities and two- and four-year local colleges, vocational technical schools, high schools, local business schools, and state and community organizations which attract qualified minority and female students. The City will advise these institutions of its desire to fill job openings in these classifications with minority and female employees. When possible, we will continue to participate in job fair and career day activities and we will consider relevant work experience programs.

G.  We will continue to contact our normal sources of recruitment and advise them that under the Affirmative Action Plan we are specifically seeking to employ minorities and/or women for job openings.

6.  The City has implemented the following programs and procedures to ensure that minority and female employees are given equal opportunities for promotion:

A.  On-the-job training is provided to all qualified employees to assist them in developing the necessary knowledge and skills for promotion to higher-level jobs.

B.  The City utilizes a formal performance evaluation program for all employees. In addition, management and supervisors are trained on the basic methodology of performance evaluation.

C.  Neither minority nor female employees are required to possess higher qualifications than those of the lowest qualified incumbent in the job for which they apply.

D.  The City will continue to make opportunities for advancement into more stimulating positions widely known through our career development process and by encouraging minorities and women to take advantage of these opportunities.

E.  Special internal training programs are provided as necessary to ensure the achievement of our goals.

F.  The City will continue to participate in targeted external training programs as needed.

BUREAU-SPECIFIC ACTION STRATEGIES

Each Bureau of the City has developed specific action strategies to achieve its placement objectives and other developmental objectives. Those objectives are consistent with the comprehensive approach to organization development that the City has embarked upon. The Bureau-specific action strategies are detailed in the Bureau Affirmative Action Strategies section of this document.

INTERNAL AUDIT AND REPORTING SYSTEMS

The City has developed and implemented an auditing system that periodically measures the effectiveness of its total Affirmative Action Program. The City views the activities that are listed below as critical to the success of the Affirmative Action Program.

1.  The Affirmative Action Officer will continue to monitor records of applicant flow, referrals, placements, rejected offers, training, transfers, promotions, terminations, and any layoffs or recalls to ensure that the City's non-discriminatory policy is carried out. Procedures are reviewed and revised as problems are identified.

2.  Top management is and will continue to be informed of any problems that arise in their respective areas so that immediate and appropriate steps can be taken to resolve any issues.

3.  The City recognizes its responsibility to affirmative action and is committed to fulfilling this responsibility by complying with all government regulations and laws pertaining to equal employment opportunity. As part of this commitment, management will be kept abreast of developments in the affirmative action area. The primary vehicle for communication with management will be periodic affirmative action briefings.

4.  The City will review report results with all levels of management as to the degree to which their affirmative action goals and compliance are being attained, and design and implement corrective actions, including adjustments in programs, as needed.

5.  Progress on the City's Affirmative Action Plan will be discussed at supervisors' meetings, and relevant information will be communicated to employees during regular departmental meetings.

6.  The Affirmative Action Officer will periodically report to City Council and Senior Management on the effectiveness of the program and will submit recommendations for improvement.

WORKPLACE DISCRIMINATION AND HARASSMENT GUIDELINES

The City complies with the Sex Discrimination Guidelines contained in 41 C.F.R. Section 60-20, and the controlling federal court decisions involving these guidelines; more specifically, City of Portland will do the following:

1.  The City will continue to recruit employees of both sexes for all positions as they open.

2.  When advertising job openings in newspapers or other media, the City will not express sex preference. Additionally, when employment advertisements are published, they include the statement "An Equal Opportunity Employer/M/F/D/V," or its abbreviation, to promote awareness of the City's strong affirmative action commitment.

3.  All written personnel policies relating to job policies and practices do not discriminate against employees on the basis of gender.

4.  The City makes no distinction based upon sex in employment opportunities, wages, hours, or other conditions of employment. In the area of employee contributions for insurance, pensions, welfare programs, and other "fringe benefits," both men and women are treated on an equal basis.

5.  No distinctions are made between genders with regard to marital status. This applies to job applicants with young children.

6.  The City maintains appropriate physical facilities for both sexes. The City has not and will never refuse to hire or deny particular jobs to persons of either sex because there are no appropriate rest room or other associated facilities.

7.  Women at the City will not be unlawfully penalized in conditions of employment because they require time away from work on account of child bearing. City of Portland fully complies with the Family and Medical Leave Act (FMLA).

8.  The City does not maintain a policy of mandatory termination or retirement because of age for either sex.

9.  The City's wage schedules are neither related to nor based upon the sex of its employees.

10.  The City makes every effort to avoid the concentration of members of one sex in any job classification. The City makes jobs available to all qualified employees in all classifications without regard to sex and does not restrict any job classification to members of one sex.

11.  The City has planned affirmative action (detailed elsewhere in this Plan) to recruit women to apply for jobs where they may be or have been underutilized.

12.  The City makes no distinctions based on sex in training programs. Access to training programs is not dependent upon one's sex.

13.  The City has a policy prohibiting sexual harassment and other workplace harassment in the workforce. Please see Appendix K, “City of Portland Administrative Rule 2.2, Workplace Harassment and Discrimination Prohibited.”

14.  Disabilities related to pregnancy are treated the same as any other disability.

PROHIBITED DISCRIMINATION/HARASSMENT COMPLAINT PROCEDURE

There are two types of complaints: internal and external. Former employees, current employees and applicants for employment may make use of both internal and external complaint procedures. Internal complaints are directed to various responsible individuals. External complaints are filed with an outside enforcement agency of the courts. The establishment of city internal procedures does not diminish the rights of any person to file a formal union grievance or a formal complaint with a state or federal agency. Additional information and options are listed in the Bureau of Human Resources (BHR) Administrative Rules Section 2.2.

1.  Internal Complaint Processing

A.  Any individual who feels he/she has been the victim of prohibited discrimination or harassment is encouraged to notify the responsible person(s) of the inappropriateness of their conduct.

B.  A current City employee is also encouraged to discuss such concerns with his/her immediate supervisor. This will provide the supervisor with an opportunity to review the concerns of the individual. In many instances, the supervisor will be able to develop a swift, informal, and satisfactory resolution of the problem.

C.  If the employee does not feel comfortable discussing the concerns with his/her immediate supervisor, the employee may contact either the Bureau's interim equal employment opportunity representative (Deena Pierott at 503-823-7757), or the Diversity Development/Affirmative Action Office (503-823-4164). Former employees or applicants for employment should contact the Diversity Development Affirmative Action Office.

D.  The Bureau will treat all inquiries and complaints with the highest priority and will investigate thoroughly. The Bureau’s equal employment opportunity representative and/or the Diversity Development/Affirmative Action Office will take the lead to evaluate and act towards a successful resolution of the complaint.

2.  External Discrimination Complaints

An external discrimination complaint is defined as any complaint of discrimination that is filed with a court or a state or federal enforcement agency.

The Risk Manager and the City Attorney’s Office handle external discrimination complaints. Any employee who receives a copy of notice of an external discrimination complaint shall immediately forward that complaint to the Risk Manager. The Risk Manager will ensure that the Diversity Development/Affirmative Action Office, the City Attorneys' Office, and the bureau involved are apprised of the filing of the complaint. The Risk Manager and City Attorneys' Offices are responsible for issuing any written oral statements regarding any complaint.

3.  Prohibited Harassment

Harassment on the basis of race, color, religion, gender (including both sexual harassment and gender-based harassment that is non-sexual in nature), national origin, age, disability, or sexual orientation which constitutes discrimination in the terms, conditions, and privileges of employment and, as such, violates Title VII of the Civil Rights Act, the Age Discrimination in Employment Act, the Americans with Disabilities Act, or the Rehabilitation Act, as applicable, and/or City of Portland ordinances or regulations is prohibited.

Harassment is verbal or physical conduct or acts that denigrate or show hostility or aversion toward an individual because of his/her race, color, religion, gender, national origin, sexual orientation, age, or disability, or that of his/her relatives, friends, or associates, and that:

A.  Has the purpose or effect of creating an intimidating, hostile, abusive, or offensive work environment; or

B.  Has the purpose or effect of unreasonably interfering with an individual's work performance; or

C.  Otherwise adversely affects an individual's employment opportunities.

Harassing conduct includes, but is not limited to, the following:

A.  Epithets, slurs, ridicule, insult, or threatening, intimidating, or hostile acts, including those that purport to be "jokes" or "pranks" that are perceived to be hostile or demeaning.

B.  Written or graphic material that denigrates or shows hostility or aversion toward an individual or group and that is placed on walls, bulletin boards - or elsewhere on the work place premises - or circulated in the work place.

C.  Unwanted sexual advances, requests for sexual favors, and other sexually-oriented verbal or physical conduct constitutes sexual harassment under this complaint procedure where:

◻  Submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; or

◻  Submission to or rejection of such conduct is used as a basis for employment decisions affecting such individual's work performance; or

◻  Creating an intimidating, hostile; or offensive work environment.

4.  Employee Cooperation

All employees having knowledge of or information concerning the issues involved in complaints are expected to cooperate in any authorized investigation.

A.  Complaint procedure: Employees who have experienced conduct they believe constitutes illegal harassment, discrimination, or retaliation are encouraged to take advantage of the internal complaint procedure. An employee's failure to do so could affect his or her rights in pursuing legal action. Alternatives to filing a formal complaint may also be available under applicable collective bargaining agreements, including mediation. Additionally, City bureaus, departments, or offices may also have their own specific internal investigative processes for the investigation and resolution of complaints.

B.  Resources for managers: Managers, supervisors, and/or Equal Employment Opportunity Representatives are encouraged to review the video "Handling the Sexual Harassment Complaint," by American Media Incorporated, available in the Diversity Development/Affirmative Action Office, prior to investigating a complaint; contact information for this office is listed below in section F. Informational videos are also available for review and training and for employees seeking more information on this subject. See BHR Administrative Rule 2.2 for additional information.

5.  Retaliation

No retaliation or adverse action in any form shall be taken against any employee or applicant because he/she has filed a complaint or participated in providing information regarding a complaint of unlawful discrimination.

CONCLUSION

The Affirmative Action Plan Years, July 1, 2002 - June 30, 2004, show a continued commitment to Equal Employment Opportunity and Affirmative Action and strong plans to ensure both corporate and employee success.

Through its Affirmative Action Officer, Joseph M. Quinones, the City will continue to communicate its policies, both within the organization and to the community in which we work. The City Council affords the Affirmative Action Officer full authority to take action to implement the Plan and to pursue solutions to problems that might impede the progress of this Plan.

At the close of the City of Portland's most recent plan year, an analysis of the composition of the workforce was undertaken. The workforce was analyzed by job group and by department to determine the employment availability of minorities and females and to determine if any underutilization exists when compared to the appropriate external workforce. The analysis revealed 13 areas of underutilization that are statistically significant, showing that for the overwhelming majority of the workforce, employment levels of females and minorities are representative of the City’s recruiting population. Nonetheless, the City has made plans to achieve an even more positive affirmative action posture.

The City is mindful of the fact that continued achievements in the area of Equal Employment Opportunity and Affirmative Action are important. As a result, we have included additional City Bureau action-oriented strategies and programs for workforce diversification; employee training and development; work environment enhancement; individual bias reduction; removal of institutional barriers to inclusion; communication; and reporting. This will ensure that the City’s compliance with Affirmative Action continues in good stead. These action-oriented plans are included as addenda to this document.

As outlined in this Affirmative Action Plan, the City of Portland is ready and willing to make Affirmative Action both a commitment and a continued reality.

Offices of Elected Officials

Affirmative Action Strategies

This section contains the Affirmative Action Strategies for the Offices of the Elected Officials of the City of Portland.

Although not required to do so under current regulations, the Elected Officials of the City of Portland have developed strategies for their individual offices. In addition to office-specific action steps, the strategies also include methods for holding city bureaus accountable for implementation of the City Affirmative Action Plan.

City Auditor

Affirmative Action Strategy

2002-2004

Gary Blackmer

City Auditor

Office of the City Auditor

Affirmative Action Strategy

May 17, 2002

Introduction

The City Auditor’s Office has written its Affirmative Action Compliance Strategy based upon the City’s Affirmative Action Plan and all applicable rules therein.

Assessment of the EEO Situation – Workplace Issues

The Auditor’s Office has completed a thorough assessment of our EEO situation based upon the statistical data received from the Diversity Development/Affirmative Action Office (D/AO) and our internal Affirmative Action policies, procedures, and practices. The Auditor’s Office continues to have an excellent Affirmative Action record that is confirmed by the statistical analysis and reports prepared by the D/AO. The Auditor’s Office is successful in hiring, promoting and retaining female and minority employees in all job categories based upon availability. There is only one variation out of 15 job groups in the category of Administrative Support/Accounting according to the report entitled “Significance of Utilization Statistics.” Since there is only one employee in this category, we do not believe that this is significant.

The Auditor’s Office assessment of the EEO situation and workplace issues did reveal that there is a problem in our Office regarding the delayed implementation of the City’s Non-Rep Classification/Compensation study. The Auditor’s Office has made major changes during this last year in the responsibilities and duties assigned to many of our employees based upon this study. Their current job descriptions do not accurately describe the functions and duties they perform. The majority of these employees who are performing duties at a higher level and not receiving commensurate compensation are females.

Action Strategy Item Format

The Auditor’s Office has no plans to establish objectives for the one underutilized job category of Administrative Support/Accounting because there is only one individual in this category. We do plan to continue our Affirmative Action procedures and practices and our strong commitment to this program.

Recruitment and Selection

•  The Auditor’s Office will continue to review and revise job duties to reflect the need for job positions to interact effectively with a diverse work group and the public.

•  Job announcements will continue to include criteria reflecting the requirements for working with a diverse work group and public.

•  The Auditor’s Office will continue to advertise for some positions in the City’s minority newspapers. Managers will also contact community groups regarding job opportunities and supply them with information.

•  Managers will ensure that hiring interview panels are diverse and are trained in multicultural interview techniques.

Organization Development

•  The Auditor’s Office will continue to develop and institute changes that will make the Office more welcoming and inclusive for all employees.

•  The Auditor will make diversity development one component of manager and supervisor performance evaluations.

Employee Cultural Competency Development

•  The Auditor’s Office will support and encourage citywide training for employees in the areas of cultural competency, cross-cultural communication, multicultural teamwork, and cross-cultural customer service design and delivery.

•  The City Auditor and the management team will receive citywide training in techniques for increasing diversity.

•  The City Auditor will hold managers and supervisors accountable for maintaining and increasing workforce diversity, improving the work environment, and reducing the effects of bias-based behavior in the workplace. Manager and supervisor performance will be evaluated, at least in part, on these issues.

Bias Reduction

•  Managers and supervisors will receive citywide training in how to deal effectively with workplace harassment.

•  Managers and supervisors will ensure that all employees receive citywide training in how to deal effectively with workplace harassment.

Strategic Initiative

•  Provide work-study and intern positions within our Information Technology and Independent Police Review divisions to expand opportunities for hiring underutilized individuals.

Department of Finance & Administration

Affirmative Action Strategy

2002-2004

Vera Katz

Mayor

Introduction

The Office of Mayor Vera Katz is an environment free of unlawful discrimination. We will not tolerate discrimination based upon sex, race, national origin, religion, age, marital status, sexual orientation, gender identity or disability. The Mayor’s Office Affirmative Action Strategy is being written in support of the City’s Affirmative Action Plan and all applicable rules therein. It is encouraged that all eligible persons are to receive EEO training regardless of their protective status.

Placement Objectives

The Office of the Mayor is an administrative/executive office of appointed staff and an elected official. We affirm and promote diversity through outreach in our employee recruitment efforts and internship program. Of the fifteen full-time staff, demographics are as follows:

Male:        4    =    26.6%

Female:      11    =    73.3%

African American:    2    =    13.3%

Asian:        1    =    6.6%

Native American:    0    =    0%

Hispanic:      1    =    6.6%

It is noted that the full-time office team is a diverse mix of sex, race, national origin, religion, age, marital status, sexual orientation, gender identity, and disability. At this point all positions within the office have been filled. If a position should become open before the end of the Mayor’s term, it is our goal to do outreach to the Native American community, as the Office is currently underutilized in this area.

Affirmative Action Strategic Initiative

Records of Compliance

Department of Public Affairs

Affirmative Action Strategy

2002-2004

Dan Saltzman

Commissioner

Planned Actions

Area of Focus: Accountability/Communication

Department of Public Utilities

Affirmative Action Strategy

2002-2004

Jim Francesconi

Commissioner

I. INTRODUCTION

The Office of Commissioner Jim Francesconi has been in place since January of 1997. The Office values community involvement for effective policy-making and emphasizes outreach and representation of communities with limited access to and lack of representation in city government. This document reflects these values for this Office as well as our commitment to directing the bureaus under our portfolio to follow our lead. The Affirmative Action Strategy is being written in reliance upon the City’s Affirmative Action Plan, and all applicable rules therein.

II. ASSESSMENT OF THE EEO SITUATION – WORKPLACE ISSUES

This 7-person office has minimal turnover and limited employment opportunities. Nonetheless, EEO continues to be a priority in this office through providing internship opportunities, regular outreach, and access to this Office to diverse communities. In addition, we have emphasized the importance of ensuring a diverse workforce and equal representation of the full spectrum of our community to the bureaus assigned to us and required the bureau directors’ involvement and support for these efforts.

I began more formal discussions and set clear expectations with the Bureaus of Licenses and Parks and Recreation January 2001. The Bureau of Fire, Rescue, and Emergency Services has been reassigned to Commissioner Erik Sten but also had a plan set in motion. I will be reaffirming my expectations to these bureaus in July as well as stating EEO and diversity development expectations to the directors of the Office of Neighborhood Involvement, Portland Office of Transportation, and the Small Business Advocate

III. ACTION STRATEGIES

Department of Public Works

Affirmative Action Strategy

2002-2004

Erik Sten

Commissioner

Office of Commissioner of Public Works

Planned Actions

Area of Focus: Accountability/Communication

Bureau

Affirmative Action Strategies

Bureau of

Emergency Communications

Affirmative Action Strategy

2002-2004

Carl Simpson

Bureau Director

Affirmative Action Strategic Plan Proposal

ISSUE 1: Identify the Areas of Concern

Goal

Measure the perceived areas of concern. Evaluate the current and past activities the Bureau has undertaken to improve our diversity. Create process improvement plans through education, reinforcement and actions.

Strategies

Strategy 1

Interview the current and past stakeholders to identify the best practices utilized in years past. Determine the level of concern, and convey to the team the findings.

Strategy 2

Identify activities that have a positive impact in the areas of concern, and consider the potential for replicating those successes.

Strategy 3

Learn from our past mistakes. Don’t repeat the same errors. Distribute a “slate-cleaning memo” that clearly identifies a new era of no tolerance for bias of any type.

Strategy 4

Evaluate the hiring and selection data for years past and compare to the population base of the Portland metro area. Determine the adverse impact of our selection and training programs by evaluating the success rates by cultural and gender groups.

Strategy 5

Evaluate the 2001 – 2002 statistical reports supplied by the Diversity Development/Affirmative Action Office (D/AO) for the purposes of establishing a baseline and identifying areas for improvement.

Measure of Success

Team members understand the challenges associated with maintaining a diverse work environment and have identified areas we can improve with coordinated efforts, education, and supervision.

ISSUE 2: Evaluate the Hiring Practices of the Bureau (New Employees).

Goal

The Bureau of Emergency Communications hiring strategies and practices should match exactly those of the City, sanctioned by the Bureau of Human Resources.

Strategies

Strategy 6

Identify members at both BOEC and BHR who can participate in a thorough evaluation of the hiring, recruiting, and selection processes for all employees of BOEC.

Once that team has been selected, evaluate the following areas: Recruitment, Selection and Training

Recruitment

Strategy 7

Determine effectiveness of past recruiting activities.

Strategy 8

Participate in the BHR Recruiting program by affiliating ourselves with the Public Safety Team. Share resources; partner at the fairs and work together to find the best practices and minimizing the level of effort.

Strategy 9

Identify BOEC team members who show an interest and inclination towards recruiting practices. Create opportunities for individuals to participate at these events and support them by paying for them to attend and promote our Bureau.

Selection

Strategy 10

The Bureau had been, until recently, using a CSPEC that was ten years out-of-date and did not accurately reflect the duties required by the ECOT candidate (dispatch trainee). Rewrite the CSPEC and obtain input from BHR, the Union, management and the training team. Obtain buy-in from all groups and use the new CSPEC as the basis for all selection activities.

Completed 05/01/02

Strategy 11

The Bureau, until recently, had been utilizing non-validated, testing mechanisms for selection. Working with members from BHR and the clinician utilized for psychological evaluations, identify validated and relevant testing tools that have no adverse impact.

Locate and evaluate testing tools that help us to accurately and fairly identify the skills, knowledge and abilities of new team members.

Strategy 12

All selection processes should be reviewed, sanctioned and supported by BHR.

Completed 01/02/02

Strategy 13

Improve the diversity of our applicants by participating in job fairs as much as possible. Obtain assistance from the Diversity Development/Affirmative Action Office

In-progress: Tentatively scheduled to meet
with D/AO in mid-March and beyond.

Supervisory training completed on 01/30/02.

Strategy 14

Job announcement should be re-written to reflect changes in the 9-1-1 industry in recent years and a need for cultural competency.

Completed 01/02/02

Strategy 15

ECOT interview questions should be re-written, approved by BHR.

Completed 01/02/02

Strategy 16

Change the desired psychological profile used by department psychologist to better identify people with exceptional teamwork and communication skills.

Completed 11/15/01 – found the Bureau was using a

police officer profile rather than a dispatcher profile.

Training

Strategy 17

Evaluate the training program for areas of adverse impact. The Bureau will add staff members to the training team and those individuals will be instructed to identify, address and/or eliminate any areas of concern.

Measure of Success

The Bureau staff will further our hiring, selection and training of staff members to help reduce bias in and around the workplace. Placement objectives are five percent increases across the board for fiscal year ’02 / ‘03.

ISSUE 3: Increase the Awareness of Bias (Tenured Staff).

Goal

Involve all members of the organization in the implementation of improvement.

Strategies

Strategy 18

Create a Diversity Development team. The director and human resource site team manager will participate in the activities and planning processes.

Strategy 19

Create a partnership with the Union leadership and foster a working environment by sharing training resources, vision, and information.

Strategy 20

Create and distribute a slate-cleaning memorandum of understanding, stating that anti-social, discriminatory, and bias-exhibiting behavior are no longer tolerated and will be subject to disciplinary action.

Strategy 21

Improve communication by utilizing the Bureau technology and resources. Using the Bureau newsletter and the on-line applications, improve employee knowledge and understanding of strategies and goals to improve diversity.

Strategy 22

Provide adult learning and communication training for coaches (dispatcher trainers)

In-progress 6/11/02

Strategy 23

Conduct communications training with coaches.

Phase I completed 02/24/02

Phase II completed 5/10/02

Strategy 24

Nationally recognized Emergency Communications coach trainer will be in Portland conducting “The Exceptional Trainer” at PCC

Completed on 03/27 – 03/28/02

Strategy 25

Affirmative Action training for all union stewards.

Completed 03/01/02

Strategy 26

Improve communication from all Managers.

Training Manager should provide bi-weekly updates on trainee progress and status, as well as a two to three month calendar for coach assignments.

Administrative Services manager to provide monthly updates for project activity.

Police Client Services to provide monthly update of client needs and requests.

Fire Client Services to provide monthly update of client needs, requests, and emergency preparedness.

Operations Manager to provide monthly update of Operations activities.

Strategy 27

Conduct Regular Coaches meetings.

Training Manager should conduct monthly coaches meeting on a regular basis, and publish the meeting time weeks in advance. Supervisors should attend the meetings.

Strategy 28

Continue to evaluate the retention data.

Strategy 29

Seek input from BHR and Commissioner’s Office Staff.

Strategy 30

Seek input from Leadership Group.

Measure of Success

In general, the best strategy to keep people is to graduate them from training. Once an ECOT is certified, retention increases to 97% based on records dating to 1996 maintained at the Bureau.

Retention rate improved from 21% (1999 – 2001) to better than 50%, an industry average.

ISSUE 4: Develop a clear and complete description of the roles and responsibilities of supervisory personnel and provide supervisory training if necessary.

Strategy 31

Role clarification is in-progress. Expectations are being developed and shared. Responsibilities will change when the Operations Manager is on board.

Strategy 32

Supervisory training is well underway with the “Professional Development Series.” The series, which began on 5 December 2001, is conducted on first, third, and fourth Wednesdays of every month. All supervisors and managers are required to attend.

Training is held at 1 p.m. and 11 p.m. Topics include:

•  Labor Law, including FMLA, EEOC, Title VII, Civil Rights Act of 1964, etc.

•  Drug and Alcohol Act of 1988

•  Diversity Development Training

•  Safety

•  Management

•  Communication

•  Budget Processes

•  Radio Technologies

•  Computer Trouble Shooting

•  Overcoming Negativity in the Workplace

Bureau of

Environmental Services

Affirmative Action Strategy

2002-2004

Dean Marriott

Bureau Director

Bureau of Environmental Services

AFFIRMATIVE ACTION STRATEGY

TABLE OF CONTENTS

1.  Introduction

 Purpose Affirmation Action Strategy

Policy

Responsibility

Who Benefits from EEO

2.  Director’s Policy Statement

3.  EEO Statues and Regulations

4.  Workforce Narrative Analysis and Bureau Goals

5.  City of Portland Prohibited Discrimination/Harassment Complaint Procedure

A.  Processing of an Internal Complaint

B.  External Discrimination Complaints

C.  Prohibited Harassment

D.  Employee Cooperation

E.  Retaliation

F.  Consultation/Investigation

6.  Action Plan

7.  Quality Improvement Projects

8.  Record of Compliance

9.  Conclusion

Attachments:

BES Mission Statement

BES Best Management Principles

INTRODUCTION

The Bureau of Environmental Services (BES) realizes that the available workforce and our work environment are changing and that we must be more receptive to this inevitable change. The change being that different genders and cultures are a part of the overall work world (people who in the past have not been recruited, or encouraged to seek training or apply for employment, or certain work within the bureau).

BES will continue to assess our present strategies, identify obstacles and discover ways to eliminate barriers. These solutions may include identifying and more fully utilizing programs already in existence: i.e., the use of apprenticeship/trainee programs for target populations based on specific occupations and current underrepresentation. This is just the beginning of a long-range program to recruit and retain qualified workers to do quality work for the citizens of the City. Since the future will demand more and more skilled employees and provide fewer unskilled positions we must provide improved training and retaining programs to meet this need and promote retention through training and promotion.

The strategies included in this plan will enhance the diversity or the present workforce so that there are no groups of people not represented in our total work environment. When this becomes true we can also strive for harmony and productivity while also working to respect and understand individual cultures.

Making it Happen:

The Workplace Excellence/Diversity Committee of BES will be designated as coordinators of the Affirmative Action/EEO activities. Additionally, the EEO Coordinator for the Bureau reports to the Bureau Director. This reporting alignment within the Office of the Director ensures swift and effective attention to issues that may arise.

PURPOSE OF AFFIRMATION ACTION PLAN

To specify terms and conditions under which the City of Portland’s policy of Equal Employment Opportunity through Affirmative Action shall be implemented, and identifying responsibility and accountability for actions in support of a positive program to meet legal and moral commitments as outlined in the Affirmative Action Strategy.

POLICY:

It is the policy of the City of Portland to provide equal opportunity in all terms and conditions of employment, for all persons, as described in the Bureau’s Affirmative Action Plan. The intent of this policy is to prohibit discrimination (including sexual harassment) and to promote the full realization of equal employment opportunity through a continuing affirmative program outlined in the Plan. This policy of equal opportunity applies to, and must be an integral part of, every aspect of personnel policy and practice in the employment, development, advancement, and treatment of employees and applicants for employment at the bureau.

BUREAU RESPONSIBILITY:

The Group Manager (GM) of each division identified in the Affirmative Action Plan shall be responsible for working with the EEO Coordinator in implementing the requirements of the Plan. It is the responsibility of each GM to provide sufficient resources to administer such a program in a positive and effective manner; assure that recruitment activities reach appropriate sources of job candidates; provide reasonable opportunities to employees to enhance their skills so they may perform at their highest potential and advance in accordance with their abilities; provide training and advice to managers and supervisors to assure their understanding and implementation of the City’s policy of equal opportunity and the Bureau’s affirmative action plan; and provide for a system within their Division for periodically evaluating the effectiveness with which the Plan is being carried out. Compliance with the intent of the Policy and the Affirmative Action Plan shall be part of the acceptable standards of performance for all employees.

LEADERSHIP/GUIDANCE:

The City’s EEO/Affirmative Action Office and Bureau EEO Coordinator shall provide leadership and guidance to the Bureau in the conduct of their programs affecting employees and applicants for employment. The EEO/Affirmative Action Office shall review and evaluate various bureau Affirmative Action Plans periodically, obtain such reports as deemed necessary, and report to the Bureau Director as appropriate on overall progress.

Who benefits from EEO?

Employees benefit by:

•  Working in a fair environment which is free from unlawful discrimination and harassment

•  Equal access to jobs, training and other development opportunities

•  Fair processes to deal with work-related complaints and grievances

Managers benefit by:

•  More co-operative workplace relations and reduced workplace conflict

•  Increased employee job satisfaction and morale

•  Increased productivity

The Bureau benefits by:

•  A more productive workplace

•  Improved efficiency of staff and better services to customers through the selection of the best applicants

•  Skilled staff are encouraged to remain

•  Improved quality of work

Constituents benefit by:

•  An efficient and effective Public Sector

•  Services that are responsive to the needs of our diverse community

NARRATIVE ANALYSIS AND BUREAU GOALS

Narrative Analysis:

An analysis of the Bureau’s present workplace and the available workforce reveals that some groups of people are underrepresented in a number of job classifications. It is imperative that the bureau increases the pool of underrepresented applicants and assure that all have an equal opportunity to be seriously considered (not just apply) for permanent and temporary positions. Then, once hired, we must also assure that all individuals have a workplace that is not hostile to their culture.

Bureau Goals:

All managers/supervisors will be encouraged to view, along with their staff, the film series “Valuing Relationships” produced by Griggs productions. “Best Management Practices Principles,” which identify ten management principles as desirable and expected standards for supervisory/management practices and behavior, have been developed and endorsed by the Bureau’s Leadership Team. Principle #7: Affirm the Bureau’s Commitment to Diversity and Affirmative Action: example of how the behaviors look - “Act fairly and consistently. Promote working effectively together. Create and assure an atmosphere where diversity is positive. Participate in recruitment, hiring, promotion and retention activities. Maintain a hostile-free environment. Reduce barriers.”

Education Programs - Awareness & Training Initiatives

•  Every BES new employee will attend an orientation session, which will cover the concepts of workplace diversity and a harassment-free workplace.

•  The managers will be required to take training in "Targeted Selection," which covers behavior-based selection techniques and focuses on teaching interviewers to ask questions that meet the requirements of the job. The bureau's managers are also responsible for ensuring that all efforts are being made to recruit and hire the best-qualified people, reflecting the diversity of our community.

•  To make the broadest range of people aware of upcoming vacancies, BES will work with outreach agencies from across the community. Many such agencies should have links from their websites to the City’s Career Opportunities website.

•  Cooperation of managers, supervisors, and co-workers of employees with disabilities is an essential part of the successful implementation of the Bureau’s Affirmative Action Strategy.

•  The Bureau will continue to provide awareness training to educate employees concerning their responsibility to successfully integrate individuals with disabilities into the workforce.

EEO Planned Actions – Career Development & Retention

FY 2002-2004

Bureau of Environmental Services

EEO Planned Actions – Communication & Training

FY 2002-2004

BES Strategic Initiative

Apprentice Program

Continue and enhance the Inspector Training Program currently implemented in the bureau. Continue to encourage minority and female candidates to apply.

Youth Program

This program will be an ongoing relationship with local schools to inform participants of the educational requirements/commitments for specific jobs and encourage students to concentrate on Math and Science curricula for environmental career specialties including engineering.

Mentoring Program

To ensure retention as well as to promote open lines of communication and upward mobility of female and disabled staff.

The program will pair employees with a person whose field of expertise and interest matches/mirrors those of the employee to be mentored. This will offer an opportunity to not only view, but to understand the expectations for the “goal” position, and also provide information on training, skill, ability and educational components available.

Community Involvement

Develop a plan for more involvement from those who do not currently participate in neighborhood planning environmental issues.

Diversity Committee

A bureau Diversity Committee was established within the bureau in 1992. This committee helped in the efforts for staff to grasp a better understanding of individual cultures so that better working relationships could be garnered and a productive work environment established.

The Diversity Committee is currently merging with the Workplace Environment Committee to become a stronger and more effective force within the bureau.

Conclusion

In conclusion, the Bureau of Environmental Services will continue to promote positive relations among diverse groups and assure that recruitment, hiring, promotion and retention of people from all walks of life who possess expertise needed to meet our mission become reality. This is consistent with our mission that is to “Deliver Maximum Environmental Benefits With Our Community’s Investment.” We are poised to welcome the only known constant in our environment…change. As professionals, we know too well not just to respond to change but to help strategically direct our organization through change is paramount to Delivering Maximum Environmental Benefits. The options are numerous, and important, because they will be the foundation to make this a productive, proactive, pleasant inclusive work environment for all. This is our contribution in continuing our earnest efforts to comply with the City of Portland Affirmative Action Plan approved by Council.

Bureau of Environmental Services

Our Mission

The Bureau of Environmental Services serves the Portland community by protecting public health, water quality and the environment.

We protect the quality of surface and ground waters and conduct activities that promote healthy ecosystems in our watersheds.

We provide sewage and stormwater collection and treatment services to accommodate Portland’s current and future needs.

Our Values

The employees of the Bureau of Environmental Services:

•  Value our natural environment;

•  Practice environmental sustainability in our work;

•  Promote environmental equity;

•  Are proud of our work and accountable for our actions;

•  Respect and honor the diversity and contributions of our co-workers;

•  Help and encourage each other to succeed individually and as part of a team;

•  Explore both traditional and innovative ways to achieve intended results;

•  Provide responsive, cost-effective and reliable services to our customers;

•  Value and promote the equitable development and use of historically underutilized businesses;

•  Work in partnership with the community; and

•  Promote a safe and healthy workplace.

Our Vision

The Bureau of Environmental Services protects Portland’s environment, while supporting a healthy economy by providing excellent service, cost effectiveness, and demonstrating environmental leadership.

BES MANAGEMENT PRINCIPLES

The Bureau of Environmental Services Leadership Team endorses the following ten management principles as desirable and expected standards for supervisory/management practices and behavior:

Bureau of

Fire, Rescue and Emergency Services

Affirmative Action Strategy

2002-2004

Ed Wilson

Bureau Director

AFFIRMATIVE ACTION

STRATEGY

TABLE OF CONTENTS

I.  Introduction

II.  Assessment of the EEO Situation- Workplace Issues

III.  Action Strategy Items

IV.  Strategic Initiatives

V.  Diversity Hiring Outreach (Firefighter Trainee Program)

I.  INTRODUCTION

Portland Fire & Rescue’s Affirmative Action Strategy is written in reliance upon the City’s Affirmative Action Plan, and all applicable rules therein.

II.  ASSESSMENT OF THE EEO SITUATION- WORKPLACE ISSUES

Cultural Assessment

To fully address work environment issues, Portland Fire & Rescue has selected a consultant to provide an external assessment of the bureau’s culture. This assessment will help us determine the changes we need to make in our organizational culture, policies, practices and training. The assessment will be completed by the end of August 2002.

III.  ACTION STRATEGY ITEMS

III.  AA/EEO STRATEGIC INITIATIVES

FOR PLAN YEAR 2002/2004

1.  Training

In addition to the training needs identified by the cultural assessment, Portland Fire & Rescue will expand upon current cultural competency training. Specifically, expanded training elements include:

•  Command Staff, Supervisors and Managers will receive training on managing diverse work teams and maintaining an inclusive work environment. Joseph Quinones of the Diversity Development/Affirmative Action Office will deliver Cultural Competency and Diversity Training to the full Portland Fire & Rescue Executive Team. In addition, Portland Fire & Rescue will provide Multi-cultural/Diversity training to employees.

•  All employees will receive training on the policies, procedures and practices that support a respectful work environment. This will take place after our cultural assessment is complete.

2.  Avenues for Employee Complaints

We will clearly establish and communicate to our employees an effective complaint procedure, with multiple paths within the process. Part of this involves the recent designation of two Equal Employment Opportunity (EEO) Representatives. Avenues will include, but not be limited to those representatives, Officers, Managers and Supervisors, City Diversity Development/Affirmative Action Office, Bureau of Human Resources staff, and our Bureau Recruit Officer. In addition to the City avenues, employees will be notified of assistance available at the State and Federal level. We will also communicate to all our employees, that management will act quickly in responding to complaints when they occur.

3.  Partnering With Labor

While it is clearly the responsibility of management to enforce the policies of the organization, we welcome the opportunity to partner with labor. The Portland Firefighters Association (PFFA) has established a Human Relations Committee to help ensure that all employees are treated with dignity and respect while on the job at Portland Fire & Rescue. The committee, which is patterned after the International Association of Firefighters national model, will also provide a forum for all employees to have a voice in the matter, discuss concerns, and help develop solutions. The committee will have access to the Chief.

4.  Developing Performance Measures

Portland Fire & Rescue will work with the Diversity Development/Affirmative Action Office and the City Attorney to develop performance measures, and evaluate our success in the area of maintaining a respectful and productive work environment. For example, we will monitor the number and frequency of complaints, and the time frame it takes managers to respond.

5.  Continue Multicultural Hiring and promotional opportunities

Portland Fire & Rescue will continue to serve as a leader in multi-cultural hiring. Our most extensive efforts began in the mid-1990’s because we were not able to hire new firefighters from 1988 to 1994 due to budget issues. Thus, we could not implement the Firefighter Trainee program until we were allowed to begin hiring again in 1994. Consequently, 1994 marks the significant increase in our multi-cultural numbers, and since that time, we have increased the number of women and minorities in our organization by almost 300%. We are proud of this dramatic increase, and our success will help Portland Fire & Rescue continue to lead the City in multicultural hiring.

Finally, reaching parity at the management level within our para-military structure is a challenging task, which we are working to address. Since the majority of our increase in multi-cultural hiring has occurred most recently, many of those firefighters are not yet eligible to take the lieutenant’s test, or other promotional tests. We are working to encourage our diverse workforce members to take advantage of these opportunities when they become eligible.

Most recently, we experienced a significant increase in multi-cultural participation in our current Fire Lieutenant exam process, and we are encouraged that this message is getting to our employees.

Please see the following excerpt from a Trainee Improvement Plan written in August 2001, which clearly outlines the purpose of the program, and how we are working to improve it in compliance with Affirmative Action strategies:

IV.  MULTI-CULTURAL OUTREACH

(FIREFIGHTER TRAINEE PROGRAM)  

TRAINEE PROGRAM OVERVIEW

The Firefighter Trainee Program was developed in 1994 to “address the problems of underutilization and improve the culture of our workforce by aggressively recruiting and training minorities and females for consideration as probationary firefighters.” The Program continues to be the key element in advancing the Bureau’s ongoing commitment to diversification of the workforce. The four Trainee entrance exams that have taken place since the inception of the program have been responsible for the vast majority of the improvements the Bureau has made in diversification.

Recruitment efforts and in particular the Bureau Recruiter is a key element in the Trainee Program. Outreach, community partnerships, and mentoring by the Recruiter fosters interest and prepares applicants for the program. Those individuals who apply must complete a written exam, initial oral interview and physical agility test to develop an unranked list. This list is then forwarded to the Fire Chief selection panel for final selection.

All candidates who are hired as Trainees must obtain a State Emergency Medical Technician-Basic certification before they complete the Trainee Program, after which they become eligible to be hired as probationary Firefighters. The Bureau provides this class to all candidates who are not already state certified as EMT Basics.

Trainees enter the Firefighter Trainee Academy at the Fire Bureau Training Center. Training takes place during a 40-hour week and is based on Fire Bureau policies and procedures and the state requirements for Firefighter Basic Certification. Trainees also participate in Fire Bureau Community Emergency Services to the public during the Trainee Academy.

Trainees that obtain their EMT-B certification successfully complete the Trainee Academy and the physical agility tests and are then eligible to be hired as probationary Firefighters. As such they begin the Firefighter Recruit Academy and fulfill all of the requirements of a probationary Firefighter.

PROGRAM RESULTS

In 1994 when the program was developed the City was providing Affirmative Action Reports to determine Bureau minority representation and utilization rates. The Fire Bureau continues to utilize the original program objectives and the ongoing commitment to improve representation of minorities and women in the workforce.

The original Trainee Program Summary described specific hiring goals based on the City’s Affirmative Action Plan Quarterly Report (third quarter, FY 93-94). The original goal planned for hiring 49 Females, 14 African Americans, 4 Asians, and 6 Native Americans over a five-year period. The report at that time indicated that the Bureau had an appropriate Hispanic representation.

From January 12, 1995 to June 21, 2001, 6 years 5 months, the Bureau has hired (as sworn Firefighters) 28 Females, 16 African Americans, 21 Asians, 9 Native Americans and 10 Hispanics. The vast majority of these hires occurred through the Trainee Program. Since the inception of the Trainee Program the Firefighter EMT hiring list has hired 13.4% minorities and women verses the Trainee Program that has hired (to the Trainee Program) over 77% minorities and women. In total the Fire Bureau has increased it’s sworn member representation for women and minorities from 4 % in 1993 to 17.5% as of June of 2001.

The four Trainee Program exam processes have resulted in varying levels of representation of women and minorities (Addendum). The first exam in 1995 resulted in the highest level of women and minority hiring to the Trainee Program at 80%. 1997 and 1999 were 69% and 76% respectively. The most recent 2000 Trainee exam process resulted in 35% minority and women representation on the final eligible list. Although this exam can result in the hiring of an additional 9 women, 4 minority men, and 2 minority women we believe that results of future Trainee exam processes can be improved upon to more closely reflect past results.

CHALLENGES AFFECTING THE PROGRAM

The goal has not changed since it’s inception but there continues to be challenges to maintain and improve the program. To that end the program has been revised and modified on numerous occasions to both improve effectiveness and to adhere to human resource employment rules.

1.  The level of diversity of the applicant pool to the Trainee Program has changed significantly each year. The first exam process in 1995 had a total of 181 applicants, with approximately 39% of all applicants being African American, Hispanic, Asian or Native American. The most recent exam process had a total of 553 applicants with approximately 20% representation of those minority groups.

2.  The rate of successful completion of the entrance exam and interview process for women and minorities is lower than desired. The design of the exam and entrance process, and candidates’ preparation have a significant affect on this outcome. Increasing this success rate would improve representation on the list of individuals available to be interviewed by the Fire Chiefs selection panel.

3.  The rate of retention of Trainees is lower than the rate of retention for candidates entering through the Firefighter EMT process. There are a number of factors that affect this. The Trainee Program and training methods are under continual evaluation and have been modified numerous times to improve retention rates. Improvement in retention rates will make the program more successful.

4.  The Fire Bureau is increasingly in competition with other local, regional, and national fire organizations for the same group of qualified and interested candidates.

IMPROVEMENT PLAN

Increase the number of minority and female applicants to the trainee program.

RECRUITING-The Fire Bureau Recruiter has had numerous duties assigned to the position that have drawn efforts away from recruiting. During the last recruiting period this had the effect of reducing representation of qualified minority and women applicants. The duties of the Bureau Recruiter should be refocused. Other duties should be reassigned to allow more aggressive and thorough recruiting efforts. This likely will result in a larger workload for other positions.

•  Establish or reestablish relationships with the organizations such as; Coalition of Blackmen, Bridgebuilders, Oregon Council Hispanic Advancement, Oregon Women in Trades, Urban Indian Council, Asian Family Center.

•  Participate in job and cultural fairs including: Urban League Job fair, PCC Job Fair, Women in Trades Job Fair, Military separation job fairs, Chinese Cultural Fair, Cinco de Mayo, and the African American Wellness Fair.

•  Increase recruiting outreach to educational and sports organizations by focusing on health gyms, high schools, colleges, and athletic programs.

•  Increase outreach to internal Bureau partners. The recruiting effort can be supplemented and bolstered to a large extent by increasing the participation of existing employees and internal Fire Bureau groups.

•  Develop a more efficient system of outreach and potential candidate tracking utilizing both the Internet and the Bureau information technology system. This should include a recruiting web page on the Bureau’s web site with improved links to related subjects. Information and career marketing information can be provided immediately by email to interested candidates. Related to this would be electronic posting of candidate information to the recruiting database for future follow-up.

APPLICATION PROCESS-Some changes took place during the last Trainee Program testing process that likely resulted in reduced representation in the applicant pool. The announcement and application process should be revised to direct candidates to the testing process for which they are most appropriately suited.

•  The most recent application and testing process for the Trainee Program took place concurrently with the Firefighter EMT testing process. It appears this had the effect of encouraging individuals more appropriately qualified for the Firefighter EMT test to apply for the Trainee Program. The testing schedule for these positions should be staggered by several months to minimize this and improve the diversity of the applicant pool.

•  The job/application announcements for the positions of Firefighter Trainee and Firefighter EMT should be rewritten to more specifically direct applicants to the program for which they are most qualified. (Addendum)

IMPROVE THE RATE OF SUCCESSFUL COMPLETION OF THE WRITTEN EXAM, INTERVIEW, AND PHYSICAL AGILITY TESTING PROCESS.

EXAM PROCESS-The most recent exam process used a written exam that was identical for both the Firefighter Trainee and Firefighter EMT positions. This likely resulted in reducing the rate of successful passage of those individuals without previous work or educational experience in the field of firefighting. The Trainee exam process should be modified.

•  The written exam should be specifically developed for the Trainee position. The test should evaluate for the critical skills and abilities that candidates must possess in order to develop into good Firefighters instead of testing for specific firefighting background and knowledge. Note: This test will have to be developed very carefully since there is a risk that testing for knowledge less specific to the field will result in lower retention rates in the Trainee and Recruit Academies.

INTERVIEW PANEL- The initial interview process should be modified. The most difficult hurdle to successful completion of the entrance process is the initial interview panel(s) where several hundred candidates are interviewed to determine the pool of individuals that will be recommended to be forwarded on to the Fire Chief’s selection panel. Success in this portion of the process is significantly dependent on candidate preparation, the focus of the interview questions and the consistency and clarity of direction given to interview panel members.

•  As with the written exam, the initial interview questions should be developed specifically for the Trainee position. The questions and scoring method should be specifically developed to identify those individuals with the skills and abilities necessary to develop into good firefighters through training provided in the Trainee Program instead of evaluating for those individuals who already have a firefighting background.

•  More extensive training and instruction should be provided to all panel members to assist them in more consistently evaluating for the knowledge, skills, and abilities, desired for the Trainee candidates.

•  Preparation through practice interview and mentoring is a critical factor in the outcome of the interview process. The Bureau can provide interview preparation workshops and ride-along opportunities to prepare candidates and improve familiarity with the job requirements.

PHYSICAL AGILITY TEST-Additional physical agility test preparation opportunities should be provided. A number of individuals who do not successfully complete the entrance process do so because of an inability to meet the time standard for the Physical Agility test. In addition many individuals who do not successfully complete the Trainee or Recruit Academy leave the program as a result of difficulties with physical (strength) abilities.

•  Prior to the beginning of entrance process potential candidates should be given opportunities to practice the Physical Agility Test. They also should be given the opportunity to handle various types of tools and equipment that Firefighters are expected to operate on a regular basis, to assess their own physical ability to work with this type of heavy equipment. Those individuals who find they need to make improvements in their physical abilities can be provided with recommendations for exercise or training, which they can initiate to improve strength and stamina prior to the process.

IMPROVE THE RATE OF RETENTION OF TRAINEES AFTER THEY HAVE ENTERED THE PROGRAM.

 The Trainee Program from entrance examination to completion of the Trainee Academy is a long and difficult process that requires a great deal of commitment to complete successfully. Individuals who participate must complete rigorous training at a relatively low rate of pay for several months before they are eligible to be considered to become sworn probationary firefighters. This process sometimes results in individuals leaving the Program voluntarily for personal reasons. The Bureau sponsors Family Survival workshops conducted by the EAP coordinator and employee volunteers to assist all recruit employees and their families with dealing with this stress. Other means of retaining Trainees can be implemented.

•  VOLUNTARY EXIT INTERVIEWS- Trainees who decide to leave the Trainee Program voluntarily will be requested to be interviewed by the Bureau Human Resources manager. Through these interviews, causes for leaving can be determined more thoroughly to evaluate and recommend improvement to the Program.

•  ONGOING MENTORING-Increase ride along and other mentoring type opportunities for prospective Trainee candidates. Experience has shown that Trainee and Firefighter candidates that are mentored by an existing employee or who have a connection to a particular fire station are often well prepared for successful completion of the exam process and training program. Fostering this type of mentoring relationship and connection to existing employees can result in more successful candidates and wider acceptance of the Trainee Program in the Bureau.  

•  DIVERSITY TRAINING-The Bureau Human Resources Manager will provide diversity training as one of the first topics to be delivered to all new Trainees and Firefighters. Work will continue with Joseph Quinones of the D/AO to identify cultural differences and different learning styles. Based on this information training will be provided to the instructors and training staff. Additionally, work will continue to develop more effective teaching methods.

Portland Fire & Rescue Diversity Hiring

1993 to 2002

Portland Fire & Rescue has increased the number

of women and minority firefighters

by 327% in less than 10 years

Portland Fire & Rescue

DIVERSITY NUMBERS

1993

TOTAL SWORN     712

White Males       683

African American Males  10  1.4%

Hispanic Males  11  1.5%

Native American Males  3  0.42%

Asian Males  2  0.28%

Total Minority Males  26  3.6%

Women  3  0.42%

Total Women & Minority  29  4.0%

2002 (1/23/2002)

TOTAL SWORN  670

White Males  546  81.4%  

African American Males  27  4.0%

Hispanic Males  25  3.7%

Native American Males  13  1.9%

Asian Males  23  3.4%

Total Minority Males  88  13.1%

White Women  35  5.2%

African American Women  1  0.15%

Total Women  36  5.3%

Total Women & Minority  124  18.5%

Total Increase  95

Bureau of

Housing and Community Development

Affirmative Action Strategy

2002-2004

Tonya Parker

Bureau Director

Introduction

The 2002-2004 Affirmative Action Strategy for the Bureau of Housing and Community Development is being written in support of the City’s Affirmative Action Plan, and all applicable rules therein.

The purpose of these Strategies is to reaffirm the commitment of the Bureau of Housing and Community Development to Equal Employment Opportunity and Affirmative Action, to identify areas of underutilization in our bureau, and to identify action plans and quality improvement projects which move our department toward being a better community partner through hiring, promoting and retaining a more diverse workforce.

Policy Statement

The Bureau of Housing and Community Development is committed to the policy and practice of Equal Employment Opportunity for all qualified individuals without regard to race, religion, skin color, gender, marital status, familial status, national origin, age, mental or physical disability, sexual orientation, source of income, or Vietnam era veteran’s status in all personnel actions, including recruitment, evaluation, selection, promotion, compensation, training and termination.

It is the Bureau’s policy to promote Equal Employment Opportunity through a positive and continuing program of Affirmative Action. This applies to all programs and services offered and/or provided by this Bureau.

The Equal Employment Opportunity Representative for the Bureau is Nena Enyinwa, who can be reached at 823-2391. Questions or comments can be directed to her or to the City Diversity Development/Affirmative Action Office at 503-823-4164. The City’s Affirmative Action Plan should be used for guidance should a discrimination complaint occur.

Bureau of Housing and Community Development

Planned Actions 2002-2004

Bureau of Licenses

Affirmative Action Strategy

2002-2004

James Wadsworth

Bureau Director

INTRODUCTION

During the last several years the Bureau of Licenses (BOL) has focused its resources and energies on implementing a new computer system that is designed to perform many of the routine functions that in the past have been the responsibility of the staff, supervisors and managers. Now that the system is in place, the focus is being redirected towards providing better customer service by better understanding the needs of our customer/client base that are grounded in cultural, racial, ethnic, gender and other differences and expanding/improving services to make meeting our program requirements easier. We hope to accomplish this by integrating diversity into the way we do business with our customers and the hiring and promotional advancement of staff and managers. With the changing of demographics in the makeup of our residents and business owners, making sure the bureau’s employees are aware of and reflect that diversity is critical to providing the best service possible.

BOL will use planning, training, activities, information sharing, networking, and other methods yet to be identified as the means to create a work environment that celebrates cultural, racial, ethnic, gender and other differences, by using those differences to find better ways to communicate with each other and those from outside the bureau. Using these same methods the bureau will focus on building relationships with area schools, business associations, and groups that represent members of protected classes to increase our effectiveness, provide easy to understand information, and add to our pool of candidates for job opportunities.

Many elements of the overall plan are described in the action strategies section, but without this overall concept and coordinated planning it will be difficult to move BOL into becoming a more flexible, responsive service provider. Fiscal year 2003 will be the year of planning these efforts and laying the foundation for future efforts.

PLANNED ACTIONS

Area of Focus:

Workforce development and advancement opportunities for current staff

Responsibility:

Administrative Services Manager (coordinator), Management Team

Planned Actions:

1.  Identify positions, functions and tasks performed by one or a limited number of employees.

2.  Review requirements of those staff and management identified to determine knowledge, skills and abilities required to perform their duties.

3.  Review knowledge, skills and abilities (KSA) of all staff to measure gaps between requirements of new duties and current KSA’s.

4.  Create cross training and development plans regarding identified functions and tasks.

5.  Work with BHR to determine best methods for developing staff to fill potential vacancies prior to outside recruitment.

Outcome/Purpose:

1.  Creates KSA profile for each employee identifying strengths and areas for improvement, and gives employees opportunity to discuss job and career development.

2.  BOL management will have information needed to develop staff in directions that will benefit employee, BOL and the City, and provide better service to the public.

3.  By identifying potential gaps, BOL will know which areas of expertise and services will be negatively impacted due to retirements (50% of BOL employees are eligible for retirement within next 4 years) and attrition allowing time for cross training and individual development plans.

4.  Training requirements as identified jointly by BOL and BHR will be matched to employee training needs.

Target Date:

Pilot project -- Finance Manager:  Complete position analysis by September 30, 2002.

Complete initial employee assessments of pilot project by December 31, 2002.

Complete all steps for key positions that may be vacant within next three years by June 30, 2003.

Other identified positions will have analysis completed by June 30, 2004.

Area of Focus:

Job development

Responsibility:

Management Team

Planned Actions:
BOL and BHR have already begun these steps.

1.  Review of all represented employees’ jobs to determine if appropriately classified.

2.  Create classification structure that allows for increased responsibilities and authority through a progressive promotional path.

3.  Reorganize and reclassify people as necessary to acknowledge changes to existing positions and classification structure.

4.  Work with BHR and Union on classification/compensation issues.

Outcome/Purpose:

1.  Align job descriptions with actual duties.

2.  Create a career path so existing personnel have opportunity for growth with bureau.

3.  Increase opportunities of development for union members so that they have career path to paraprofessional and professional jobs within the bureau.

Target Date:

Consultant begins assessment process – July 1, 2002

New classification descriptions – end of Summer 2002

Reorganization and realignment -- Fall 2002

Area of Focus:

Increase cultural competency and diversity awareness of all staff and management

Responsibility:

Director, EEO Rep, BOL Diversity Committee

Planned Actions:

1.  Establish a Diversity Committee within the Bureau that will plan activities for staff and management to increase cultural competency and address work environment issues.

2.  Partnership with BES, ONI, Water and Attorney’s Office for resource and information sharing.

3.  Send staff and managers to annual City County Cultural Diversity Conference.

Outcome/Purpose:

1.  To establish an ongoing, structured approach to providing information, training, and development opportunities to members of the bureau.

2.  Create a forum for work environment issues to be addressed in a positive manner.

3.  Share resources with other bureaus for more effective, less costly means of training and information sharing.

4.  Share training costs with other bureaus.

5.  Increase awareness in staff and managers of other cultures, viewpoints and ideologies and create opportunity for discussion with people outside of the Bureau and networking for problem solving and the sharing of information.

6.  Improve staff and management understanding of people of other cultures, beliefs, races and communication styles to improve interaction with customers and licensees.

Target Date:
Establish Diversity Committee by Summer 2002.

Establish partnership with other bureaus by July 31, 2003.

Annual Cultural Diversity Conference held in early Summer.

Area of Focus:

Increase number of women, minorities and people with disabilities in candidate pool for all positions with a concentration on technicians (identified as underutilized in report received May 2, 2002).

Responsibility:

Administrative Services Manager, all Bureau managers and supervisors

Planned Actions: Open communication with professional associations and groups.

1.  Identify and contact as many associations or groups (a minimum of four) as can identify that work towards the advancement of women and minorities in fields related to the work performed in the bureau.

2.  Contact groups that work with placing people with disabilities.

3.  Set in place a process for notifying them of potential job opportunities within BOL.

Outcome/Purpose:

1.  Inform groups and associations of the employment opportunities in BOL so their members can apply when vacancies arise.

2.  Increase number of women, multi-cultural/linguistic, and disabled candidates for all level of positions within BOL.

Target Date:

June 30, 2003

Area of Focus: Increase number of women and minorities in candidate pool for all positions with a concentration on technicians (identified as underutilized in report received May 2, 2002).

Responsibility: Management Team members

Planned Actions: School to work opportunities

1.  Contact P.R.O.M.I.S.E. at PSU, OCHA, Bridge Builders, and other community groups to discuss their programs and determine most effective and beneficial ways to participate.

2.  Meet with local community colleges and universities to discuss job skill requirements and identify work-study opportunities for minority and women students.

3.  Place at least one student each year in BOL.

4.  Share information with other City bureaus and offices.

Outcome/Purpose:

1.  Create a connection between schools and BOL to develop school to work opportunities.

2.  Increase number of women and multi-cultural/linguistic candidates.

Target Date:

Winter Term 2003

Area of Focus: Job development

Responsibility: Marketing & Development Manager, Management Team

Planned Actions: Workforce planning for changing customer needs regarding multiple language interactions with staff and management of bureau.

1.  Research demographics of customer base and identify shifts in communication/ language needs.

2.  Management Team will identify KSA’s that will be beneficial in assisting customers and businesses run by women, minorities and people who speak other languages and/or are of a different cultural background.

3.  Integrate the identified KSA’s into optional job skill requirements and actively recruit for those KSA’s.

4.  Offer training opportunities to existing staff in the form of incentives and paid tuition/training to develop new language and communications skills.

Outcome/Purpose:

1.  Increase the ability of Bureau to respond to and interact with customers/business representatives to increase effectiveness.

2.  Minimize mistakes due to misunderstandings because of language and cultural differences.

3.  Increase skill base of current employees to better serve customers and licensees.

Target Date:

Complete research of demographics and assessment of skills needed to provide better level of service -- June 2003

Put training plan for identified current employees in place for July 2004

Area of Focus: Job development

Responsibility: EEO Rep

Planned Actions: Skill development in fair and equal treatment of all employees and customers, and cultural competency skills for managing diverse work groups.

1.  Identify areas of interpersonal communication and legal issues where additional training might be beneficial in helping supervisors, leads, and managers understand the legal requirements and standards of behavior required in the dealings with each other and their customers.

2.  Identify issues and topics for training those responsible for work groups, teams and individuals to increase their cultural competency.

3.  Present brown bag or other training sessions, discussions and/or activities regarding identified topics.

Outcome/Purpose:

1.  Increase knowledge of legal requirements regarding EEO and AA issues.

2.  Increase knowledge of what fair and equal treatment means legally.

3.  Decrease the number of EEO complaints.

4.  Increase ability of leads, supervisors, and managers to better understand the needs of staff and respond to them more appropriately.

5.  Leads, supervisors, and managers will be able to identify strengths in employees that might be overlooked because of cultural or other differences.

6.  Establish a more comfortable work environment where differences are celebrated and different points of view valued for adding to the ability to find creative solutions to problems and new ways of providing service to customers and licensees.

Target Date:

Ongoing

Present at least two focused training sessions in each fiscal year

Area of Focus: Reporting Requirements

Responsibility: EEO Rep, Marketing & Development Manager, Data Technician, and Management Team

Planned Actions: Meeting technical requirements and reporting results of actions

1.  Review all documents to determine if EEO requirements for clause inclusion need to be met and if so, that they do.

2.  Review Web page and other forms of information to determine if ADA requirements are being met.

3.  Establish database of all employees training for career development purposes as well as reporting.

4.  Review and reissue policies and procedures for EEO complaints

Outcome/Purpose:

1.  All identified documents will be in compliance.

2.  Disabled people will be able to use our information in an appropriate format.

3.  Track training by individuals for job and career development and to make sure all staff and management have received appropriate training.

4.  All staff and managers will be fully aware of and understand the bureau and City policies and know who to contact and the procedures for filing an EEO complaint.

Target Date:

Complete review of documents for EEO compliance -- August 2002

Complete review of Web page -- September 2002

Complete database by Summer 2003 (part of a large HR database being created); until then training tracked manually

Review and reissue of policies occurs annually in the Spring

Area of Focus: Providing information in multiple languages

Responsibility: Marketing & Development Manager

Planned Actions: Making information, instructions and forms available in multiple languages

1.  Identify current information distributed to customers to be translated into other languages.

2.  Determine which languages, besides English, documents and information might be translated into that would reach a segment of bureau customers which are currently having difficulty understanding requirements.

3.  Present translation project to local schools’ language departments to determine if a cooperative effort between bureau and students could be made to create documents/information in other languages.

4.  Present project idea to local area business associations to match up business owners/ customers of bureau with school language translators in a cooperative effort to provide easy to understand instructions.

Outcome/Purpose:

1.  Provide easy to understand instructions and information for bureau customers and businesses that do not have English as their first language.

2.  Give opportunity for students to work on real world projects and see how what they are learning can be applied in a work situation.

3.  Talk with students regarding the type of work the bureau does and open up dialog about job opportunities with the bureau and the City as a whole.

4.  To improve the communication between minority business associations and the bureau so that issues can be identified and cooperatively addressed.

5.  Increase number of women and multi-cultural/linguistic job candidates as a side benefit by exposing students and minority businesspeople to the functions and work performed in BOL.

Target Date:

Pilot project by Spring 2003

Area of Focus:

Physical work environment – meeting ADA requirements

Responsibility:

Administrative Services Manager and Administrative Services Coordinator

Planned Actions:

1.  Research ADA requirements for physical accessibility and workplace requirements.

2.  Assess current working environment in BOL.

3.  If problems found, work with Risk Management and OMF’s Facilities Services to plan any identified changes and budget requirements.

4.  Make changes if they can be made within current budget, or plan changes for future budget.

Outcome/Purpose:

1.  Remove all barriers that would impede access to the bureau by employees or customers.

2.  Find solutions or alternative methods of performing tasks that are difficult or impossible because of physical layout.

3.  Improve ability to staff and management to easily interact with each other and move throughout the bureau to exchange ideas, whether ADA is an issue or not.

Target Date:

Complete environmental assessment by Fall 2002 in conjunction with realignment of staff after classification/compensation review

Area of Focus: ADA – program services to public

Responsibility:

Regulatory staff, the Taxicab Board of Review (including the Accessibility Subcommittee) and managers / drivers of five (out of six) taxicab companies.

Planned Actions: Taxicab service provided for persons that use wheelchair accessible vehicles for transportation.

1.  Bureau staff, in concert with the taxi industry, will test a proposal by the industry to reduce costs while maintaining or improving service.

2.  Implementation of a six-month pilot project, under the Taxi Board’s supervision, to see if the proposed method will continue or surpass current performance while reducing costs of ADA van inventories.

3.  After the study is completed, the Board will consider the merits of the proposal based on six months of monitoring, and revise the current Board rules on accessibility if warranted.

Outcome/Purpose:

1.  Identify changes since the last (1994) study.

2.  Show changing trends in demand for accessible taxi service over the past eight years, and change rules as needed.

3.  Improve service level for people with disabilities and reduce costs for companies by changing the current City mandate that companies have 20% of their taxi fleets fully accessible. Better organization will allow for a mandate of 10%, and remove current impediments to small businesses.

Target Date:

The study will be completed 12/31/02.

Board action, like reducing the accessibility requirement from 20% to 10%, etc., would be in February or March 2003.

Area of Focus:

Dedicated Resources

Responsibility:

Director and Administrative Services Manager

Planned Actions:

1.  Dedicate $5,000 of BOL’s operating budget in FY 2002-03 to be used in fulfilling the action items as outlined in this plan.

2.  Compare effectiveness of actions with costs to determine if funding is being used wisely.

3.  Review expenditures at end of FY 2002-03 and make adjustments as needed and in conjunction with other operational budgetary requirements for FY 2003-04 budget.

Outcome/Purpose:

1.  To have funding available for training, printing, computer programming and other expenditure requirements to meet plan actions.

Target Date:

Annual review during budget process.

MISSION STATEMENT

Our mission is to help create an environment in which people in our neighborhoods, businesses, government and other agencies work together through common sense licensing, regulation, and revenue collection to promote public safety, support business, and enhance the livability and economic vitality of Portland and surrounding communities.

VALUES

Quality Service – being courteous, friendly, caring, accurate, efficient, timely, respectful, and accessible to customers and co-workers.

Innovation – actively seeking better ways to solve problems and provide services.

Flexibility – being adaptable to changes in how we do our jobs.

Diversity – being equitable, inclusive, and respectful of different cultures, languages, and the unique nature of individuals.

Professionalism – having integrity and honesty, and being well-trained and competent, helpful, knowledgeable, respectful, hardworking and conscientious.

CITY OF

PORTLAND, OREGON

BUREAU OF LICENSES

An Equal Opportunity Employer

Jim Francesconi, Commissioner

James R. Wadsworth, Director

1900 S.W. 4^th Ave., Rm. 3500

Portland, OR 97201

(503)  823-5157

Fax: (503) 823-5192

TDD: (503) 823-6868

August 20, 2002Code of Conduct Policy

It is the policy of City Council to provide a fair and equal opportunity for public service to all interested citizens. The Bureau of Licenses incorporates City Code Section 4.01.030 Administrative Policies as a part of the Code of Conduct Policy.

Additionally, the Bureau of Licenses is committed to the following values:

Quality Service – Refers to being courteous, friendly, caring, accurate, efficient, timely, respectful and accessible to customers and co-workers.

Innovation – Refers to actively seeking better ways to solve problems and provide services.

Flexibility – Refers to being adaptable to changes in how we do our jobs.

Diversity – Refers to being equitable, inclusive and respectful of different cultures, languages and the unique nature of individuals.

Professionalism – Refers to having integrity and honesty, and being well trained and competent, helpful, knowledgeable, respectful, hardworking and conscientious.

To support these values, we have created the following Code of Conduct:

1.  We will treat the public and our fellow employees with courtesy and respect.

A.  Inappropriate behaviors are not tolerated and include, but are not limited to:

a.  Rude and/or abusive behavior.

b.  Racially or sexually discriminatory behavior.

c.  Racial or sexual harassment.

d.  Domestic or other violence in the workplace.

B.  Inappropriate language is not tolerated and includes, but is not limited to:

a.  Profane or obscene language.

b.  Remarks that can be interpreted as derogatory towards another’s culture, religion, sex, social status or personal values.

2.  We will discuss and solve conflicts in a constructive atmosphere. Threatening and/or violent behavior in any form is not tolerated.

3.  We will promote professionalism through our mature and business-like manner. Unprofessional behavior is not tolerated and includes, but is not limited to:

a.  Derogatory remarks or complaints directed towards the public or co-workers regardless of classification or status.

b.  Repeating or discussing confidential information inappropriately.

c.  Engaging in conversations during work hours involving rumors, gossip, or containing inflammatory statements.

d.  Personal or controversial non-business discussions between co-workers that disrupt a business-like atmosphere.

e.  Loud conversations or other behaviors that disrupt a business-like atmosphere.

f.  Any conduct that unreasonably interferes with the performance of an employee’s ability to work.

4.  We will promote professionalism through our personal appearance and attire. Inappropriate office attire includes, but is not limited to:

 a.  Torn or ragged clothing

b.  Unwashed or unkempt clothing

c.  Clothing with offensive slogans, symbols or statements. This includes worn accessories.

5.  We will promote professionalism and competency through our efficient completion of work assignments. If assignments are unclear, we will seek out clarification from our supervisors. We encourage suggestions for improvements in policies and procedures whenever possible.

6.  We will create a safe, productive and enjoyable work environment. To do so we encourage the following:

a.  The free exchange of work related information and ideas at appropriate volume levels.

b.  Use of the Bureau’s common areas for activities that will not unreasonably disturb those working near it.

 c.  The tasteful personalization of individual work spaces.

d.  An awareness of how individual actions or conversations impact those working nearby. Management expects a willingness to positively discuss impacts and consider reasonable and appropriate changes. However, management reserves the right to determine reasonable and appropriate behavior in the workplace.

_____________________________________      _________________________

Director, Bureau of Licenses          Date

Adopted 11-4-97

Revised 10/00, 4/02

CITY OF

PORTLAND, OREGON

BUREAU OF LICENSES

An Equal Opportunity Employer

Jim Francesconi, Commissioner

James R. Wadsworth, Director

1900 S.W. 4^th Ave., Rm. 3500

Portland, OR 97201

(504)  823-5157

Fax: (503) 823-5192

TDD: (503) 823-6868

Sexual Harassment Policy

The Bureau of Licenses affirms that Sexual Harassment will not be tolerated in the workplace in any form. Sexual harassment is included under the City’s Affirmative Action Plan Complaint Procedure. All Bureau employees should review the specifics of that Complaint Procedure contained in the Human Resources Administrative Rule 2.2.

Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964. Sexual harassment is harmful, denigrating, unproductive and illegal. Sexual Harassment affects everyone in the workplace: women and men, all workers at all levels, and in all types of jobs. Anyone found to have engaged in sexual harassment will be subject to disciplinary action, up to and including discharge, if warranted, in accordance with applicable personnel rules, disciplinary rules, and collective bargaining agreement provisions.

Definition

The following information is from the City of Portland Human Resources Administrative Rule 2.2. Sexual harassment is defined as unwanted sexual advances, requests for sexual favors and other sexually oriented verbal or physical conduct where:

•  Submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment; or

•  Submission to or rejection of such conduct is used as the basis for employment decisions affecting such individual; or

•  Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance, or creating an intimidating, hostile, or offensive work environment.

The Equal Employment Opportunities Commission (EEOC) and the courts have clearly stated that sexual harassment is against the law. Sexual harassment is sexual attention that is:

•  Unwelcome and unwanted; someone is treated in a way he or she does not like or look for

•  Harmful to employees and employers; it affects the victim’s physical and emotional health and ability to do a good job, and it affects the workplace in general

Examples

Acts of sexual harassment can take a variety of forms ranging from subtle pressure for sexual activity to physical assault. Examples of the kinds of conduct included in the definition of sexual harassment are:

•  Threats or intimation of sexual relations or sexual contact which is not freely or mutually agreeable to both parties.

•  Continual or repeated verbal abuses of a sexual nature including graphic commentaries on the person’s body; sexually suggestive objects or pictures placed in the work area that may embarrass or offend the person; sexually degrading words to describe the person, or propositions of a sexual nature.

•  Threats or insinuations that the person’s employment, wages, promotional opportunities, job or shift assignments, or other conditions of employment may be adversely affected by not submitting to sexual advances.

•  Hostile acts related to an employee’s gender, even though they may not involve sexual overtures. (This most often occurs in jobs that have not traditionally been open to women; these types of situations range from pranks, threats and intimidation, to highly dangerous attacks).

•  A “friendly” pat or squeeze, a punch, repeatedly brushing against a person’s body or other unwanted or inappropriate physical contact.

•  Suggestive remarks, lewd jokes, references to women’s or men’s bodies.

•  Conversations depicting people as sex objects.

•  Persistent requests for a date.

•  A look, leering, catching a person alone for a kiss.

•  Pornographic pictures on a desk or tool or lunch box.

•  Work areas decorated with centerfolds or other sexual explicit posters or pictures.

•  Nonverbal acts such as staring at a person’s body, offensive gestures or motions, or leaning over someone at a desk.

Internal Complaint Process

An employee who feels he/she has been the victim of prohibited sexual harassment should:

a)  Attempt to indicate to the responsible person(s) the inappropriateness of their conduct and its harmful effect on you; and/or

b)  Discuss your concerns with your immediate supervisor (unless the supervisor is the person responsible for the harassment), who may be able to develop a swift, informal, and satisfactory resolution of the problem; or

c)  Contact another Bureau Manager with whom you feel comfortable; or

d)  Contact the Bureau Human Resource Coordinator or the Bureau Director; or

e)  Contact the City Diversity Development/Affirmative Action Office; or

f)  Contact a bargaining unit representative, if represented;

g)  Managers and supervisors should report all cases of sexual harassment to the Bureau’s Human Resource Coordinator.

An investigation will take place promptly and action will be taken on a case by case basis. It is preferable to resolve the conflict internally. The person investigating the complaint may informally discuss options for informal resolution with the complainant.

External Complaint Process

Any complaint of sexual discrimination filed with a court or a state or federal enforcement agency is considered an external complaint. These agencies include the Oregon Bureau of Labor and Industries, (503) 731-4075, the Equal Employment Opportunity Commission, (206) 220-6883 (Seattle office – nearest) or (800) 669-4000, or private legal counsel. Sexual harassment is not allowed and if it occurs, your complaints will be taken very seriously.

Manager’s Responsibilities

1.  Managers have a responsibility to maintain a positive work environment that is free from discrimination and harassment. Managers must take positive action to identify and eliminate any alleged harassment or discriminatory practices within the bureau and must be responsible for administering appropriate disciplinary action to employees found engaging in discriminatory practices.

2.  The Bureau is responsible for its acts and those of its supervisory personnel with respect to harassment.

3.  The Bureau is responsible for acts of harassment based on sex, race, color, religion or national origin with respect to conduct between fellow employees, where the Bureau knows or should have known of the conduct, unless it can be shown that the Bureau took immediate and appropriate action.

4.  Managers may be responsible for the acts of non-employees (people who have a professional relationship with the Bureau), with respect to harassment based on sex, race, color, religion or national origin, where the Bureau knows or should have known of the conduct and fail to take immediate and appropriate corrective action.

5.  The Bureau will immediately forward to Risk Management any notice of an external discrimination complaint.

No retaliation or adverse action in any form shall be taken against any employee or non-employee because he or she has filed a complaint or participated in providing information regarding a complaint or unlawful discrimination.

Bureau of Licenses Director        Date

Adopted 11/19/98

Revised 10/00, 8/02

Bureau of

Parks and Recreation

Affirmative Action Strategy

2002-2004

Charles Jordan

Bureau Director

INTRODUCTION

Equal Employment Opportunity (EEO) and Affirmative Action are deeply held values in Portland Parks and Recreation. The managers and supervisors of Portland Parks and Recreation have long held the belief that our objectives can best be achieved by utilizing to the fullest extent all of the human resources available to us and by striving to be representative of the community we serve.

The available workforce and our work environment are changing and we must be more receptive to this inevitable change. An analysis of Portland Parks and Recreation’s present workplace and the available workforce reveals that many groups of people are underrepresented in a number of job classifications and categories. Portland Parks and Recreation’s plan to address these issues are outlined below and included in the planned action strategies.

TARGETED UNDERUTILIZED CATEGORIES

Professionals- Botanic

Action: Meet with community colleges to develop trainee program to attract women and minorities.

Professionals – Building Trades

Action: Participation in construction trade fairs and work community colleges on recruitment of women in the trades industry. PP&R and HR manager will continue to participate on the citywide Apprenticeship Task Force to develop an apprenticeship program that meets the Council’s goals as a result of the Disparity Study.

Professionals – Engineering

Action: Establish relationship with Benson High school engineering department on recruitment of minority students to develop trainee or internships opportunities.

Professionals – Program Management

Action: Develop mentoring program to attract female and minorities

Design a program that utilizes scholarship funds to recruit and train African American, Latino and Asian youth to become lifeguards and swim instructors. These youth once employed are role models to other youth and will enable the bureau to “grow our own” permanent workers in the Aquatics field.

Paraprofessionals – General Administrative and Program Management

Action: Employee assessment of issues

Service/Maintenance – General Maintenance & Maintenance Trades

One component of the annual performance reviews of managers and supervisors will measure managers/supervisors’ effectiveness in increasing utilization of protected classes and inclusiveness in the work environment. We have developed a plan that will provide a source of skilled workers for the occupations that will have high demand and low supply, and recruitment efforts will also be focused on skilled workers who come from diverse populations who have not been as aggressively recruited in the past. The Bureau will also take advantage of existing programs or the expansion of programs to foster diversity within the Bureau. These programs include training and apprenticeship programs, internships, mentoring programs and more aggressive partnerships with Portland Public Schools and the higher education system, agencies and community based organizations.

City Bureaus were directed by the City Affirmative Action Office to prepare a bureau-specific Affirmative Action Policy Statement and Compliance Strategy as part of the city wide Affirmative Action Plan.

Parks and Recreation Affirmative Action Strategies are being written in reliance support of the City’s Affirmative Action Plan. Parks and Recreation Planned Actions are based on deficiencies identified in the “Utilization Analysis” from FY 2001-02 1st and 3^rd Quarter Reports provided by the Diversity Development/Affirmative Action Office.

Further, to achieve the goals of this Affirmative Action and Equal Employment Opportunity Policy, the management in the Bureau of Parks and Recreation shall ensure that:

1.  All programs and services are available to all citizens without discrimination;

2.  The Bureau is in compliance with EEO laws and the City’s Affirmative Action Plan;

3.  All employment selection decisions are monitored to ensure that good faith efforts are made toward affirmative action goals and progress;

4.  All employees are fully aware of and support Parks and Recreation commitment and responsibility to assist in implementation of this plan, emphasizing that all bureau employees must fulfill their responsibility as defined in the City Plan;

5.  Positive action is taken to identify and eliminate any alleged harassment and/or discriminatory practices within the organization.

6.  Employees are informed of their rights to utilize the City’s Affirmative Action Office’s grievance procedure, free of retaliation;

7.  Appropriate disciplinary action is administered to those employees found engaging in discriminatory practices.

Planned Actions

Area of Focus: Recruitment

Planned Actions

Area of Focus: Accountability/Education & Commitment

Planned Actions

Area of Focus: Retention/Career/Skill Development

Planned Actions

Area of Focus: Community Outreach in Service Delivery

Bureau of Planning

Affirmative Action Strategy

2002-2004

Gil Kelley

Bureau Director

INTRODUCTION

The Bureau of Planning’s Affirmative Action Strategy supports the City’s Affirmative Action Plan, which was adopted in 1999, and all applicable Federal, State and local rules. This plan identifies the strategies that will bring the Bureau of Planning into compliance with the citywide plan.

POLICY STATEMENT & IMPLEMENTATION

The attached memo from the Director of the Bureau of Planning (BOP) confirms the Bureau’s commitment to Affirmative Action/Equal Employment Opportunity. BOP managers will restate current policy at a regularly scheduled bureau-wide meeting and distribute printed excerpts of the City’s Prohibition against Workplace Harassment and Discrimination from the City’s Administrative Rules. BOP Managers will refer employees to the Human Resources Website for complete information and identify a liaison in the office for receipt of any complaints or comments. All BOP employees have access to the City’s Internet and Intranet Websites.

ASSESSMENT OF THE EEO SITUATION – WORKPLACE ISSUES

The Bureau of Planning has demonstrated compliance with Federal Equal Employment Opportunity laws in a variety of ways:

1.  Compliance with EEO laws and the City’s Affirmative Action Plan as demonstrated by promotional and management opportunities for all employees, with no underutilization among Female employees in Chief, Principal and Senior planner categories, supervisory, managerial, technical or financial categories, but underutilization of some minority groups.

2.  Posting of Federal and State Employment Laws in the lunchroom.

3.  Director’s Policy Statement to employees regarding compliance with EEO laws and the City’s Affirmative Action Plan.

4.  Promotion of City employment policies, training and job opportunities through distribution and posting of notices and access by all BOP employees to the City’s Internet and Intranet Web pages.

5.  Promotion of training for all new employees to City’s “No One Ever Told Me” class and mandatory team-building class designed for Bureau of Planning employees.

6.  Notices regarding training and travel opportunities at bureau-wide meetings.

7.  Funding different planners’ travel to American Planning Association conferences in different cities every year, to improve their knowledge and cultural awareness.

8.  Promotion and encouragement of attendance at the City’s annual diversity summit.

9.  Publication of reports and the Planning Commission agenda with notices that state, “The Bureau of Planning is committed to provide equal access to information and hearings. If you need special accommodation, please call 503-823-7700 (TTY 503-823-6868)”.

10.  Cooperative efforts among neighbors, business people and city planners during public meetings to provide information and get feedback on the community’s needs.

11.  Publication of community, area and neighborhood plans in every quadrant of Portland with the same goal: to enhance livability, to respond to the community’s needs and desires and to help shape and improve each area.

PLACEMENT OBJECTIVES

Recent statistics produced by the City’s Diversity Development/Affirmative Action Office reflect underutilization in Job Group 21PL, Professional-Planners. Utilization statistics indicate there is significant underutilization in the EEO racial category of Black, with less statistically significant underutilization in other minority categories. Underutilization is declared when availability exceeds employment by one or more persons. Statistics indicate increasing representation by planners in minority categories would eliminate underutilization. The Bureau of Planning intends to increase the percentage of minority planners who apply for jobs with the Bureau and to continue to improve the workplace environment. The Bureau will work with the Diversity Development/Affirmative Action office through the following action strategy.

PLANNED ACTIONS

Area of Focus	Planned Action	Responsibility	Outcome/Purpose	Target Date
Management Improvement	Promote and ensure attendance at City-sponsored diversity training, including Cultural Competency for Managers & Supervisors; mandated courses on harassment/discrimination rules and Administrative Rules overview for Managers & Supervisors	Management Staff	Ensure capability of management and supervisory staff to comply with EEO laws and foster equitable environment	June 30, 2003; continuous
Employee Communications	Promote and ensure information-sharing in the bureau and attendance at harassment prevention and diversity training	Management Staff	Continue to improve relations among staff	June 30, 2004; continuous
Recruitment	Coordinate recruitment efforts with other bureaus that hire planners, including OPDR & PDOT	Management Staff	Provide outreach to diverse applicants about opportunities at BOP	December, 2003
Recruitment	Contact planning departments in universities to determine if they have minority students interested in planning careers	Management Staff	Provide notice to diverse applicants about opportunities at BOP	December, 2003
Long-range Recruitment	Provide displays and presentations at high school career days; survey students to see if information inspired interest in planning	Community Relations staff	Inspire interest among high school students in studying planning	December, 2003

Bureau of Police

Affirmative Action Strategy

2002-2004

Mark Kroeker

Bureau Director

AFFIRMATIVE ACTION STRATEGIES FOR 2002-2004

The Portland Police Bureau’s Affirmative Action Strategies for 2002-2004 were developed as part of the Bureau’s ongoing commitment to equal employment opportunities to all qualified individuals seeking employment with the Police Bureau. The Police Bureau also wants to emphasize its ongoing commitment to ensure these same equal employment opportunities are guaranteed to all of those individuals working in the organization. The Bureau’s Affirmative Action Compliance Strategy is being written in support of the City’s Affirmative Action Plan, and all applicable rules therein.

It is the policy of the Police Bureau to provide equal employment opportunity to all qualified individuals without regard to their race, color, religion, national origin, age, sex, marital status, sexual orientation, political affiliation, source of income, or physical or mental disability, in all personnel actions including recruitment, evaluation, selection, promotion, compensation, training and discipline.

The plan for 2002-2004 will focus on strategies to address the under representation of females and certain minority groups through outreach recruiting and proposed modifications to the Bureau’s officer testing process. The plan includes several changes from previous plan’s strategies as a result of proposed budget reductions and the implementation of the new Bureau of Human Resources Service Agreement with the Police Bureau.

This year’s plan will also include strategies for communicating the Bureau’s commitment to providing an inclusive working environment for all employees supported by the Bureau Values of Service, Compassion, Integrity, Excellence and Respect. This respectful and inclusive environment will extend to all areas of employment including, recruitment, hiring, training, evaluation, workplace environment, complaint investigation and discipline.

The Portland Police Bureau intends to use the strategies contained in this year’s plan not only to comply with the City of Portland’s Affirmative Action Plan, but also as a conduit to communicate the Bureau’s values, commitment, workplace expectations and strategies to all of its employees.