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Speechwriting
Series/Staff Member:
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Subseries:
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City of Seattle Personnel Department
Norman B. Rice, Mayor
Sarah Welch, Personnel Director
March 18, 1996
J. Terry Edmonds
Presidential Speechwriter
Old Executive Office Building
17th & Pennsylvania Avenue Room 192
Washington, D.C. 20500
Dear Terry: ·
It was a pleasure meeting you during the President's recent visit to Shoreline, Washington, and
discussing the challenges of writing speeches.
I am forwarding samples of my work to you. They tell me I am an expert in Diversity and
Affirmative Action, so most of my work focuses on those topics. I have flagged specific sections
that may be of particular interest to you.
Be assured that if you should ever need assistance in my areas of expertise and/or regional
information, I am available to assist you. If you would like to use any information or language
contained in these documents, I ask that the City of Seattle is cited as the document source.
I'm sure our paths will cross again in this upcoming season, since Seattle happens to be a favorite
of"The Boss."
Best Regards,
Joanne Anton
Citywide Diversity Coordinator
An equal employment opportunity - affirmative action employer
12th Floor Dexter Horton Building
Telephone Device for the Deaf and
710 Second Avenue
the Hearing Impaired (TOO)
Seattle, WA 98104-1793
684-7888
Fax# 684-4157
Printed on Recycled Paper
�--------
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•
City of Seattle
NEW SUPERVISOR ORIENTATION
DIVERSITY INFORMATION PACKET
,
CONTENTS:
•:• Definion of AA/EEO/Diversity
•:• Diversity Fact Sheet
•:• Rice Administration Vision:
Diversity Commitments and Values
•:• Diversity Makes Good Business Sense
•:• · A Framework for Diversity Progran1s ·
•:• So What .Is This Diversity Thing, Anyway?
•:• How Seattle Walks the Talk
•:• Workforce 2000
•:• Coping with Other Communication Styles
•:• Identifying the Basis of Conflict
•:• Same vs. Equitable Treatment
�z
DEFINITION OF AA/EEO/DIVERSITY
..
What Are the Differences Between AA/EEO/Diversity?
./ Equal Employment Opportunity is:
• MaRdated by Federal Law, and;
• Necessitated by a past history of discrimination.
• The outcome and intent of EEO laws is to provide a workplace free of
discrimination and to guarantee the right of equal opportunity to all - that
includes white males, too .
./ Affirmative Action is:
• Mandated by Executive Order, and;
• Like EEO, is necessitated by a past history of discrimination.
• Compliance to AA is, in most cases, voluntary, not mandatory.
• The outcome and intent of AA is to remedy a past history of discrimination .
./ Diversity is:
• Voluntary and pro-active, not mandat,~d, and;
• Diversity is a philoc;ophy of inclusion, respect, and equity in the workplace.
• Organizations that value diversity look at different work styles, learning styles, and
communication styles as assets, not problems.·
• The outcome and intent of diversity is to create a climate of organizational
success. When employees befieve they are viewed as valued contributors and
assets, their productivity increases and their quality of work is enhanced.
What Is the Difference Between Valuing and Managing Diversity?
./ Valuing Diversity is a philosophy of inclusion, respect, and workplace equity;
./ Managing Diversity is the operational system in the workplace that supports and
promotes the philosophy.
Simple Definitions for the "Real World"
./ AA/EEO and diversity are not "twins or siblings."
..., AAIEEO and diversity are "first cousins" - "related" not the "same."
./ Diversity is not "warmed over" Affirmative Action.
0
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m
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QUESTIONS & ANSWERS: HOW AFFIRMATIVE ACTION AND
EQUAL EMPLOYMENT OPPORTUNITY WORK IN THE CITY
Are City Departments Required to Meet Affinnative Action Quotas?
./ NO. The City departments do not establish AA hiring quotas. In fact, quotas
are illegal based on recent Supreme Court rulings.
·-1 City departments voluntarily develop annual hiring goals in a process called goal setting.
What Is Goal Setting?
./ Goal setting is a process that compares the overall profile of department
employees to availability rates for the purpose of projecting hiring needs for the
next year.
What Are Availabilitv Rates?
./ Availability rates are the "yardsticks" thatshow who in the local labor pool is
qualified and available for employment in each of the eight job categories .
./ Avail ability rates are based on unemployment rates, applicant flow, graduation from
training instirutions, and other demographic factors of the region's population.
How Do Departments Use Availability Rates to Set Annual Hiring Goals?
./ Departments look at current vacancies and anticipated attrition (such as
retirement, resignations, etc.) to project the number of hires for the coming year.
./ Then, departments compare the acrual workforce to the availability rates to see
if any protected groups are under-represented.
• For Affirmative Action purposes, the Federal Equal Employment
Opportunity. Commission defines protected groups as: Blacks,
·Hispanics, American Indians, Asians, Women, & Persons
w/Disabilities.
• For Affirmative Action purposes, under-representation means
protected groups members are employed at levels below the
availability rate .
./ Departments may only set Affirmative Action hiring goals when the comparison
between the .existing work force and the availability rates show that protected
groups are under-represented.
If There Is· No Under-Representation - Do Departments Still Set AA Goals?
./ NO - departments do not set annual Affirmative Action hiring goals if there
is no under-representation of protected groups in job categories .
./ But, departments do set EEO hiring goals as a mechanism to see that hiring
practices are fair and equitable and that the department's overall profile of
employees is balanced. (See definitions of AA/EEO/Diversity)
�•
HOW SELECTIVE REFERRAL WORKS IN THE CITY
(PREVIOUSLY KNOWN AS 11 SELECTIVE CERTIFICATION")
· What is Selective Referral?
.I A procedure used by City of Seattle departments when hiring in job
categories where protected group representation is below the availability
rate. Top candidates from the under-represented group are referred to
the hiring authority in addition to other candidates .
.I Departments ask for a Selective Referral only when an Affirmative Action
goal exists in the vacant position's job category. No Goal -No ·selective
Referral.
Do Departments HAVE to Hire a Candidate. From the Selective Referral?
•
.I NO.
Selective Referral does not require the hiring official to hire a
member of a certain protected group .
.I It does give an affirmative opportunity to an applicant from a specific
protected group that is under-represen~ed in a specific job category.
Can Departments Get a Selective Referral if NO Under-representation.
Exists?
.I NO. The Personnel Department will not approve a Selective Referral if
the requesting department does not show under-representation .
.I Selective Referrals are approved only if: there is under-representation in
the requesting department's employee profile and Affirmative Action
Goals have been set by the requesting department.
Should I Bother to Apply for a Position with A Selective Referral if I'm
not a Member of the· Protected Group for Whom the Selective Referral
Was Requested?
.I YES. Protected-class applicants have been ·hired on open referrals and
non-protected applicants have been hired on selective referrals. · The key
word is refer~al. There are no strings attached to a Selective Referral list.
�DivERSITY FACT
SHEET
. ......: .
·:
.·
..-,
.:'
Is Diversity Another·Tennfor "Affinnative Action" or '-'Equal Employment Opportunity?"
..
No. In the City of Seattle, Affirmative Action is a tool to address and remedy past practices
of discrirruriation and to ensure the .workplace ·will reflect the greater population it serves.
.. ~Equal Employment Opportunity mandates a workplace free of discrimination and guarantees che
right of EquaL Opportunity ·for all.
..
Both Affirmative· Action and Equal Employment Opportunity are mandated by Ia w.
Diversity is Broader
and LHore Comprehensive than
Racial and Ethnic /dentzfication.
.
.
Diversity Can Relate To:
.:
••
•
•
•
•
•
Age
Gender
Size
Race/Ethnicity
National Origin
Work Style
•
•
•
•
•
•
Sexual Orientation
Political Affiliation
Reasonable Accommodation
Military/Veteran Starus
Religious Aftlliarion
Communic:ltion .Style
What' Does Valuing Diversity 1'tlean?
..
Valuing Diversity means employees and citizens live and work together in an t!nvironmem
mutual re~pect and understanding ..
..
Valuing Diversity means every employee and volunteer is viewed as
organization who g.n make a difference.
..
Valuing Diversity means respecting differenc points of view.
...
(.
"'- _.. .-'
..
J.
or
valued contributor to the
Valuing Diversity means an organiz:uion will honor and respect tht! diverse background Jn<.l
c~lrures of their employees. vorumeers. and customers.·
Valuing Diversity means evt!ry employee and volumeer ha::; the opportunity co parricipace in all
levels of the organization, regardlt!SS of race. ethnicity. gender .. age. sexual nriencacion or
disabil icy.
�•
. ..
RICE ADI\'UNISTRATION
VISION AND CO:MMITMENT:
VALUING & :.MANAGING DIVERSITY
- .·;
To create a City workforce that reflects the face of the community it serves, to
honor and respect the differences and abilities of all our employees and citizens,
and to create a work environment where all City employees have the opportunity
to achieve their. optimum potential. ·
COMMITMENTS AND VALVES
..
We will honor and respect the diverse backgrounds and cultures of our citizens and
employees.
..
We will recognize the unique contributions and wide range of knowledge our diverse
citizens bring to the community and workplace.
..
We will promote diversity in the City's workforce, boards, commissions, councils and
neighborhood organizations.
..
We believe diversity is the cornerstone of workplace equ.ity and community strength.
..
We believe a community that values diversity enables employees. and citizens to live and
work together in an environment of mutual respect and understanding.
..
We believe a government that honors and respects diversity will approach tough issues
from a variety of viewpoints .
•
... We believe ~at no one person or entity has cornered the market on truch and
understanding, and that by working together, we are stronger than working apart.
..
We believe every employee can make a difference, regardless of race. ethnicity. gender.
age, sexual orientation or disability.
..
We believe valuing and managing diversity is a key to the success or failure of
government, business and educational institutions.
..
We believe that goods, services, and information must be international and multicultural
compete in a global economy. ·
..
We believe diversity will help us prepare for and succeed in a global marketplace.
..
We believe diversity is a standard of good business practice and equitable govemmt!nt
policy.
..
We believe diversity is a looking glass into the furure
,t,f
~;
.~-
-
to
•
..
'
.
:
.. ·: .·)
�z
---~-" ~
DIVERSITY MAKES GOOD BUSINESS SENSE:
.I 61 Million - 25°/o of U.S. residents - belong to a racial or ethnic group.
By 2050, half the U.S. population will be "ethnic."
.1. Over·the past 5 years, total enrollment in U.S. public schools rose
5% but the number of students with little or no knowledge of English
increased by 50°/o over the same period.
~\~~:
!
!
l:·i.
i:
· (Note: Students in Seattle Public Schools speak nearly 100 native languages!) : ·
r
~·
.I African-Americans, Hispanics, and Asians spend more than a
combined total of $600 Billion a year.
.I 30 Million African-Americans represent $300 Billion in spending power.
.I 23 Million Hispanics represent $200 Billion in spending power.
.I 7.3 Million Asians represent over $100 Billion in spending power.
.I Gays and Lesbians are estimated to number between 5-20 Million
with total income estimated at $500 .B.illion .
.I American Indians number 2 Million .
.I Jewish residents number 6 Million .
.I By the year 2000, people of color will account for 30°/o of the U.S. economy.
(Source: Nordstrom Human Resources Department}
~
~
�.A
FRAMEWORK FOR PUBLIC SECTOR DIVERSITY PROGRAMS
·.
Buy-in and Support from the I op
.
.
• Diversity must be viewed as a top priority of elected officials, cabinet
·
members, and senior management·
• Executive Staff become the "owner/sponsors" of diversity.
Leadership Team Develops Diversity Values Statements Protocols
•
•
•
•
•
Becomes the· blueprint for diversity policy/program development
Clearly identifies "where you want to be"-- what your City values
Clearly articulates a consistent message of value and leadership
Clearly identifies roles and responsibilities of all levels of authority
Establishes measures to hold Executive Staff accountable for developing and
implementing diversity action steps
Department:S and Agencies Develop Internal Diversity Plans
•
•
•
•
•
Establish annual Diversity goals, {not to be confused with Affirmative Action goals)
·Identify action steps to meet annual goals
Identify key "sponsors" of the action steps
Broad based to include employees and external customers
Establish reasonable benchmarks to measure progress
Establish an Interdepartmental Oversight Committee
• Employees from every level of authority and EEO Job Category.
• Provides Leadership Team with feedback and new ideas
• Identifies what's working - what isn't • Provides recommendations to "fix" what isn't working
Develop Needs Assessment Standards for Diversity Training
• Needs Assessment: conduct interview, surveys, research, follow-up
• Program Design: determine needs - design program to meet needs
• Employee Input: involve all levels of organization in program design
Appoint/Assign an Organization-wide Diversity Program Manager
�So
.···'··~·
WHAT
DIVERSITY THING, A"lYYVAY?
jeanue article &y Joanne Arzron
...
Pick: up a trade public:1cion and
chanCes are you'll find an article
stating that effective managers. in r.be
'90's must have r.be ability to
suc~y · value and m.ao:1ge a
diverse work: force. Bur, to m.arrag~
a diverse work: force, you have to
Wldern:and r.be defini.Mn of diversity
and bow it ~fates to EquaL
Employment
Opportunity and
Affirma~ve Action (EEO/ AA).
'The face of A.meric:1's worlc force
is changing dram~ltic:1Hy. According
ro Workforce 2000, a stUdy of labor
force trends published in 1987 by r.be
Hudson I.astirure in collabor.1cion with
tbe U. S. Department of Llbor, the
emerging work: force will be less
white and less male. rc will consist of
more women, people of color, and
older workers. To avoid becoming
obsolete, today's mamgers must have
tbe ability to mamge a different ldnd
. of work force and the ch:mges in the
workplace as a result of this new worlc
force.
To bem:r underscind the concept
•
of managing diversity, k~p the
following Ul rnind.
Diversity is a
business and demogr:1phic issue, not
a r:1ci:ll issue or ·warmed over~
Affirmative Action.
Diversity also
addresses w()rlcplacc issues related to
age, gender, sexual orientltion,
re:LSOnable accommodation, le.:1dershi p
styles,
learning
styles,
arid
communic:ltion styles.
How
does this affect Oty
employees? Mayor Rice's ·vision of
Valuing & Mamging Diversity. States
tb.at the City worlc force should reflect
the co~wtity it serves. Above aLl, ·
City government should promote a
he.:1lthy
respect
for
everyone's
differences and abilities,. and cre:1te a
work
environment
where
e.:1ch
employee C1D achieve cop potential.
Ill the City of Sart!e Managing
Cultur.:tl Diversity Tr.:tining MJnu::d,
mamging <ljversity is det1ned as • ... a
corp<Jr.J.te ethic based on the beLief tb.::tt
diverse backgroundS, values. opinions
and beh.:lviors have a desired and
positive dfoct on the org:utiz:uion...
ancf-affirms that e:J.ch em[J!ay~ is
valuable
contributor
co
ct
organiz:J.tion.
Although Managing Diversity
separate and distinct from ~0 ar
AA, it is iinportlnt co understand :1:
common ground and connections tb.c:
share.
EEO, AA and Managin
Diversity are all a result of warlcp!ac
issues, hiring pr.1crio:s and busine::
policies. However, EEO and A.A. ar
mandated by law; Managing Diversir
is volunt::J.ry and pro-active.
EE
guanntees a workplace free o
discrimimtian.
AA is a tool u
remedy
past practices
o
discrirnirotian and co ensure tilt
workplace wiU reflect the population i
serves.
Mamging Oiversiry is tht
aext logiCl.l Step in mJnag1ng ar
integrated
work
force
be·.::J.use
differences in employee work anc
le:uning styles are aurrured and
utilized. The ch:lrt below rughlighw
t.be distinctions between EEO. r\A.
and Mamging Oiversiry: ·
A. Business Issue.
• A Business Issue
• A Business Issue.
Mandated by Federal L~islation
& City Policy.
• Mandated by E.xecutive Order & ·
City Policy.
• Volunt3ry, Pro-Active Tool to
Benefit All Employees.
•
Ensure Equal Employment
Opportunity for AU Employees &
PotentiaJ Employees.
• Requires Pro-Active Efforts Such
as Recruiting, Goal Sen:ing, Statf
Development.
• Recognizes & Utilizes lndiv•dual
Differences in Working & Learning
Styles.
•
Compliance with the Law.
• Voluntary Compliance wtlaw.
• ·Pro-Active: Not Mandated
•
N~essit:ated by a Past History at
Discrimination.
• Necessitated by a Past History of
Discrimination.
• Organization Views Differences as
Asset.
•
OutcomtJ:
To Provide a Workplace Free at
Discrimination & to Guarantee
ctle RiQht of Ectua1 Oppon:unicy
f(Jr AU.
(
Is Tms
Ourcomff:
To Remedy Past Practices ot
Discrimination.
an
Outcome:
To Contribute to Productivity &
Quality Work; Suooon Workplace
Equity; Improve Customer
Service: & to Contnbuce co
Organizational Success.
r hope this incroducmry article has helpetl co Jefine ~e t.:oncept of diversity. itS d.ifferenc:!S antl rebtioC1$h.ip tD
AA/EEO, and why managing diversiry is such a vicl J.Spect of to<by's workpl.acc. [n furure lrtick.s. we will summ:uiz:::
tbe findings of Workforce 2000, discuss the difference between ·S.lme· and ·Equic.ble· tre.:lunent, and c::umine haw
individual City dep:ironents luve t:lilored the concept of M.arog]ng Diversity co meet their ~ds.
Spring 1993
Mos.aic
�~
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....-
.......
:;·:·
Managing DiversityHaw Seattle uwafks the Tafkn
W
th aJJ the
t:l.lk·~ut
the
~ng~tyo{
·
Ame:rio.'1 workforcz.
~are employen doing
~ ~ po~ti~ OJmponent o{ worlO~
well-rounded curric.Uum t.'Uc pro-
(or the Cty: and. (2) to modDGt• all
emplo~ •to perform to their highest potential. • Sattie' s tr.Un1~
vides
ta r=oond to the changes a.nd duJ.
OJ~ brings theory down to a pr:leti·
lenges ~ di"J'ii!%'2 woricforcz
ol. appucble levoei.
brin~ to
knowled~e.
~c::t:.e:Uiully
skilLs and tooLs to
mana~e a. divene wori<·
fora:.
The training cov~ a. broad ~n~e oi
tnewo~~
di~ty-r~latea
The •M4n.lging CuJtur.ll Oi~ty·
The Cty of Seattie im't jtUt t:l.iking Seaaie ~tiDing something. In 1~91.
the Cty of ~ttie dev~lo.ped ~· twoday worlahop c.Lied .. ~~ng Cu.ltur:U O~ty· for su~.$01'3..
~en. .1nd directon. The foau
ol the tr.Uning i3 to hdp rtUI'Qgm
.lnd su~r.s suo:es.siuUy m.:u1a~e
a ~ workforo: t\ooo wa~ ( I) to
Mia• the div~ty oi th~r employ~
a
cmtinued trr:m page 7
tion~
a
~ oi tr:l.inen who Je1i""a!
.1 curriculum .li1CJ fninin~ 1t1.1nu.ll lli·
Jared to .kidr~~::U div~cy i.uue:s s~
~~.,~~~
er.:z.....~..~~.~
~A-oa~,.,
AfA
Pntsd::ttt Uny Gooulo-.
.l
ciiic to the Gty"s philos.oohy. Th~
tr:Uning moves from thororld o{ v.1lu·
inlo( .ln.J lll.lll.llo(ln'( Jiv~lty to h.lnalson a~a:;n .lntl methoJ.s oi
workpl.lce .lppliatwn. Thee re:sult ·~
.l
E.uminin~ Affirmative Actwn .lnt.i
solutJonl .lntl le:,.:.ll r~mcellice:; :w ·~;t·
int.t laws wcth Junsllit:tJOn nv~r r4'";~
~0.
a
Sumlll.lli::ln~ City cm1inance.s that
lddre:ss s.e:cwJ h.lr:lS.Sm~nl mali·
dot.U h.1r:u.sm~nl .lnll Jom~suc
partner b~neti t.s.
a
Cl.lrifyln~ thee Jjif~r~ni.:~.S <II .lnJ r~·
lationlllip betw~~n ...lv\1 EEO .lnJ
invetment in his ~ploy~ .lntl his
.... th
for City employ~~.s.
EqwJ Emoloym~nt nooortunatv
(AJ\/EE(')) laws thr.nulo(h ··qu~:~£1•>~1
.lntl-.lnlwer~ :;...:~n.lrlo:; that <::~oi.,r•:
dty in order to merl the dullen~.: oi
div~ty .lnd dl.ln~e..
To meet thu dullen~e. the City oi S~·
Ude Penonnd ~a.rtment JC'/d.
oped .ln innov<~ti~ tr.ljning prognm
E.cmining .lnd darif'!1n~ the Hull·
son !n.stitute's Workforr:~ :J()()(} by
dispeHing myths surroumlin~ .
·Workforce 2000 Jnd Jlluress1n~
the impact of c.Jemo~r::~pnac d1an:.:~
on Sceata-=·s ·.o~orkforce .lml •molic.·
rn.ln.J~inlo( Jiv~r:;jcy. hil ..:onviction
scenes from
chicago~ ...
.
OJmmitment to div~ty by Sau!e
t.h.lt. .lJI empluy~ h.lv~ .l n!oUlt to
'Mlrk in .ln efiV1ronment oi mutl.l.l.l re·
SO«! .lnd untler.ot:lndin~ .ll1d his ~
lief t1l;}.( divoenity ~ the rutting o!dge
oi 11W10lging in the public ~r.
The lt14yor bdie'Yd this tr.ljning il .ln
incroduc~.s
the concept of vaJuin~ .lnd mana:;;1n:;\
div~rsity by:
tr.l.ining worluhop rei!e-r:U the strong
· Mayor Norm· Rice. woo be2ieo~ valuing .uid rtUI'Qgjng div~ity il ~ cor·
ner.otone oi worlcpl.ace equity. To
· demorutr:ue his commitment. the
M.:1yor m.;uie ~n..u ~ppe.Jr.Ulee:s .lt
mOlt tr.l.ining sessioru where he ~
corned workshop p.1rticip.1nU. .llld
spolce oi: hil -r.:illn oi v;tiuing .lnd
.tooia .l!ld
divenity.
a
L.earnin"' how cultur~ .lntl ll.llut:s
driv~ ~luvior .lntl how Jiift:r·
enc~ in communaot1on >tyl~::~ .lf·
feoct .ln employ'!"1:·~ .lbality tu
perform.
a
Oetimn~ (our Jilfc:rent wor\( >CVIe:;
-. a.Jc:.l·ortcent~. prn•.:e:s.S...Irh:~nt.:-J.
~plce ... )rtc:nteu• .lntl .ldwn ... •rt·
�e:nted - and. the best method of
Clmmunieui~ wi~ e:lCh ~tyie.
C CGrly de{~ -valuing div~ty"
anij•~g~ty.•
C Examining •e:quibbie t:rcanencYS. ·~e ~ent.•
C l.e:lnting different methoc:U of O:Jn·
llic: a:z.anagement Jnd ~lT.lC~es to
mented ·p~
a• tr:lining for noCHu-
~n., ln ·?~
IL • e:lCh d~art·
ment. witll ~~
from the
c::u.r.:.e there i~ .:till mud1 to
a.c:..:.:i e•;e.
will continue to ··Nalk the alk. ~
E.mol~ ~opment Unit. puc t.o-
For more iniot'l'Il.ltion. co nee: 1oa..-::1
~ether its own ·d~ent ~~c:
Anton at 206/664-i93l
tr.llninq. in l.CI:O~ witll G1:"1 potict. to. YaiUe div~ty Jmong fellow
empio~
t!e ?er"..onnef Oe;Ja.rtmenc. Smoiove~
~~iopmenc Unit. 710 s~cond ..;.,eo
The Gty of s.e.ut1e h.;u suo:c.s.fu1ly introduced Jnd integr.ltea div~ruty into
The tr:lining Wt3 two d.:ly:1. .llld JC·
tbe Gty' s o~iz::ltion.ll o.Utllre. Cn
c:Drding to Joanne Anton of tbe Per~
Jddition to "Pfu.se IJ. • llUny Gty de-
~opmenc Unit. re;Jn::enu tbe
·r~ logjc::ll s:.e;,'" to cn.;utlging .1 di-
partmena !uve e::tlbiUh.ed divenjty
commit:t..ee:s 111.1de up of anpio~
from JlJ lev6 of r~poruibility wno
~...e '<lfiOricforcz.
e:cmine diver:ity ij,UJc in ther de-
lOIUlet
~enC's E.mplo~
wruc:h ~ Jn on-going
~ To tb~ md. tbe Gty ~ de-
~oQed .lll J£lv.1n~ on~y follo.up ll':lininq
~on
for
~u.lt~ of
the ~Y su~rn:iory tr.l.inin~ The
J.dv~ cour...e foo.ue:s on complu
di~ty ~ement Wues. such ~
C Seulnq nornu ~ ~...e 'Mlric
il'Oup:s to build df~ ~
C Und~ding allture' ~
role in deY~opinq 'l<llues. b~vion. lnd Der·
cz;,tioru, .llld how theot lifer:. the
_,ricfon%.
CJ Ret:OqniJ:lnq the djfference be~ cultur:ll .lnd ~r..ol'1.11ity canflier:.
CJ l...arninq prob~cm .s.olvinq met.hath
to llU.Ice alltur:Uly lppropri.:ue
dee.
lioru.
~enu Jnd identify
Jdure:u the:e i:s:ouc.
nue. 13th Fioor. S~.ltrle. WA 98 104.
••
li9~
str:l~e::s to
To h~p 111.1mt.:lUt momen(um. the PeT·
.s.onnd o~;lrtmenu Employ~ o~~1·
opment Unit .lUo publun~ .1
city-o.wtde divenicy n~dter. 1"'f0$Qic_
. which ~ db.tribu~
JJJ Gty ~plOY"'
to
eo. ln Jddition. the Gty i~ pilotinq .1
ID~torinq proqr.w (or pro{e:u.ion;U.
leolei sci!. While .ill anploy~ .1re
~CDmed to Dartlc:ip.;lte. J ltt;ljor Qr.
~et a{ thu pro~ i~ women a{ color
Jnd adler minorit.i-=.. Th~ mom-mtum cont.inu~ into i994 .llld be'f')nd ·
widl the lint .lnnu;U Aw.1rd ~rernony (or Oivenicy. :..chaiuled (or
Janwry, i994. to r~ogni:ie ct.iv~l:'t
r-eilted J.Ctivities by G!y .m1plo~
dep.art:menu. .llld _,ric uniU. The
F13Jiowinq the suc:o:::u Of the_ su~rn
lOI"f IT.lininq, the G1:'1 h.'u imole-
e~r7':: e
Hen::ie ac 206/1304- i995; i:u
206/664-t lSi: or 'Nrite: c:t-; o{ Se.::·
dii!ennc:iate betw~ ~rlc..'Ja.sed
and culture-C~ ~nilict.
or
Gty ol ~.ut1e ~· in.'lc.J~ ~~niiicnc
stTid~ in ~nrul.lan~ Jiv~nity policy
in«o omJplo~-o~ lctlon. lnc..l be-
~
Wf:llPC.C Job
~~~nu~j
~
T.,.,....,. ~ W"R.IP.<\C
.loQ ~~ Man....U
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d.ooe~CA»:
-~~
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/ s. ~~~~o•~ ...,o.. l(n to n.. . ~/
u:st!'Q in· :1ny JUn:sd ..;tlon
/
C.....,:H, ..,..u, ttt.,. UmtO,.., IJ'u•<ki<n,.~
,.,. Ej.,.~ ~t'"'' p,.....,..,...iu.r-,
· / . C.unoly
.;,<h t.h.,. Am .. ~can.• :J.t<t:t
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•
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cit-· /j,,. ).JO l)t/ ICJaYa/
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s..,n..........,.C."' ~<;Z·i.'OI
s. .• 1:'"n
.
�CITY OF.SE.-'.Tit.E
.
I
WORKFORCE
:zooo
OVER "VIEW
In 1987, the Hudson Institute, a private research organization with headquaners_
Indianapolis, Indiana, published \-Vorkforce 2000, a provoca.tive analysis of labor fo1
trends and projections. Together with U.S. Department of Labor, Bureau of Lac
Statistics labor marke.t forecasts, Workforce 2000 has helped stimulace useful discuss i
about the changing shape of the American labor force. The publicacion has also h~ip
focus greater national attention on the policy arid management im plic.ations of a bb
force that will be more female, more. people of color, less white, and less m~le
· composition by the year 2000. The message of \-Vorkforce 2000 is clear: the C.
must do a better job of training and integrating women, people of color :11
immigr.mts into all leveis of the I~bor force.
\
CORRECTING THE 15% wrYTH
1\t[yt.h:
•
Re::llity:
•
41
White males will be only !5% of the work force .
White males will be l6.2% of the net addi6ons of the 1.vur
force in the year 2000.
White males will accoum for ~1. 7% of the toLd work force i
place in the year 2000.
The basic argument of Workforce 2000 is correct: the new labor r·orce will b
increasingly non~ white and female. However; according to· the Washington State Offic
of Financial Management, Workforce 2000 overestimated the extent of the ch~n~~e i 1
the new labor force.
~
·.........
PAATlClPANT MANUAL
�CLARIFYING THE CONFUSIGN
Workforce 2000 references the term "new labor force" in three ways, but does noc
clearly distinguish the three different definitions of this te~. The new labor force can
mean:
·•
New entrants to the labor force between 1986 and 2000.
•
The l!lbor force in place in the year 2000.
•
Net additions to the labor force between I 986 and 2000.
New entr.mts are people who were not in the labor. force in I 986 (when \Vorkforce
2\ooo was written)", but who are ~.\peered to be in the labor force by the year 2000. 8 y
~.e same token Ieave.rs are persons who were in· the labor force in 1986 buc who are noc
e~pected to be in the labor force in the year 2000 (due to retirement or death). '· .
The labor force in place in the year 2000 is the ~.\pected composition of the labor r'orc;:;
after the new entr.lllts have been added to and the le:J.vers subtncterl from the !986
labor force.
Net additions is the difference between encranrs and leavers; the difference ber:we~n che
number of persons noc currenciy in the labor force· but ~.\peered to enrer betv~e~n l 986
and 2000, and the number of persons in the labor r·orce in 1986, but who :J.re ::!:<pe(ted
to leave by the year 2000.
According to the Bureau of Labor Statistics, white males will comprise boch J.
disproportionately higher share of labor force leavers and a disproportionately lower
share of labor· force encranrs than either white females or people of color. .-\.s J.
consequence, even though they are ~.\peered to comprise more tban one-third of new
encranrs during I 986-2000, and to still represent more than 40 percenc of the U.S. I:Jbor
force in the year 2000, white males will be a very low proportion of net :J.ddicions co rhe
labor force ( [6;2 percent) be(ween 1986 :J.nd 2000 (see Figures l-4).
�..
CrrY OF sE.<TF'cE
~~
\
.... -.-~.~..
.,
...
The to cal labor force in the year 2000 will be 13 8 ~ 8 million, with 78.7% ·being •.v- h1Ce a.r:~
21.3% people of color. The following bar graph shows the changing work for::::
composition between 1986 and 2000.
LABOR FORCE IN PLACE IN 2000- TOTAL: 138.8 L'vQLLION
Total:
57.9 ~[ill ion
I 3.4 ~!illion /
Total:
51 .4 Million
. 8.6 0tfillioa
Total:
29.5 Million
•
1986
54.5
Million
1986
9-.Q. ~filiion
42.9
Million
!986
20.4
~[ill ion
WlnTE
~lALES
WlnTE
FEIYlALES
PEOPLE
OF
COlOR
Figure 1
PAATYC!PI'INT MANUAl..
�•
~
b
CIT"< OF SEArrt<
LABORFORCE CHA:.'iGES
GYIILL~ONS)::
2000 TOTAL
LABOR
·FORCE
1986 TOTAL
LABOR
FORCE
GROUP
WHITE MALE
WHITE FEN!ALE
PEOPLE OF COLOR
1986·-·2000
i/
NET
ADDITIONS
j/
II
I
3.4 LV'fillion
8. 6 :\'{ illion
9.0 Lvfillion
57.9 Million
5l. 4 l¥£illion ·
29.5 l¥£illion
54.5 Million
42.9 N{illion
20.4 iY!iiiion.
:I
!
'
. I
'
I
TOTAL
II
I 17.8 N(i!lion
II
2l.O tv(i'ltion
iJ8.8 iYfillion II
!I
Ftgure 2 ·
lr
.LABOR FORCE CHAl."'fGES
II:
(PERCE~T-
1986 TOTAL
LABOR
FORCE
GROUP
%):: 1986:-2000
1/
'
2000 TOTAL
LABOR
FORCE
I
NET
ADDITIONS
'
\
•
. ·..
;
!
!
WHITE iY!ALE
WHITE FE1-£AL.E
PEOPLE OF COLOR
46.3%
36.4%
17.2%
!
4L7%
37.0%
21.3%
!6.0%
4!.0%
43.0%
:
;
I
TOTAL
II
100.0%
II
100.0%
!00.0%
II
II
Figure .3
REPRESEl'ITATION OF. LAROR FORCE:: 1986-ZOOO:
New Entr:mts. Total: 49.3.: l\'fillion:
WHITE MALE
i WHITE FElv£ALE
I PEOPLE OF COLOR
P.t\C£ tO
35.7%
37.6%
26.7%.
17.3 ~lillian
13.7 Lv£illion
.IJ.J Lv[i!Iion
...
:
'
.
•
�C!TY OF SEArT'tE
In clarifying the confusion surrounding \Vorkforce .2000, it is imponan.c co reice:-ace .::::
the basic trends identified in the report are correct:
•
The population and labor force will experience slow growth between t 986-
2000.
••
•
The proportion of people of color in the youth labor force will increase cc
1 in 5 by 1990 while the overall pool of young workers will decrease.
•
With the decline. of young workers, the average age of the work for·:e ·.v::.
increase from 35 in 1987 to 39 in 2000.
•
47% of the work force will be women by the year 2000.
•
4.0-6.8 million tmmtgrants will enter the U.S. work force becween [ 9852000.
•
Skill requirements will change rapidly with increasing emphasis on [ice:-'::.:~
and cognitive and reasoning skills.
LOCAL IlVIPACT OF WORKFORCE 2000
Figures from the U.S. Census Bureaushow that the trends cited in Workforce :2000 J:-e
happening right now in Washington Stace. According to the Sc::utle Times, \VJshing~on
Scace has become much more ethnically diverse over the past d~cade:
•
•
One in every si.'t residents is a person of color.
•
The minority population grew more than three times faster than the whice
population.
•
The Asian population doubled to 21 l ,000.
•
The Hispanic/Lacino population grew by 69 %
to
21-+.570 .
�~
CITY OF Si!Arrt.S
.~-.
•
•
•
The African A.r.perican population grew by 42% to 149,801.
· The American tnd.ian population grew by 34% to 81,483.
The State's minority population grew from 11% in 1980 to to 16% of cocal
population.
•
The number of Asians _doubled in King Counry.
•
In Seattie, the Asian population has surpassed the African Amencan
population and has almost doubled to 60,819. rn Everett and Bellevue, che
Asian population tripled.
•
In King County, the Hispanic/Lacina population grew by 66%.
The following charts retlect the grOwing ethnic diversity of Washington State and the
Cicy of Seattle over the past decade.
., ,
WASHINGTON STATE
(:\.· ·.· <> E.IHl'ITCITY
I White
I
African American
. American Indian
A.sianJPacific
1990'
II
1980'
II
3,779,170
II
4.]08,937
II
l 05,.574
I
149,30 l
II
II
60,304
l
l 02 •.537
-II
lf
II
I
81,433 .
II
% CRAJ.~GE I:
17.8
!I
4!.9
!I
34.0
I
I
II
210,958
I
105.3
\
I
Hispanic/Lacina
I
120,016
II
214,.570
II
73.8'
I
Other
II
84,071
I
115,513
!I
.37 .+
Ii
•
:··: .\
�:
~
.
.; '
._
CITY OF SEATTLE
j
li: i: :ETH:N!OTY•
!
IWhite
I Afncan American
I
American Indian
I Asian/Pacific
I Hispanic/Latina*
I
Other
*
•
··. '
..·.·. ,. :.:..·:·
"199Q
·.
.::
a1:
,()
.· 1980.' . ·
·If: .
392,766
·II
388,858
I
. t.OO
II
46,755
II
51,948
I
11. 11
II
6,253
7,326
il
17. l6
II
36,613
II
60,819
il
66. 1 l
II
12,646
II
18,349
II
45.!0
II
11 ,549
II
7,308
. II
- 36.22
If
II
II
. . .··::
II
!
CH.-\N:GE
Persons of Hispanic origin can be of any race and may be counred cwice.
Source:
U.S. Census Bureau
Sl.Jl\-ti'llARY • HOW WORKFORCE 2000 AFFECTS l\'lE
The City of Seattle is an integrated work force becoming more diverse ever; year.
melting pot mentality of the past no longer applies. Today, an effective manager:
•
•
Possesses the ability to manage change and manage difference ro workp lac:;
advantage.
· Views multicultural differences as a resource rather than a barrier.
•
Establishes an environment where all employees perform ·to their highest poceruial.
•
Recognizes and appreciates employee differences as ic builds an equicab le
workplace and a productive organization.
The City of Seattle is on the cutting edge of good busine:js. By valuing Jiversicy ;.tnu
acquiring the skills to manage a diverse work r·orce, the City will-be on the cucting ed~~
of good management.
·
.
-
i
I
�.. -,
Adaptea from ·on c.1e Disappearance of che White Male Llbor For:::e. ··
frv Ler'berg, Phd, L.\'fi R.e•;!e·.v.
Washington Scace Employment Scc:..triry, l99.l.
Adapted from Workforce
2CDO.
Work and Workers for the Twe:1r:v-:irsr Ce!'lr:..!r'.
William B. Johnston and Arnold E. Packe!'.
Hudson fnstirute, fndianapo 1is. l987.
Adaptea from "Census: Washington's Changing Ethnic Fabric.·
loni Balcer, Susan Gilmore and T~rr:r ,'vfcOe:-mocr.
The Se:1cde Times, .'vfarc:,. 1991 .
•
�0
-
. CrrY OF SEA1Tl.E:
COPING WITH OTHER COl'riiYilfl'ITCATIGN STYLES
•
IDEA ORIENTED PERSON
An idea.oriented person likes concepts, theories, exchange of ideas, innovation
creativity and novelty.
Communicating with an IDEA ORJENTED PE~ON:
•
•
•
••
•
•••
•
+
Allow enough time for discussion.
Do not get impatient when he or she goes off on tangenrs.
In your opening try to relate the discussed topic to a
broader concept or idea (in ocher words, be conceptual).
Stress the uniqueness of the idea or topic at hand .
Emphasize furure value or ·relace the impact of the idea on the future .
If writing to an idea orienced pe~son, try to stress the key con<.;t:!pts which
underlie your proposal or recommendation right at the outset. Scan: orf w:::,
an overall statement and work toward the more particular.
PROCESS ORIENTED PERSON
A process oriented person wants facts, organiz:uion, strucrure, strategies J.nti
tactics.
Communicating with a PROCESS ORlENTED PERSON
•
•
•
•
•
•
•
Be precis~:! (state your ~acts) .
Organize your presentation in logical order:
•
Background
•
Present siruacion
•
Outcome
Break down your recommemlations .
Include options konsider :1lternacives) wich pros anJ ct>n:)_
Do nm rush a pro<.:t::::-;s orit:::nct:::J person .
Outline your proposal. .
P.-.RTlC!P.-.NT MANUAL
�+
PEOPLE ORIENTED PERSON
A people-oriented person values social processes, interactions, comrnunrcacron,
te~work, social systems and motivation.
Communicating with. a PEOPLE OR.IEl'ITED PERSON
•
•
•
•
•
+
Allow for small talk (do not start the discussion right away).
Stress the relationships between your proposal and the people concerned.
Show how the idea worked we!I in the past.
Iridicate support from we!I respected people.
Use an informal writing style.
ACTION ORIENTED· PERSON
An action oriented person likes solving problems, getting things accomplisht:d,
doeing, achieving and improving.
•
•'·
Communicating with an ACfiON OP~:ENTED PERSON
•
•
•
•
•
..
,'
Focus on the results first (state the conclusion right at the ouc.se().
State your best recommendation (do noc offer many alternmives).
Be as brief as possible. Emphasize the practicality of your ideas.
Use visual aids.
· Provided by Executive Oiver.iity Services. [nc _. !9q 1. _
....
•
�IDENTIFYING THE BASIS OF CONFLICT
In the Workplace, What Appears to Be a Culture-Based
or Gender-Based Conflict May in Fact Be Work-Based
This Checklist Outlines Steps to Identify the Basis of Conflict and Suggests
Strategies to Resolve the Conflict:
0
IDENTIFY THE CONFLICT & GET ALL THE FACTS:
.I
What is the real problem- what really happened? Get facts, not
./
.I
interpretations .
· What are the parts of the problem?
What is the root cause of the problem?
IDENTIFY POINTS OF VIEW IN THE CONFLICT:
.I
Who is experiencing the problem?
.I
What are the conflicting points of view?
IDENTIFY WHO CAN SOLVE THE PROBLEM.
0.
IDENTIFY THE DESIRED RESULTS- THE DESIRED RESOLUTION.
~
DEVELOP A PLAN TO GET THOSE RESULTS:
.I
Which conflict resolution style is best suited to resolve the conflict?
.I
Can this plan achieve win-win (or close) for the parties involved?
.I
Do all' parties understand the root cause(s) so future conflict can be
.I
.I
.I
.I
•.
avoided?
I~ the resolution mutually agreeable and/or beneficial to all parties?
What actions will be takes?
Who will take these actions?
When will these actions be take?
This is not a cookbook or magic formula to resolve conflict. However, if you follow
these steps AND exercise good judgement and careful consideration, you should be able
to distinguish between cul_ture- or gender-based conflict and work-based conflict and
ultimately identify the basis of the conflict in order to solve the_ conflict.
(
'. ~.
.. ..~-....·
.'
--------------------·····--------------------\
�--------------------------
~
•
SAlviE 'VERSUS EQu1TA.BLE TREAT:VIEi'IT: •
- REDEFINING IYIAl'fAGEl'rlENT PHILOSOPHY
EQUITABLE TREAThlENT
A management philosophy that acknowledges employee differences and .
treats each employee the way he or she wants or needs to be treated
have the same
opporrunity as others.
to
Treating employees equitably ·
means recognizing that one employee may not derive the same benefit
when treated e:ractly the same way another employee is treated;
therefore, "same" treatment does not result in "equal" benefic.
For
example, equitable treatment is adjusting a work station to accommodate
a qualified employee in a ·wheelchair; same treatment would not provide
the wheelchair accommodation.
:·/·-··.
··'
PACE 70
PARTICIPANT MANUAL
�CITY OF SE..o..r.._:;
SAJ.viE VERSUS EQillTABLE TREATI'YIENT:
REDEF1NING l\IIAi'fAGEj\i[&'IT PHILOSOPHY
ffiSTORlC. PERSPECTIVE- SMlE TREAThiENT:
.
"MELT!J.VG POT" PL URALISi\'1
!
The traditional melting poe theory was a philosophy of cultural pluralism in which assimilation i
was the goal. Popular in the 1950s and 1960s, me_lting poe pluralism encouraged "color blind'' !
same treatment of all. However, the same crea.c~ent does not account for differences that require /
fair and equitable rather chan same treatment.
/
SOCIAL'PROFESSIONAL GOAL;
.I
Assimilation
othe~ as
BEHAVIORAL GOAL;
Do unto
MANAGEMENT PHILOSOPHY:
Same treatment
I
you would have them do unco you . :
!?==========================================================Jl
....... ·
SOCIAL'PROFESSIONAL GOAL;
Diversity
BEHAVIORAL GOAL;
Do unto oche~ as they would want done unto them
MANAGEMENT PHILOSOPHY:
Equitable tre::ltment
�:,,
.f·
c
LJt.
cy
LJ)N
j§r.. f~ FilL
"61~ ~JI
�City of Seattle
Application Packet
February 17, 1995
NBC-LEO
City Cultural Diversity Awards
�March 17, 1995
NBC-LEO City Cultural Diversity Awards Programs
c/o National League of Cities
1301 Pennsylvania Avenue, NW
Washington, D.C. 20004-1763
Dear Colleagues:
I am pleased to submit the City of Seattle's application paclqlge for the 1995 NBC-LEO Awards Program in
the over 100,000 resident category.
When I first became Mayor of Seatlle, a City comprised of less than 10% African-Americans, I made a
commitment to be a "Mayor for All the People. " To me, that meant all our citizens would have a voice in their
community and ·access to government services.
· To that end, I declared Valuing & Managing Diversity as one of the top priorities of my Administration and
the very cornerstone of workplace equity and community strength in Seattle. We developed creative and
effective diversity programs we believed would show positive results, on the job and in the community.
People sometimes ask me, "Why is diversity so important to the City of Seattle? What does it have to do with
filling potholes?" To me, it has everything to do with the quality of life and service to citizens .in every City
in America. In my city, students in Seattle Public Schools speak nearly 100 different native languages! In
my state, the minority population is growing 3·times faster than the white population.
My Administration is committed to providing the proper leadership to promote and achieve, as Mayor David
W. Moore so eloquently stated in his invitation letter, "... the positive results of a total community concept."
Accordingly, we developed comprehensive strategies to integrate diversity into the City's corporate culture and
community programs. Because we viewed diversity training as simply "the first logical step," we strove to
integrate diversity into all facets of City government. We developed a clear vision statement outlining our
values and commitments to diversity. We sought diversity on our boards, commissions, councils, and
neighborhood organizations. We advertised and promoted City services in dozens of languages and formats,
to ensure our message reached dive~ community groups. We established neighborhood programs to improve
understanding between adversaries and bring them into the public process. Our Employee Associations
actively support youth, elder care, environmental, and anti-violence programs in the community. The City
of Seattle's goal was to develop on-going, government-sponsored programs and activities to give employees
and citizens the tools, freedom,.. and climate to honor diversity in the workplace and community. Now, we are
seeing major employers, such as Nordstrom and Group Health Cooperative, develop their own diversity
programs.
I am proud to join with other members of NBC-LEO in celebrating excellem:e in diversity and proud to submit
the City of Seattle's application package. Above all, I am proud of the examples of creativity and commitment
to diversity by City employees, as reflected in our responses and exhibits. I thank the NBC-LEO for the
opportunity to showcase our achievements in diversity.
Sincerely,
Norman B. Rice
Mayor, City of Seattle
Enclosures
�Executive Summary
�CITY OF SEATTLE EXECUTIVE SUMMARY
NBC-LEO CITY CULTURAL DIVERSITY AWARD PROGRAM
INTRODUCTION
In 1990, Mayor Norman B. Rice declared Valuing & Managing Diversity as the cornerstone of his Administration to
achieve workplace equity and community cohesion. Valuing & Managing Diversity would be ·a priority in the Rice
Administration because the Mayor believed diversity made good business sense and good people sense. In business, Seattle
was a diverse, Pacific Rim city involved in international trade. To become competitive in the emerging global market, City
goods, services and information would have to be nrulti-cultural and international. Valuing diversity made good people sense
..
because work teams would become more productive and would make better decisions because team members would feel
respected, recognized, and valued. By viewing diversity as a strength and an asset, the Mayor believed the City would
become more productive and competitive, and would provide quality service to the community.
VALUING & MANAGING DIVERSITY 8TRAIEGY- PHAsE I
Within months of coming to office, the Mayor appointed a policy level Task Force to develop a Citywide Valuing &
Managing Diversity Strategy as the blueprint for elected officials and department heads to incorporate diversity policy and
practice throughout the City system. This diversity initiative:
• · Outlined roles and responsibilities of the Mayor's Office, Task Force, department heads and employees in developing and
'
implementing diversity initiatives;
.
• Identified diversity as a priority initiative at Cabinet meetings to integrate into City policy and operations;
• Developed outreach strategies to ensure that City services reach diverse groups of customers;
• Outlined steps to develop/implement a mandatory two-day cultural diversity training for supervisors and managers;
• Established criteria for annual departmental and Citywide diversity action p~;
• Established measures to enable the Mayor to hold department heads accountable for their diversity activities.
By the end of 1992, over HXX> supervisory staff completed Citywide Valuing & Managing Cultural Diversity training.
Departments established diversity committees which addressed internal isSues and planned diversity-related projects and events.
Line departments developed community outreach strategies tailored to reach diverse groups.
VALUING AND MANAGING DIVERSITY- PHAsE II
In 1993, the City launched Phase II by expanding diversity training to include non-supervisors, while supervisor training
continued. Further, new Citywide diversity initiatives continue to be developed:
• Mosaic- A diversity newsletter for City employees is published three times a year. It explores diversity issues in the
workplace and the community. Mosaic is distributed to cities and municipal libraries across the country.
• Diversity Awants Ceremony - An anrrual awards ceremony recognizes City employees who demonstrate leadership and
excellence in valuing and managing diversity on the job and in the community.
�City of Seattle Executive Summary - Page 2
. • .CTDINET - Citywide Diversity Network - A coalition of departmental diversity committee chairs share ideas across
departmental lines, plan Citywide diversity events, and explore ways to use technology to provide easy access to diversityrelated information. ·
• Mentoring Program - An eighteen month program designed to recognize the commitment of long term employees by
developing their skills and enhancing their career potential. Participants attend career development workshops which give
them the tools to take control and responsibility for their careers. Reflecting a unique feature of this program, participants
choose their mentors after careful self- and organizational-assessment.
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·• Employee Mobility Resource Guide - The guide, currently in 'development, will serve as a comprehensive, one-stop
information resource for City employees. It will have four parts: Employment & Mobility, covering upward/lateral
mobility programs in City departments, and strategies for career enhancement; Training, covering the City's Mission
Statement on Employee Training and a review of training resources/opportunities; Valuing & Managing Diversity,
clarifying the differeoces between AA!EEO/Diversity, and swmnarizing the ADA; Appendices, providing a glossary, a
bibliography of diversity-reiated printed materials, and strategies to serve diverse communities.
CriY DEPARTMENI'S CoNTINUE TO MEET TilE CHALLENGE TO EXPAND OUfREACH TO DIVERSE GROUPS
• The Solid Waste Utility has sponsored research to identify strategies f9r marketing and communicating information about
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its programs to customers whose first language is not English. The Utility developed outreach campaigns which take into
account culn.rral distinctions that affect understanding, such as learning and communication styles, age differences, values,
norms, and concepts of time, emotion, and nan.rre.
• The Low· Income Weatherimtion Program has developed brochures in Spanish, Chinese, Vietnamese, Laotian,
Cambodian, Ethiopian, and Russian to advertise a free home insulation program.
• The Dept. of Neighborhoods has sponsored workshops to assist community organizations in establishing racism-,free zones
and developing a more diverse membership. The department has published newsletters on preventing hate crimes, and
has worked to improve understanding by bringing together groups traditionally outside public processes.
• The Seattle Am Commission has promoted Seattle's diverse arts community by supporting diversity-related public arts
and education programs for families/youth and sponsoring community or school-based workshops that explore issues of
race, gender, bias, peer pressure, gangs, culn.rral separation/divisiveness, and health.
In conclusion, the City of Seattle is a national leader in developing and implementing diversity policies, programs, and
initiatives. By forging partnerships with neighborhood organizations and local business, the City continues to increase citizen
participation in government services and supports diversity-related community activities that
understanding, and social harmony.
prom~te
equity, inclusion,
�Three Core Questions
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�'3(A) DFscRIBE How PoUCIES OR PROGRAMS CAME INfO BEING ANn WHY THEY MAKE SEATILE A Goon ExAMPLE OF
.CULTIJRAL DIVERSITY, AND TilE ROLE OF ELEcrEo OFFICIALS IN INmATING AND SUPPoRTING TilE PROGRAMS:
The programs cited below were developed in response to Mayor Rice's Citywide vision and overall policy on Valuing &
Managing Diversity. Specific Mayoral policies will also be cited in connection with programs below. To support the Mayor's
vision, each City department was mandated to develop internal diverSity-related policies, programs, initiatives, and budgets.
3(A.n- Solid Waste Uti/izy Outreach Promzm
In 1992, the Solid Waste Utility researched ways to suCcessfully, pwket and communicate information about recycling and
waste reduction programs and services to customers whose first language is not English (this population will be referred to as
ESL). Because approximately 10% of Seattle's population is ESL, and because participation rates from this population group
were low, the Utility sought data and information to revise and improve their outreach campaigns. The Utility hired a market
research firm to conduct interviews with adults over 18 years old from diverse ethnic and language groups. One small group
interview, ru:xl48 one-on-one interviews were conducted across six major ethnic/language groups: Southeast Asian (Cambodian,
Laotian, Thai, Korean, Vietnamese/Cambodian); the Chinese community; Pacific Islanders (Filipino, Samoan); Hispanic;
African (Moroccan, Ethiopian); and Eastern Block residents (Romanian, Polish). The Utility demonstrated its commitment to
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valuing diversity by seeking to employ affirmative and pro-active methods to accommodate ESL residents. Although overall
participation in waste reduction programs was high, the Utility was committed to reaching out to all City residents, as stated on
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p.10 of the Utility's Guidelines for Valuing and Managing Diversity. (Exhibit B.3).
3(A.2>- Department of Neighborhoods Community Outreach Strotegies
The Department of Neighborhoods (DON) is on the front line of diversity awareness and community outreach. DON has
developed comprehensive strategies to promote, build, and support diverse neighborhood orgairizations. As part of their
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outreach efforts, DON organized and sponsored a series of workshops called "Bridging People, Building Power" to help
community groups with strategies to identify and overcome racism, and to assess diversity-related issues within their
neighborhoods. DON's organizational development workshops taught neighborhood groups how to assess the strengths and
weaknesses of their organizations and how to design appropriate remedies to redress weaknesses. DON. also provided
neighborhood organizations with tangible self-assessment tools to help them assess their diversity status and plan outreach
strategies to underrepresented neighborhood populations. (Exhibit H). In addition, DON has worked to combat hate crimes.
In 1992, Mayor Rice declared July as "Hate Crimes Awareness Month.
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As part of the Citywide campaign, D9N established
a "Hate Crimes Information & Referral Line" to help citizens take action to stop, prevent, or report hate crimes. The hot line
also counsels victims of hate crimes. Further, DON devoted the entire July/August 1992 issue of Neighborhood News to hate
crimes, including inforrnation on prevention, paths to neighborhood reconciliation and steps to establishing racism-free zones.
�City Cultural Diversity Awards - Questiori lf3a - Page 2
}(A.3)- Citywide Diversity Awant\' Ceremony
In October, 1993, the Mayor's Office and the Persormel Department proposed an ammal event, the atywide Diversity Awards
Ceremony, to recognize and honor City employees for their conlmitment, excellence, and leadership in valuing diversity.
Further, we wanted to "take the City's pulse" on diversity and see how the vision and·the message were being received. City
einployees, not departments or department heads, were asked to nominate individuals or groups, the "unsung heroes of equity
and diversity," who put the City's diversity policies and values into practice, both in the workplace and the community. A
selection committee screened the nominations into two categories of awards: certificates of appreciation and plaques for
excellence. In the past two years, recipients were honored for work that benefits the workplace or community and enhances
the quality of life in Seattle. (Exhibit D) The ceremony has ho~red employees who developed programs to make City services·
more accessible to physically and mentally challenged children and adults; a Community Police Team that successfully serves
neighborhoods that are ethnically, socially, and economically diverse; Police and Parks & Recreation Department staff who have .
formed alliances with social service agencies to refer families and youth in need of service and assistance; employees who
supervise Summer Youth partiCipants and remain active with the youth long after the end of the program; and employees who
support and defend late night recreation programs for teens. These nominees illustrate the Mayor's vision of diversity being
realized at all levels of City government.
3(8) How Do 'fHFBE PoUCIF.S AND PROGRAMS SUPPoRT CuLTIJRAL DIVERSfiY IN 1HE CoMMUNI'IY?
3(B.])- Solid Waste Utilily Outreach ProfWliTl
This program supports cultural diversity in our community because it made· affirmative efforts to include and reach ethnic
and language groups outside the mainstream service net. The Utility recognized that different ethnic and cultural groups require
different education and outreach approaches. Consequently, different media and outreach techniques should be used to
successfully reach diverse target groups. To do less would exclude a significant segment of the community from the benefit of
Utility programs. In addition to recognizing differences and the Il!ed to reach out, this program~ diversity because it d~
not expect an ethnic/language group to -become absorbed into the mainstream in order to receive services.
3fB.2)- Department ofNeiehlJorhoods Co11l11lll1lizy Outreach Stmtegies
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Department of Neighborhoods (DON) programs support diversity in the very heart of the community - the neighborhoods.
An entire division, Neighborhood Programs, works to promote inclusion and understanding within and between diverse
community groups. Thus, DON promotes a total community concept that welcomes and includes all ethnic/language groups:
·DON provides community groups with ideas and "tools" to take action in their neighborhoods that will result in understanding
and unity. Further, DON organizes forums on how to involve youth, business, non-profit organi.?ations, tenantS, ESL and
culn.u:al/racial groups in issues of neighborhood and community development. Thus, DON helps to bring to the table groups
who have been outside the traditional mainstream of planning and development. By providing this leadership, DON has
supported, diversity in every neighborhood.
�City Cultural Diversity A~- Questioo 113(B.2) -Page 3
. 3fB.3)- Citywide Diversity Awmm Promun
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This program encourages and rewards individuals/groups who go beyond expectations to promote diversity at work and in
the community. Diversity is enriched because the nominated employees help to eliminate stereotypes, and work to improve
mutual respect and understanding. Employees who help teens get the help they need to stay in school and out of gangs, are also
helping to eliminate the stereotypes related to youth in gangs; employees who assist homeless families exemplify citizen
involvement to improve the quality of life in the community. By honoring these employees, individuals are inspired to follow
their lead and get involved in diversity-related activities, and orgmpzations are inspired to sponsor their own programs.
3(C) WHAT LEssoNS MAY BE HELPFuL TO OrnER COMMUNITIES WHO WISH TO REPLICATE YOUR PROGRAMS?
3(C.l)- SoUD WAS1E U11lliY OUTREACH PROGRAM
Target and approach all ethnic communities and communicate with ESL communities in their native languages via use of
multi-lingual materials and translators. Develop visual messages for citizens who cannot easily read. Utilize community-based
schools, churches, temples, stores, colleges, festivals and English language programs to disseminate information and to foster
inclusion. Use personal contact, one-to-one education when possible, and remember that different communities need to be
reached in different ways. (For example, Samoan and Filipino communities have a strong history of oral communication, thus
oral education is effective. The Southeast Asian community responds favorably to mailings comprised of pictures with written
information). Should miscommunications and/or problems occur, acknowledge the mistake and coounit to improve. Investigate
· . how and why the problem occurred by asking yourselfthe following questions: Were underlying (and possibly inaccurate)
assumptions made on the part of the communicators involved? What could have prevented the miscommunication? What could
have been done to diminish the consequences? What can be done now/by whorri? What measures could prevent a recurrence?
(Exhibit B).
3(C.2) - Department ofNeiVr/Jorhoods Community Outreach Slrate~es
Identify different community groups and do not assume they can all be reached with one message or messenger. Get to know
community groups and their internal information networks and get "inside" those netWorks to learn how to communicate on their
terms. Remember that the people within a community group are the best source of information on what communication styles
work, so meet one-on-one with your network contact person to learn the best way to communicate. Infonnation is power to
ethnic or minority communities - you need the trust of your connnunity group for your message to be accepted and appreciated.
Allow enough lead time to identify barriers to understanding arrl communication, thus giving you time to build solutions to these
problems directly into your outreach strategy. (For example, if you publish a community newsletter for wide distribution,
translate it into different languages. This means you'll need lead time to furl and arrange for translation services and printing).
When addressing a community group, act as an "ambassador of information" by serving as a source of information on a range
of government programs and services. Get to know leaders in different communities to "see and hear" their needs through their
eyes & ears, thus helping to prevent misconceptions on the part of the communicator. Don't impose your mores on ethnic or
�City Cultural Diversity Awards- Questim #3(C.2)- Page 4
. immigrant communities. Honor their sense of appropriateness regarding their mores and traditions. Be sensitive to the strain
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many.cultures experience by living in two worlds. Don't try to change a culture's styleofleadership- it is up to you to work
with that leadership. Recruit members of diverse commUnities to serve on standing committees to Inake sure the committees
ideally look like the community being served. Use different message media to communicate your message, such as TV PSAs,
print, radio, community access, PBS. Don't be afraid to take risks with your communication style- try new things.
3(C.3)- CrmVTDE DWERSITY AWARDS CEREMONY
Structure the nomination process so employees from all ranks submit nominations. Plan to devote adequate staff support,
time, and money to ensure a quality event. Schedule the Mayor or high ranking official to. present awards - this adds value
and importance to the award. Schedule the event at a time convenient for employees to attend - late afternoon is best.
3(C.4)- OVERAlL LESSONS
Diversity policy must be seen as a major priority of the elected official. Make dear statement of commitments to diversity.
Work with all staff to eliminate ethnocentrism. Establish diversity committees in every department comprised of employees,
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from all levels of responsibility to address internal diversity issues and act on committee recommendations. Hold senior
management and department heads accountable for supporting and implementing diversity policy· and programs. Look at
diversity as a business issue, not wamzed-over q!Jinnative action. Make Valuing & Managing Diversity an integral component
your administration's "corporate climate." Provide diversity training to all management and staff. Create a climate for positive
change that encourages new and creative ideas. Remember diversity goes beyond gender, cultural, and racial issues. Steer dear
of stereotypical "cookbook" solutions to managing diversity. Standards for diversity training must include a Needs Assessment,
a Program Design to meet the needs, and Staff Input from all staff levels. Budget resources necessary to provide training and
mobility programs for your employees. Communicate the message of diversity in different ways, such as newsletters, forums,
and brown-bag lunches. Incorporate diversity throughout all govennnent systems. Recognize and honor employees who "walk
the talk." Develop strategies to promote diversity at work and in the community through education. Develop strategies to serve
the diverse external customers. fuvite-and challenge non-profits and the business community to develop diversity programs
within their organizations.
In conclusion, remember this simple fact: when it comes to diversity, your work is never done. Developing diversity
programs and policies is simply the first step in fulfilling your commitment to diversity. Never take the "pressure" off. Never
assume you've learned it all and can stop researching, sharing and teaching about your culture and the cultures qf others.
Remember that cultures are "live" and are changing continuously. Don't "mainstream" the message of diversity too earlyeveryone in your workforce will not get the message at the same time. Don't expect overnight change - organizational change
must be slow and steady to succeed. If each one of us, as elected officials, work together on issues of equity and diversity, we
all will make a difference in our society.
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Answers to Diversity Questionnaire
Making the Business Case for Diversity:
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CULTURAL DIVERSITY AT WORK NEWSLETTER
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�Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
QUESTION#]: HOW ARE You MAKING THE BUSINESS CASE FOR DIVERSITY?
In 1987, Workforce 2000 sparked a national debate about the changing face of America's workforce.
What are the policy and management implications of employing more women, people of color, older
workers, and immigrants? How can public and private sector employers do a better job of training and
integrating the emerging workforce into all levels of our organizations in order to remain competitive and
profitable in a global economy? To me, these questions form the basis of why diversity makes good
business.
For years now, I've been saying that diversity is a business and demographic issue, not a racial issue,
and not "warmed over" affirmative action. Diversity is about managing a different kind of workforce and
managing the changes that take place as a result of this new workforce.
We often hear people use the terms "diversity" and "affirmative action" and "EEO" interchangeably,
as in " ... we have to live within our diversity laws ... " or " ... we have to meet our diversity goals ..
. " when they mean EEO laws and affirmative action goals . . . Many people think AA/EEO and
diversity are "siblings" or "twins" when they're really "first cousins"- not the same, but related ...
I'd like to take a minute to clarify the distinctions between Equal Employment Opportunity,
Affirmative Action, and Managing Diversity. While diversity is separate and distinct from EEO and AA,
it's important to understand the common ground and connections they share. EEO is mandated by federal
law and City ordinance to provide a workplace free of discrimination and to guarantee the right of equal
opportunity for all employees. AA is mandated by Executive Order and City policy to remedy past
· practices of discrimination. Diversity is voluntary and pro-active, and viewed as the next logical step in
successfully managing an integrated workforce.
Now, to clarify the difference between Valuing Diversity and Managing Diversity.· Valuing Diversity
is a philosophy of inclusion, respect, and workplace equity; Managing Diversity is the operational system
in the workplace that supports and promotes the philosophy.
Sometimes, people ask, "Why is diversity 'so important to the City? What does it have to do with
filling potholes?" It's important because valuing and ~anaging diversity makes good business sense.
The 1990 Census is a good indicator as to why diversity is so crucial. All across this state, across the
nation, our communities are becoming more diverse. In Washington State 1 out of every 6 residents is a
person of color -- the minority population is growing 3 times faster than the white population. Between
1980 and 1990, the Hispanic population grew by 69%, the Asian population doubled -- in Everett and
Bellevue, the Asian population tripled. So, it shouldn't come as a surprise that students in Seattle Public
Schools speak nearly 100 different native languages.
I believe diversity makes good business sense because our workforce and our customers are going to
be more and more diverse. It stands to reason that the issues confronting both government and business
are going to 'be more diverse.
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
QUESTION#]: HOW ARE YOU MAKING THE ~US/NESS CASE FOR DIVERSITY? (cont.)
Diversity makes good business sense because, if we value and manage diversity well, we can: (1)
increase the City's productivity and make better business decisions, (2) improve our customer service, and
(3) attract and retain qualified employees:
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Improved Productivity: It is a proven fact that work teams are more productive, and make
better decisions when team members are respected, recognized, and valued. If well managed,
work teams with a diversity of opinions, and different work and learning styles make better
business decisions. What a win-win: your employees feel valued, and you organization is
healthy and productive.
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Improved Customer Service: Customer service is improved when our customers look across
the counter and see a person who "looks like they look" and share similar backgrounds.
Empathy and communication are the key elements of quality customer service.
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Attracting and Retaining Employees: Diversity also helps attract and retain qualified
employees. We know that public sector salaries are not competitive, and will never match
private sector salaries. Yet, we believe that by valuing and managing diversity, we can be
competitive and attractive employers by creating work environments where valued employees
feel their opinions count, where they're brought into decision making, where training and
mobility opportunities exist, and where they feel they are contributing to their community.
I believe diversity will be one of the keys to the success or failure of any business or government
institution in the years ahead. And goods, services and information must be international and multicultural
in an increasingly global society,- this especially holds true for Pacific Rim ports and business involved
in international. I see diversity as a source of strength and information, and as an opportunity to be better
equipped to succeed in the years ahead, both at home and in the global marketplace. So, to me, the benefits
of diversity are obvious.- diversity has a profound effect on the very health and survival of any institution.
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
QUESTION #2: HOW DOES THE BUSINESS CASE DIFFER FOR PRIVATE & PUBLIC ORGANIZATIONS?
Not a whole lot. Diversity transcends the boundaries between public and private sector organizations.
Diversity is, well, diverse. It has something to offer any organization of any size. Issues of employee
morale and productivity, quality customer service, employee recruitment and retention, and competition
in a global marketplace has profound implications for both public and private sector organizations.
Public sector, private sector, small business, major corporation - diversity applies to all organizations.
Many corporations such as Avon, Corning, Digital, and Proctor & Gamble have recognized the long-term
benefits of diversity. As retiring Proctor & Gamble.board chairman John Smale said, "If we can tap the
total contribution that everybody in our company has to offer, we will be better and more competitive in
everything we do." Two good examples ofthis are Group Health and Nordstrom.
A little over a year ago, Group Health unveiled their Diversity Implementation Plan at a reception that
included their President & CEO and Board of Trustees. I was very impressed by Group Health's
commitment as an organization to diversity. It's clear to me that Group Health and the City share a kindred
vision of diversity-- we know diversity is the business issue of the decade, not the social fad of the week.
The language and ideas used to express their view of diversity could be interchangeable with the City.
Group Health recognizes diversity as a "strategic business imperative" needed to address the changing
service needs of a rapidly changing customer base, and "•.. as a health care provider and insurer, as an
employer, as a purchaser of goods and services and a citizen of a broader community and as a leader
in our industry •.. we must understand and act on these changes. " They equate diversity and total
quality as equal and essential components of their business strategy, and they recognize that. "respecting
diversity ... is the right thing to do, as well as the smart thing, and makes good business sense." Words
of wisdom for any organization.
Nordstrom is another private sector employer who has taken a lead in diversity. Every year, Nordstrom
is hosts an event called A Salute to Cultural Diversity that honors individual citizens in our community
who are committed to the ideal of multicultural understanding. I believe the example set by Nordstrom
is an inspiration to businesses, organizations, and individual citizens. But their commitment to diversity
goes deeper than hosting an annual gala. They are making diversity a solid part of their business plan-not just because it's the right thing to do, but also because it has everything to do with corporate profits
and the bottom line. Anyone who doesn't believe this needs only to look at the following statistics,
supplied by Nordstrom Human Resources:
./ 61 Million--S% of U.S. residents--belong to a racial or ethnic group. By 2050, half the U.S. will be "ethnic."
./ Over the past 5 years, total enrollment in U.S. public schools rose 5%, but the number of students with
little or no knowledge of English increased by 50% over the same period .
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African-Americans, Hispanics, and Asians spend more than a combined total of$600 Billion a year.
30 Million African-Americans represent $300 Billion in spending power .
23 Million Hispanics represent $200 Billion in spending power .
7.3 Million Asians represent over $100 Billion in spending power .
Gays/Lesbians are estimated to number between 5-20 Million; total income estimated at $500 Billion .
American Indians number 2 Million .
Jewish residents number 6 Million .
By the year 2000, people of color will account for 30% of the U.S. economy.
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
QUESTION#]:
To WHOM IN YOUR COMPANY MUST You MAKE THE BUSINESS CASE?
Everyone in the organization, from department heads to field and support staff. As I said before,
diversity is about good, sound management practices that result in improved productivity and customer
service, and a workplace where employees feel valued and respected.
I'd like to the outline six steps for establishing an organizational framework for diversity that will
involve and engage all employees. To me, this is the best way to communicate the business case for
diversity because diversity becomes an integralpart of your organization's business plan. And, everyone
in the organization has "ownership" of different segments of the plan.
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Buy-in and Support froin the Top
• Diversity must be viewed as a top priority of CEO's, elected officials, department heads, and senior staff
• Executive Staff/Leadership Team becomes the "owner/sponsors" of diversity
@ Leadership Team Develops Diversity Values. Statements. and Protocols
• This becomes the blueprint for diversity policy/program development
• Clearly identifies "where you want to be"-- what your City values.
• Clearly articulates a consistent message of value and leadership
• Clearly identifies roles and responsibilities of all levels of authority
• Establishes measures to hold Executive Staff accountable for developing and implementing
diversity action steps
fD Departments and/or Agencies Develop Internal Diversity Plans
• Establish annual Diversity goals, (not to be confused with Affirmative Action goals)
• Identify action steps to meet annual goals
• Identify key "sponsors" of the action steps
• Goals and action steps are broad based to include employees and external customers
• Establish reasonable benchmarks to measure progress
0 Establish an Interdepartmental Oversight Committee
• Employees from every level of authority and EEO Job Category
• Provides Leadership Team with feedback and new ideas
• Identifies what's working- what isn't- and gives recommendations to "fix" what isn't working
~ Develop Needs Assessment Standards for Diversity Training
• Needs Assessment: conduct interviews, surveys, research, follow-up
• Program Design: determine needs - design programs to meet needs
• Employee Input: involve all levels of organization in program design
(I) Appoint/Assign an Organization-wide Diversity Program Manager
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
SUPPLEMENTAL QUESTION#]: HOW IS THE BUSINESS CASE FOR DIVERSITYDIFFERENT FROM 5 YEARS AGO?
The business case for diversity hasn't changed much in the last five years, because our diversity policy
and programs have always been defined in business language. As I said before, from the very beginning,
we viewed diversity as a business and demographic issue, not a racial issue, and not warmed over
affirmative action.
Our message was and still is that diversity is about managing "difference" and managing "change.''
If you, as a manager, can't do that, you run the risk of being viewed as obsolete in the eyes of your CEO,
whether that CEO happens to Norm Rice or Bill Gates.
By taking diversity out of the narrow confines of racial and gender politics, our intention was to
eliminate the "hot buttons," so we could enter into a rational discussion about broader issues of workplace
equity. Thi~ message has not changed.
The main difference is that we are moving into the next phase of diversity in the City. Because we've
done quite well in establishing diversity in the City, and because these efforts have gained national
recognition, it's been said that "Seattle has written the book on diversity" ... especially after we won an
award from the National League of Cities last spring. (See next question).
In all honesty, we haven't written "the book" on diversity- I believe we've written the first chapter
of what will be a very long book - because diversity is ongoing, ever changing, ever evolving. I think
we've done a pretty good job of laying the foundation of diversity; now it's time to build on that
foundation. In a way, you could say that we're about to begin the municipal equivalent of"advanced" or
"graduate level work" in diversity.
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
SUPPLEMENTAL QUESTION#2: WHAT HAVE YOU DONE THAT'S BEEN A SUCCESS IN MANAGING DIVERSITY?
In the last question, I mentioned an award that Seattle had won from the National League of Cities and
one of its constituency groups, the National Black Caucus ofLocal Elected Officials (NBC-LEO). In fact,
the City of Seattle won first place at the National League of Cities' (NLC) 2nd Annual Cultural Diversity
Award ceremony, held in Washington, D.C. on Sunday, March 12, 1995. The National Black Caucus of
Local Elected Officials (NBC-LEO), an NLC member constituency group, co-sponsored the Ceremony.
Seattle won the 1995 City Cultural Diversity Award for efforts to promote diversity in our workforce and
among our citizens. This prestigious recognition demonstrates how Seattle once again is "leading the way"
in managing diversity. Some other success stories: .
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Citywide Valuing & Managing Cultural Diversity Training- The City designed and developed a twoday mandatory training for managers and supervisors, tailored to meet the City's diversity needs,
address the City's diversity issues and reflect the City's diversity philosophy. This approach was
unique in design because instead of hiring one consultant, the City hired a group of trainers to work
as a team. These consultants usually work as competitors, but in this case, agreed to collaborate and
work as a team. This approach enabled the City to tap a bigger brain trust and talent pool than we
could with a sole contractor.
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Diversity Awards Ceremony - An annual awards ceremony recognizing City employees for distinctive
accomplishments in workplace diversity. Award recipients represent a broad base of employees and
levels of responsibility: two police commanders nominated by a female lieutenant for creating a safe,
hostile-free environment for women police officers; parks employees responsible for cleaning parks
in the "inner city" who assist homeless individuals and families they encounter in the parks by
developing linkages with social and health services to provide food and shelter; and a police sergeant
and employees of late night recreation programs for dedication to young people. This ceremony, we
believe, is (one of) the first of its kind.
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Citywide Diversity Forums - A venue planned by City employees for City employees to review
accomplishments and determine "next steps" in the City's overall diversity strategy. In large group
and small group "break-out" sessions, employees discuss a range of topics such as how City
departments can improve service and communications with diverse communities, how employees can
get involved in activities to support diversity's "next generation"- Seattle's youth; and an overview
of upward mobility programs internal to City departments.
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Cultural Diversity at Work Questionnaire:
"Making the Business Case for Diversity"
SUPPLEMENTAL QUESTION #3: HOW DO You TAILOR YOUR CASE TO D_IFFERENT GROUPS W/IN THE CITY?
First of all, it's important that we communicate the same core message, philosophy, and policy to all
employees. The challenge is to tailor that core message to fit the needs of and be meaningful to different
types of City departments and employees.
To meet this challenge, we have assembled a list of diversity trainers who are well versed in the City's ·
philosophy and can individualize the philosophy to meet the unique needs on individual City departments.
For example, diversity training for uniformed and field staff must address issues that are "real" for police,
fire fighters, and field crews. Issues that are important to uniformed and field staff can be very different
from issues important to office staff. When communicating to a diverse workforce, there is no such thing
as "one size fits all."
------·····-----SUPPLEMENTAL QUESTION#4: ON A SCALE OF 1-10, HOW FAR ALONG Is YOUR ORGANIZATION?
As I said before, we have done a pretty good job of laying the foundation for diversity and integrating
diversity into the City's operations. And, we've been recognized and rewarded for it.
To me, it seems like we've got a lot in common with a student is who is just about to enter graduate
school: your friends and family think you "know a lot" -- after all, you're smart enough and know enough
to get into graduate school! But, you know how niuch you don't know -- and you know how much more
there is to know.
Yes, the City's made great strides in diversity. We can be proud ofthe progress we've made-- but
we still have more work to do! As I said earlier, our accomplishments are but the "first steps" in the long
road to fully achieving the rights and protections so eloquently spelled out in the Constitution-- and so
eloquently fought for during the Civil Rights movement. But, now, as we all know, one of the greatest
achievements of the Civil Rights movement, Affirmative Action, is under attack.
Because of partisan wrangling and a backlash from groups who are either misinformed or have sinister
political agendas, Affirmative Action is on the "chopping block" of national politics. Therefore, we must
continue to stand firm and redouble our commitment to the principles of equity and inclusion, and to the rights
and protections that all people in this country are entitled to. Until we've achieved all of this, in America's
work places and communities, "diversity's work" don't be done.
I believe the one of the key strengths of our country lies in the fact that we value those things that make
us similar, and those things that make us different from one another. Because we all share the same basic
goals in life-- opportunity, security, the desire to make a difference, the need to be respected-- we must
continue "diversity's work," so we can all achieve these goals.
.
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�· Chapter Four: City of Seattle
Draft Pages of "Excellence in Diversity:"
PUBLIC PERSONNEL MANAGEMENT
CURRENT CONCERNS/FUTURE CHALLENGES
Dr. Norma Riccucci
Nelson A. Rockefeller College
of Public Affairs and Policy
State University at Albany
�15
City of Seattle. Washington
The City of Seattle has had a long-standing commitment to diversity. In fact, since the early
1980s, when Seattle was undergoing significant demographic shifts (see Table 5.5), the City has
attempted to create a work force that would be representative of the City at large. But it was at the
beginning of the 1990s, just after Norman Rice, an African American, was elected Mayor, that
diversity efforts went well beyond traditional affirmative action undertakings and were linked to
cultural and institutional changes in the City. The City's Diversity Coordinator, Joanne Anton
(1995), notes that "diversity efforts would not only be long-term, sustainable ones but they would
be part of the city's corporate culture ... they would be integrated into the "psyche" of the city and its
work force." Anton added that diversity efforts must be given priority status and actively
reinforced by top level officials to be successful and to be credible in the eyes of employees. The
success of Seattle's programs is largely due to t/:le.Mayor's strong commitment to diversity as a
cornerstone of his administration and his insistence that department heads actively support
diversity initiatives.
The diversity efforts ofSeattle are multifold. First, the City designed a comprehensive twoday diversity training that was mandatory for all supervisory and management staff. (See page
16) Second, each City department was required to develop a diversity plan, drafted by Human
Resource Managers, EEO Officers, and departmental diversity committees. In large and midsized departments, these committees, comprised ofemployees from all. lives ofresponsibility within
the department, were established to address diversity issues and develop recommendations for
initiatives unique to the department.
The diversity efforts of Seattle are multifold, but the
eomerstone of the o•terallprogram: invohes a requirement that eaeh department in the eity establish
�- - - - - - - - - - - - - - - - - - - - - - - - - - -
-
-------------
16
diversity eetnmittees whieh ift tttm develer diversity rlans fur their dert:tr.:meftts. The key here was
to decentralize the operations as much as possible so that the diversity efforts would not be mandated
from the Mayor's office. This, according to City Officials, would give departments more flexibility
and control over diversity initiatives and, as such, lead to less resefttmeftt eft the f'ttl't ef derttrtmeftt
_hettds resistance.
Importantly, however; attached to the departmental diversity efforts are employment
accountability contracts for department heads and division directors. Similar to the efforts in Santa
Ana and San Diego, these contracts allow the _Mayor to evaluate whether diversity goals are being
met. Aeeerdiftgly, re·Nards fife theft disreftsed te the When Successful, department heads and
division directors are publicly acknowledged. Fer these Departments Heads that do not meet theif
goals, diversity objectives and affirmative action rressttres fife rlaeed eft der!iftmeftt heads are
encouraged to develop additional strategies for achieving results in a reasonable time frame to
reach their goals within the following_ year.
Anton notes that, while the City's aggressive diversity efforts were hailed by many, they
were also met by a good deal of initial resistance from white employees. But the City has avoided
serious problems because of its mttltiettltttral traiftiftg iftitiatives strong emphasis on diversity
training, whereby employees learn how to work in a heterogeneous environment.
The City chose a unique approach in designing and implementing their diversity training
package. After conducting focus groups and surveys, and completing needs assessments, the
- City managed the training in-house and hired a group of training consultants to work as a team,
instead of contracting with a sole consultingfirm. With this approach, the City was able to hire
the top trainers in the field and thus tap into a "bigger brain trust" and talent pool than with a
�17
sole contractor. Further, in the first eighteen months of the initial startup phase, training was
offered every other week. By rotating a team of trainers each session, the City avoided the
problem of trainer "burn-out." After the first phase was completed, and over 1,000 supervisory
staff had attended diversity training, the City continued to offer three training sessions each year
as well as an advanced training session for managers who had completed the initial training.
Though not mandatory, most City departments have provided training to nonsupervisory staff in
addition to management training.
Indeed, Anton notes, the City has worked hard with its .employees via training and other
.
means to instill a value around diversity. She points out that the City makes it clear that diversity
is "not just warmed over affirmative action, bttt thttt it is it's a business issue ...Jt..i.s not a racial or
gender issue with a business concern on the side, but it-is a business issue that deals with inclusion
of all people. ftfld-it Diversity is a necessary, prudent response to the city's demographic changes."
And, the City employs the term "inclusion" in the broadest sense, to cover·age, communication style,
bilingual capability, family status (e.g., single mothers), military/veteran's status, race, ethnicity,
gender, religion, color, ability, sexual orientation, political affiliation, size and others.
It is also important to note that the City's diversity efforts go beyond recruitment and hiring
to include training, meritoring, promotion, and retention, And, the City has been successful in all
categories for a variety of reasons. For example, other than the uniformed services, the City has
I
abolished the use of civil service exams for hiring. This has eliminated the dissonance and animosity
that generally ensue--especially when diversity is concerned--from the scoring of written tests and
then the use of the test scores for hiring decisions. Moreover, once hired, the City works diligently
to avert a "sink or swim" situation by providing the training and mentoring that new hires need to
�18
perform well on the job. Multicultural Diversity training for job ifteumbeftt3 employees further
e~sures
a supportive work environment for everyone. IN addition, as Anton notes, "upward mobility
is a city-wide imperative." Department heads are accountable to the Mayor for ensuring that
diversity exists throughout the department, and not simply clustered at the bottom of the hierarchy
organizational structure.
· Also, the eity has made a eoneerted effort, [with the SHpport of employee l:Hlions,*] to move
avttty from the u3e of3eniority ift layoffi. This has preserved the diversity of the City's work force.
The City has also developed an internal program, "project hire," which helps those City employees
. targeted for layoffs to retool for jobs in other City departments. In this sense, the City is constantly
tracking all of its employees and looking out for their best interests. Anton notes that out placement
services to help employees find jobs other than City jobs would, be ideal, but are cost prohibitive.
The City has not yet developed formal measures to evaluate the success of its diversity
efforts. And, to be sure, City officials have said that measurement presents a conundrum of sorts.
As Anton observes, "how do we measure the sense of worth and well-being that employees now feel
as a result of the our programs? Some of the outcomes of our diversity programs are simply not
quantifiable." She goe3 Oft to 3tty, however, that th:e eity i3 \vorkiftg Oft a vffty oftraekiftg eomplttiH:t3
by the gefterttl
eiti~fl<. .f.
to 3ee if 3ati3fttetioft ftllloftg the eity' 3 re3ieleftt3 over the eleli·tery of 3erviee3
ha3 ifterea3eel 3iftee the aggre33ive eli·ter3ity mett3ure3 vvere ifttroelueeel ift the early 19903. With the
implementation of a new Human Resource Information System currently in development, the City
will seek to identify means of meaningful measurement.
Anton further notes that the City has looked for other creative ways to evaluate the
effectiveness of its diversity programs. For example, in early 1994 the City established an awards
�19
ceremony to honor department hea:ds, supervisers a:nd ra:nk ttnd file employees for tmy distinctive
accomplishments around diversity. Anton notes that in planning the first ceremony the City
expected to receive a handful of nominations but, instead, was deluged with them. Aftd, a:wa:rds
"vvere ma:de te mest efthe ftt>miftees tha:t yea:r. In one case, two police captains received awards; they
were nominated by one of the female lieutenants in the police department for creating a safe, hostilefree environment for women police officers. In fact, these two police captains, who are white male,
created the opportunities for women to advance upward in the police department. In ~other case
park employees who are responsible for cleaning parks, were honored for their efforts to assist
homeless families and individuals. a:s Vt'ell a:s fa:milies. Instead of turning their backs on the
homeless, a group of these park employees reached out to them. The employees were successful in
development linkages with the eity's social services depa:rtmeftts agencies to provide these persons
and families with food and shelter.
Of course, another way to look at the potential effectiveness of the diversity programs is to
examine whether the City's work force has become di~erse as a result of both successful Affirmative
Action the programs and diversity initiatives. Recognizing that other factors may impinge upon
changes in work force demographics, Table 5.6 illustrates that people of color increased their ranks
in virtually all job categories from 1989 to 1995. Women also increased their ranks, but also
experienced small dips in a few of the job categories (e.g., professional and office/clerical). African
Americans, Asians as well as women make important gains in the highest job category,
manager/administrator, and also the job categories of protective services and skilled craft. These
jobs have traditionally been dominated by white males. Persons with disabilities as well as other
protected-class groups made more moderate gains in the various job categories.
�20
Again, however, it must be stressed that the City of Seattle, in monitoring its diversity efforts,
does not place all of its energies on the employment statistics of protected-class persons. Like the
City of San Diego, City officials in Seattle recognize the importance in tracking the numbers, but
it does not assess diversity solely in these terms.
�27
Endnote
12.
Anton (1995) notes that unions have been cooperative here because they, too, recognized the
realities of a changing work force.
Note: What I said was the unions have in general supported diversity initiatives--for example, a
union official was a panelist at the first foruin. •.•
�Table 5.5. City of Seattle, Demographic Changes, 1980 to 1990.
Ethnicity
Percent
Change
White
-1.0
African American
11.1
American Indian
17.2
Asian/PaCific
66.1
Latino*
45.1
*Latinos may be of any race and, so, may be counted twice.
Source: City of Seattle.
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�1
2nd Annual Diversity Forum - Seattle Center Rainier Room - 9:00 am Tuesday, 6/27/95 -(Mayor speaks at 9:15am)
•!•
Thanks/Greetings
• (you are introduced by Sarah Welch)
• Acknowledge/thank the Personnel Department & Seattle Center for hosting the event.
• Acknowledge Sarah Welch - Virginia Anderson - Larry Taylor (event MC) - Seattle Center's
Diversity Display in the back of the room- Joanne Anton (event planner & "quarterback'')- the
members of CIDINET, the Citywide Diversity Network who served as event planning committee honoralble mention to CIDINET members Linda Thompson/SWU and Rose Rapoza/DHHS
• Thank event volunteers
•!•
I'm very proud to be here today to welcome you to the 2nd Annual Citywide Diversity Forum.
• A little over a year ago, I stood here in this very room, to launch the 1st Citywide Diversity
Forum.
•
•!•
•!•
•!•
I'm so pleased to see so many City employees take time out of your busy schedules to return for
a second year and support this event, because you are the heart and soul of diversity in the City
of Seattle.
Today, in your small group sessions:
•
You'll revisit the basic ABCs of AA/EEO and Diversity
•
You'll hear about diver~ity's next generation and how to get involved with Seattle's youth
•
And, you'll help us develop even better outreach strategies to communicate and serve diverse
communities.
•
You'll be getting handouts with information you can take back to your departments and share with
your colleagues.
•
By being here, you're getting involved in City government and your community. To me, that's
what participatory democracy is all about.
Seeing so many of you here today reconfirms my belief that diversity is the business and employment
issue of the decade -- not the "fad of the week .. " ·
•
It's clear to me that you and I share a kindred vision of diversity.
•
That's why I want to share with you the progress we've made in the last year-- and to talk about
things to come:
As you know -- if you've read the most recent issue of Mosaic, the City of Seattle won a prestigious
national award for our work in diversity from the National League of Cities and the member constituent
group, the National Black Caucus of Local Elected Officials.
�.-----------------------------------------
2
2nd Annual Diversity Forum - Seattle Center Rainier Room ~ 9:00 am Tuesday, 6/27/95 -(Mayor speaks at 9:15am)
•
•:•
Allow me to crow just a bit- we didn't just "win" this award-- I'm told we aced the competition
by getting the highest number of total points -- higher that any city that entered.
Our entry bowled over the judges - they were impressed:
)
•:•
•:•
•
With the outreach and community work from the Solid Waste Utility, the Department of
Neighborhoods, and DHHS.
•
With the support and promotion of Seattle's diverse arts community by the Arts Commission.
•
And, they were moved by the stories of our own winners from the last two Diversity Awards
Ceremonies.
I've just returned from Miami, where I was just named President ofthe U.S. Conference of Mayors.
•
This is truly an honor-- both for me personally and for our City.
•
And, while I was down there, Mayors from other cities -- especially Mayors from cities that had
also entered the National League of Cities competition-- kept asking: "How do you do it?· How
do you manage to have such good diversity programs?"
You know what I said? I said "I" didn't do it -- you did it-- you, the City employees.
•
Your commitment to respect; dignity, equity, and equal opportunity for all ...
•
Your belief that all our citizens should have a voice in their community and access to government
services ...
•
Your creativity in sponsoring activities like the Solid Waste Utility's "Come Out to Lunch"
celebration, marking Gay-Lesbian History Month...
• · That's what I told them in Miami ...
[At this point, talk about Miami- share anecdotes - then come b~ck to the recognition we received.Jrom
the other Mayors for our work in diversity].
•:•
We can be proud of the progress we've made-- but we still have more work to do!
•:•
Our accomplishments are but the "first steps" in the long road to fully achieving the rights and
protections so eloquently spelled out in the Constitution.
•
And yet, that very document excluded many from its rights and protections -- and even defined
some as less than full people ...
�3
2nd Annual Diversity Forum - Seattle Center Rainier Room - 9:00 am Tuesday, 6/27/95 -(Mayor speaks at 9:15am)
•
That exclusion gave birth to the Civil Rights movement, and galvanized a nation to organize and
protest, so that the words "We the people" would truly mean all the people.
•
But, now, as we all know, one of the greatest achievements of the Civil Rights movement,
Affirmative Action, is under attack.
In Miami, the attack on Affirmative Action was on the minds of Mayors from all over the country ..
and I know it's on your minds today.
So, I'd like to take a few minutes to talk about Affirmative Action, and why I don't believe he recent
Supreme Court ruling will have any great effect on Affirmative Action programs in Seattle.
•!•
There are those who say Affirmative Action is no longer needed or simply doesn't work.
•!•
Those arguments are simply not true and are rooted in two fundamental myths and misconceptions:
•!•
•!•
•
The first myth is that our society has reached a point of true equal opportunity and there is no
longer a need for programs that help recruit and hire qualified women, people of color, or people
with disabilities.
•
The second myth is that Affirmative Action means quotas -- that qualified white male candidates
are passed over for unqualified women or people of color.
•
The truth is, by any measure, women and people of color are still lagging behind whites in
virtually every measure of employment and income.
•
As for the second myth, the City has never used Affirmative Action for quotas. Period.
The truth is, pure and simple, Seattle's Affirmative Action program is a tool for inclusion, not
exclusion.
•
It helps us recruit and place qualified candidates, and -- I can't stress this enough -- it does not
set quotas, or give preference to unqualified minority candidates.
•
It encourages us to develop special outreach efforts to increase the numbers of qualified
candidates in the hiring pool.
•
It enables us to hire the candidate who will make our workforce more reflective of the local labor
pool when two candidates are fully qualified for a given position.
The truth is, Affirmative Action has served our City well -- and Seattle's workforce profile is a
reflection of the positive effects of Affirmative Action. You'll hear more about that in the small group
session on AA/EEO and diversity.
�4
2nd Annual Diversity Forum- Seattle Center Rainier Room-9:00am Tuesday, 6/27/95 -(Mayor speaks at 9:15am)
•!•
I see Affirmative Action as an "attitude and a way of behaving" ...
•
Affirmative Action is Affirming Action.
•
It affirms our commitment to opportunity for all.
•
It affirms that we will continue to erode the very barriers of bias that continue to block many of
our citizens.
•
It affirms our City's commitment to respect and to value the myriad of talents, skills, & unique
perspectives of our community's diverse populations.
•
These attributes, which no single test can accurately measure or quantify, are what all of our
citizens deserve and will help all our citizens prosper.
·'·
•:•
I can think of no more appropriate role for government than that.
•!•
Therefore, I say to you, Affirmative Action is now, and will, remain alive and well in the City of
Seattle-- and, at least for now, in the State of Washington.
•!•
As many of you know, a bill was introduced in the recent session of the Washington State Legislature.
House Bi111999, that would, in effect, outlaw the use of Affirmative Action in Washington State a1.d Z
local governments.
.
-~
9"1
•
I'm glad to say, due to the testimony of hundreds of citizens, including Depu:ywayor BrH e
Brooks and Police ChiefNorman Stamper, House Bill 1999 was successfully defeated.
•
And, by defeating this regressive bill, the will of the people prevailed. In the battlefield of partisan
politics, it was the citizens of this state, not the politicians, who won ...
•
You' 11 find a summary of their testimony in your packet of handouts.
•!•
As most of you have heard, the Supreme Court has recently handed down a decision on the Adarand
Construction Case that changes the federal government system of contracting with respect to minority
set asides.
•!•
And, I know you're wondering if this decision will have any effect on our Affirmative Action and
WMBE- Women and Minority Business Enterprise- programs.
•:•
Even though you've heard all kinds of rumors that this ruling could dismantle Affirmative Action, I am
here to say that it will have no direct effect on our programs.
o[
~'
�5
2nd Annual Diversity Forum- Seattle Center Rainier Room~ 9:00am Tuesday, 6/27/95 -(Mayor speaks at 9:15am)
•:•
•:•
In short, the decision does nothing to Seattle that we aren't already doing.
•
The Court has imposed upon the Federal Government the same requirements and strict
guidelines under which our WMBE program has thrived during the past four or so years.
•
The Courts want the Federal Government to have a more narrowly tailored program, much like
the programs already operated by state and local governments.
•
I'm pleased to say that because we have a stron~ and narrowly tailored WMBE program in
the City Seattle, I don't foresee any immediate changes as a result of this ruling.
•
We will continue to have set asides and we will continue encourage WMBE contractors ...
•
We will continue to go forward with our strong commitment to giving opportunities to women
and people of color.
As Mayor of Seattle, I say to you, I remain committed to keeping healthy and viable Affirmative·
Action and diversity programs in the. City of Seattle. .
•:•
•:•
.
.
~
•
But, we Simply can't Ignore the Imphcatwns of this rulmg --we can't Ignore the fact that, becaus.,,;
of partisan wrangling and a backlash from factions in our country who are either misinformed OJ:'
have sinister political agendas, Affirmative Action is on the table-- or actually, on the "chopping
block" of national politics.
•
Therefore, we must continue to stand firm and redouble our commitment to the principles of equity
and inclusion, and to the rights and protections that all people in this country are entitled to.
In closing, I want to say that I continue to believe the strength of our community lies in the fact that we
value those things that make us similar ... and those things that make us different from one another.
•
We all share the same basic goals in life:
opportunity .
security
the desire to make a difference
the need to be respected
•
Each of us brings unique qualities and viewpoints to every aspect of our lives.
•
And, each of us brings unique skills to our workplace.
And our City is all the richer for it.
m~ f
-,
t
�'
'
Part I of II:
Delivered by John Okamoto
Joint Speech on Di)lersity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & ·Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
We are pleased to be here today because diversity is an important topic for all Human
Resource Managers and Training Professionals. Certainly, diversity is a top priority in the
City of Seattle . . .
This evening, I would like to share with you three points. · First, why we believe valuing
and managing diversity is critical. Second, what diversity means to the City. Finally,
how we have implemented diversity programs.
Sometimes, people ask, "Why is diversity so important to the City?? What does it have
to do with filling potholes?"
It's important because it's a priority of the Rice Administration, and because valuing
and managing diversity makes good business sense.
We need only to look at the numbers from the 1990 Census to see why diversity is so
crucial. All across this state . . . across the nation . . . our communities are becoming more
diverse:
>>>>
>
1 out of every 6 residents in Washington State is a person of color ...
· Students in Seattle Public Schools speak nearly·1~0 different native languages •••
The minority population is growing 3 times faster than the white population ...
Between 1980 and 1990, the
Hispa~ic
population grew by 69%
The Asian population in our state doubled in the past decade! In Everett and Bellevue,
the Asian population tripled.
When you look ahead, you realize that our workforce and our customers are going to
be more and more diverse . . .
�2
Part I of II:
Delivered by John Okamoto
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director ofPersonnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
And the issues confronting govermitent and business are going to be more diverse!
J
r
We believe diversity makes good
b~siness
sense. We believe if we value and manage
diversity well, we can increase the City's productivity, make better business decisions,
improve our customer service, and attract and retain qualified employees.
Hmv's that? It is a proven fact that work teams are more productive, and make better
decisions when team members are respected, recognized, and valued. If managed well,
work teams with a diversity of opinions, and different work and learning styles are a
strength and an asset to the organization. What a win-win: your employees feel valued,
I
and you organization is healthy and productive! ·
Service is improved when our customers look across the counter and see a person who
"looks like they look" and shares similar backgrounds. Empathy and communication are
'· the key elements of quality customer service.
Diversity also helps attract and retain qualified employees. We know that public sector
salaries are not competitive, and will never match private sector salaries. Yet, we believe
, that by valuing a.nd managing diversity, we can be a competitive and attractive employers
by creating a work environment where valued employees feel their opinions count, where
they are brought into decision making, where training and mobility opportunities exist, and
where they feel they are contributing to the community they live and play in.
So, to me, the benefits ofdiversity programs and initiatives are obvious - diversity will
affect the very health and survival of your institution . . .
Public sector, private sector, small business, major corporation - diversity applies to
all organizations. Many corporations such as Avon, Corning, Digital, and Proctor &
Gamble have recognized the long-term benefits of diversity.
\
�3
Part I of II:
Delivered by John Okamoto
Joint Speech on Diversity Delivered on 3.-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne·Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
. (NHRMA).
As retiring Proctor & Gamble board chairman John Smale said, "If we can tap the·
total contribution that everybody in our company has to offer, we will be better and more
competitive in everything we do."
>
Because diversity will be one of the keys to the success or failure of any business or
government institution in the years ahead ...
> And because, in an increasingly global society, goods, services and information must
"
be international and multicultural - this especially holds true for Pacific Rim ports and
busii1ess involved in international trade ...
We see diversity as a source of strength and information, and as an opportunity to be
better equipped to succeed in the years ahead, both at home and ill the global marketplace.
But, for any diversity initiative to succeed, you need buy-in and support from the top.
There's no doubt that the City of Seattle has been successful because our Mayor made
diversity a top priority from the very beginning.
Mayor Norman B. Rice is the first African-American Mayor of Seattle, a city with a
population comprised of less than 10% African-Americans. On the night of his election,
Mayor Rice made a strong commitment to the citizens of Seattle - to be a "Mayor for All
the People," who provides a voice and access to all citizens. To that end, Mayor Rice says:
, "Valuing and managing diversity means recognizing what every· City· Employee
contributes to our workforce ... "
"It's working together in an environment of mutual respect and understanding,
because we value the fact that each of us is an individual who offers varied backgrounds
and cultures to the workplace . . . "
�4
Part I of II:
Delivered by John Okamoto
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
"It's creating a workplace where every City employee ·has the opportunity to
participate in all levels of government, regardless of race, ethnidty, gender, age, sexual
orientation, or disability ... "
"It means approaching tough issues from a variety of viewpoints, and understanding
and that by working
that none of us has cornered the market on truth ail.d understanding,
.
~
· together, we are stronger than working apart ... "
"It's both public and private sectors working to employ and train a workforce that
. truly reflects the face of the communities they serve ... ,.
"Diversity is the cornerstone of workplace equity & community strength ... "
"And finally, it's looking glass into the future . . . and seeing that our economy and our
world are becoming more and more diverse every year .. ·. "
"It's recognizing that as a positive trend ... and knowing that anticipating that trend,
and getting ahead of the cU:rve will give a competitive advantage to our city and our nation,
and will provide tremendous cultural and social benefits as well."
It is clear Mayor Rice places a high value in diversity.
· I've told you what diversity means to the City. Now, I'll talk about how the City
developed and put into practice diversity policies and programs.
Joanne will talk about the differences between AA, EEO, and diversity, how to develop .
the right diversity training package, how to integrate diversity into your organization, and
the next logical steps an organization should take after diversity training.
�5
Part I of II:
Delivered by John Okamoto
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
-
But first, I'll spend a few minutes outlining some administrative issues .••.
Several months after coming to office, the Mayor appointed a Task Force comprised of
his senior management staff to develop a Citywide Valuing and Managing Diversity
Strategy.
As both a member of the Task Force and a department head responsible for
implementing the strategy, I was in the unique position to develop the strategy and to put
it into practice.
The strategy became a blueprint for City officials and department .heads to incorporate
diversity policy into the City system:
>
It clearly outlined the roles and responsibilities of City officials and employees
involved in developing and implementing diversity initiatives - from the roles of the
Mayor's Office, the Mayor's Task Force, and department heads, to the roles of EEO
Officers and Departmental Diversity Committees.
>
It identified diversity as a priority topic at Cabinet Meetings.
> .
It outlined steps for the City to develop and implement a two-day Citywide Valuing
and Managing Diversity Training for all supervisors and managers. To date, more
· than 1,000 supervisory level staff have attended this training. Incidently, we also
developed an intensive, one-day follow-up training session for graduates of the twoday course.
>
And, it established measures for the Mayor to hold department heads accountable
for· developing and implementing successful diversity activities in their departments.
�6
Delivered by John Okamoto
Part I of II:
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
Now, speaking as a department head, I can tell you, diversity became a hands-on priority!
We were charged with translating the diversity policy outlined in the strategy into real
world activities within our departments. That meant integrating diversity into all levels of
our organizations and making diversity part of our department's organizational culture.
Sounds good, but how did we do it?
I' II tell you a few activities that worked for us as .we started to put the policy into action:
1. Establish Departmental Diversity Committees
>-
City departments established diversity committees comprised of employees from all
levels of responsibility to address diversity issues unique to our departments. The
key here is input and participation from "bottom to top."
This is management's
chance to hear about issues from first line staff - and to hear ideas and solutions to
problems from their perspective, not management's. I cannot stress how important
this is!
>-
\-Ve, as department heads, recognized that once we asked committees to develop
recommendations, we had to be prepared to act on them.
>>-
I'm happy to report that committee recommendations resulted in creative programs.
For example, the Engineeriilg Department's Solid Waste Utility diversity committee
recommended, among other things, the Utility hire an internal diversity coordinator.
This recommendation was bold and unprecedented. The committee did not listen to
that nagging inner-VOiCe that Said II
o
o
o
YOU Cafl 1t dO that- it hasn't been done before
-a position like that doesn't exist in the City • ~ . " Well, it does now, thanks to the
vision and diligence of the committee.
>-
City Light started a committee called Work Environment 2000 that addresses issues
of inclusion, respect, dignity, and fairness. The WE 2000 group has joined forces with
other committees from the public and private sectors to look at workplace issues.
�7
Part I of II: ·
Delivered by John Okamoto
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City ofSeattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting ofthe American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
>
The Fire Fighters Union established a Human Relations Committee that meets every
month to address the needs and .concerns of their "newly" diverse membership (a
membership that has been traditionally white and male) to identify ways to use
diversity as a source of strength, trust and unity - potential, life and death issues to
fire fighters.
2. Develop Departmental Diversity Plans
>
Once we had. diversity
committe~s
in place, we put them to work and to develop
diversity plans! Diversity recommendations were put into tangible-- action plans!
These plans gave golden opportunities for staff from all levels of responsibility to get
involved in department diversity efforts. If you do the same, you will be amazed at
the commitment your staff will put into this project •. And, as creative ideas are
fleshed out, you'll think, " ... why didn't I think of that?"
3. Don't Just Train Management- Train All Your Staff
>
After we completed the Citywide Valuing and Managing Diversity Training, we·
initiated diversity training for all City employees - training that is tailored to address
specific training needs of their City departments. We believe that by providing
training and good information to all our employees, the City as an institution will be
better equipped to meet the challenges of a changing workplace.
My department, the Personnel Department, oversees other Citywide diversity programs
that keep diversity on the front burner:
>
We include a diversity component in all New Employee and New Supervisor .
Orientation Sessions.
�-----------------------------~-----
8
Part I of II:
Delivered by John Okamoto
Joint Speech. on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
>
We assigned a full time employee (gesture to JA) to develop and manage the following
Citywide
projects~
I'll list them now, and Joanne will discuss them in greater detail:
• We publish a Citywide diversity newsletter, MQsaic, that is receiving national
attention.
•· We are piloting a Mentoring Program aimed at addressing Upward Mobility and
Career Development needs of City employees who are not represented throughout
the government.
• We recently held an emotional and uplifting event, a Citywide Diversity Awards
Ceremony, that let us know we're on the right track.
• And, we held a Citywide. Diversity Forum to share and discuss diversity-related
ideas, projects and programs that City departments have tried.
All these programs, ideas and initiatives create a
climat~
for positive
c~ange.
I encourage you to embrace diversity in your organizations. If you dQ, I'm confident
your organizations will be stronger, more productive and more competitive. I look forward
to hearing aboutyour diversity programs in the months and years to come.
Thank you for the opportunity to talk about the City's diversity programs. It's always
a pleasure to toot our own horns!
0
�----------------------------
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and ·the Northwest Human .Resource Management Association
(NHRMA).
As John said, I'm going to talk about the City's diversity training and philosophy, about.
questions that come into our office on diversity training, and offer some tips on
',
· implementing positive change.
John just mentioned Mosaic, a Citywide diversity newsletter we publish. You have a
purple handout from Mosaic, an article called So, What Is This Diversity Thing, Anyway?
My intention in writing this article was to clearly defme diversity and its relationship to
Affirmative Action and Equal Employment Opportunity.
It makes me a little crazy when I hear people use the terms "diversity" and "affirmative
action"
an~
"EEO" interchangeably, as in " •.. we have to live within our diversity laws
. . . " or " . . . we have to meet our diversity goals . • . " when they mean EEO laws and
affirmative action goals ...
Many people think AA/EEO and diversity are "siblings" when they're really "first
cousins"- not the same, but related ... no wonder some people think diversity is "warmed
over" Affirmative Action.
For the record, a quick definition of AA/EEO and diversity:
>-
Equal Employment Opportunity is:
•
Mandated by Federal Law, and;
•
Necessitated by a past history of discrimination.
• .The outcome and intent of EEO laws are to provide a workplace free of
discrimination and to guarantee the right of equal opportunity to all - remembering,
a5 a colleague of mine in the Affirmative Action Unit says, that means white males,
too.
�2
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the America~ Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
>
Affirmative Action is:
•
Mandated by Executive Order, and;
•
Like EEO, is necessitated by a past history of discrimination.
•
Where EEO requires compliance with federal law, compliance to AA is, in most
cases, voluntary.
•
The outcome and intent of AA are to remedy a past history of discrimination •
Diversity is:
•
•
•
Voluntary. and pro-active, not mandated, and;
Diversity is a philosophy of inclusion, respect, and equity in the workplace .
Organizations
th~t
value diversity view different work styles, learning styles, and
communication style as an asset, not a problem •
..
•
The outcome and intent of diversity are to create a climate of organizational success.
When employees believe they are viewed as a valued contributor and asset, their
productivity increases and their quality of work are enhanced.;
Now, what is the difference between Valuing Diversity and Managing Diversity?
>
Valuing Diversity is a philosophy of inclusion, respect, and. workplace equity;
>
Managing Diversity is the operational system in the workplace that supports and
promotes the philosophy ...
So, where do you begin?
Earlier, John outlined the first steps that we took in the City. If you recall, front and
center was training, training, and more training!
�--------------------------------
3
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
I'll spend a few minutes telling you how we developed our training package in the City.
We chose a unique approach .. After we completed the initial needs assessment, focus
groups, and surveys, we opted to "manage" the training in-house. Instead of hiring one
consultant to conduct all the training, we hired a group of trainers to work as a team.
These consultants usually work as competitors in the field, but in our case, they
collaborated and worked as a team, agreeing to honor each other's copyrights. Lucky for
us - we could tap a bigger brain trust and talent pool than we could with a sole contractor the "best of the best" - if you
w~ll.
Together with the trainers, we designed a curriculum and training package tailored to meet
the City's diversity needs, address our diversity issues, and reflect our diversity philosophy.
The training lasts two days and combines lecture and hands-on, small group activities:
Incidentally, it took us about 18 months to develop our package and "get it right," from
assessment to actual training, but it was well worth the effort.
Another .handout on white paper called Managing Diversity -How Seattle "Walks the
Talk" from the November issue of IPMA News summarizes our training package. I'd like-
to spend a few moments talking about how this training package supports the City's
diversity philosophy. And exactly what is that philosophy? ·
We view diversity as a business arid demographic issue, not a racial issue, and not
warmed over affirmative action. Diversity is about managing a different kind of workforce
and managing changes in the workplace that come as a result. of this new workforce.
�'4
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
Managing "difference" and managing "change"- if you can't do that, you run the risk
of being viewed as obsolete in the eyes of your CEO - whether that CEO is Norm Rice or
Frank Schrontz.
By taking diversity out of the narrow confmes of racial and gender politics, our intention
was to eliminate the "hot buttons," so we could enter into a rational discussion about
broader issues of workplace equity. Anyhow, diversity is more race and gender - it
includes:
> Age
> political affiliation
> national origin
> socio/economic status
> sexual orientation
> military/veterans status
.> religious affiliation
> work styles
> accommodation
> learning styles
> issues of size
> communication styles
Diversity means all this and more ...
Diversity means equitable treatment- not same treatment. When I say this, I'm asked,
".... what do you mean by that?? Shouldn't we treat everyone the same way??"
In a word: No- because, when you stop to think about it, treating everyone the same
'Yay, across the board, does not result in equal benefit.
Equitable treatment means treating employees the way they want or need to be treated
to have the same opportunity as others.
�6
Part II of II:
Delivered by .Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
We were often asked to provide a "diversity cook book": "... just tell me how to treat
African-American employees, or how to treat Asian employees ... " There is no such
thing - managing diversity simply good management - using common sense - treating your
employees fairly and equitably - and utilizing different work and problem solving styles.
Mayor Rice tells a great story to illustrate this:
.........
A grade school teacher asks two. children, "There are four birds on a wire - someone with a
sling shot hits one bird- how many are left?" The first child says "Three- four minus one
equals three." The second child says, uNone- because when the first bird was hit, the other
birds flew away . . . "
Both answers are right - one is "academic" and liner -- the other is "real world."
A smart manager recognizes this and incorporates both problem solving styles in his
work unit. You simply get a better product.
Before I go on to diversity training as an industry, I want to go over a tough question one of the "undiscussables" - that almost always comes up in. class: " •.. how do you
discipline a person of color?" And, almost always, a participant has the answer, " ... the
same way you discipline a Caucasian employee - assuming, of course, that you've been
disciplining white employees for the same thing all along ... "
Problems - and law suits - come about when discipline has not been administered
evenhandedly - you know, "old-boy or old girl' networks . • . " Bottom line - our
participants pointed out loud and clear: allowing a person of color to fail because a
manager is afraid of being charged with racial discrimination is in itself a high form of
racism . . . and unacceptable.
z
~
n1
�5
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management .Association
(NHRMA).
For example, I once knew a young woman less than five feet tall, who did home energy
checks for the City. To get on a tall roof, she needed a 12 ft. ladder, not a standard issue
6 ft. ladder. Lucky for her, she had an enlightened boss who issued her a 12 ft. ladder.
But wouldn't you know it - some of her co-workers groused about her receiving
"preferential treatment"- that, if she couldn't do the job she shouldn't be there. However,
her more enlightened supervisor reminded "the boys" that because she was tiny, she could
access tight crawl spaces they couldn't access because they had gotten too fat ...
Our training focused on the concept and philosophy of diversity and, like the ladder
story, on "real world" application. I'd like to share an example of what I mean ...
On day two of diversity training, small groups of managers were working on case studies.
One described a racist customer who refused to be served by a customer service representative
who was a person of color with an accent and demanded to be served by a "white" person.
I watched the 11old training tapes" kick in - that small group of mid-managers said they'd have
no choice, after all,
11
•••
the customer is always right . . .
11
I felt sorry for them when a
division director from their department, City Light, bellowed from the back of the room,
"Wrong!!!!!" and then modeled a better answer: "I would walk up to him and introduce
myself as deputy superintendef!-t of this utility and inform him that these employees were
trained to give the best possible service and will do so .
~
. if you are dissatisfied AFTER
you've been served, feel free to call me, this is my card, thank you and goodbye. " She went
on to say, "I DO NOT pay my staff taxpayer dollars to reinforce the bigotry of a racist
customer. And, I DO NOT allow my staff to be abused in the name of customer service . . . "
I told her that she'd just kicked the rumor mill into warp speed -and that she'd done
more to advance diversity in the City than all the policies put together!
�,:,
7
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
I staffed our training and I'll tell you, I observed some powerful events that told me we
were on the right track. We were lucky. We hired competent and experienced trainers
in a field that is still relatively new - new, and yet, becoming a mini-industry of its own.
Last year, a local consultant,. Barbara Deane of the GilDeane Group surveyed 100
trainers and their clients to find out what they had to say about diversity training.
This survey was the first opportunity for
prof~sionals
in this relatively new field to step
back and "take the pulse of the industry." - kind of a first step in establishing industry
standards and guidelines. This survey is a gold mine of information- whether you're an
organization interested in diversity training, or a training professional.
I encourage you to look at this survey. We'll give you an address and'phone number at
.the end of the meeting if you're interested in getting a copy.
These are common questions we're asked about diversity training.
We are often asked, "What criteria should we use to hire training consultants?" and
"What should we look for - and look out for - in diversity trainers?"
>-
Does the trainer have bone fide qualifications? .
>-
Does the trainer have a track record and recent references you can check?
>- ·
Does the trainer have a strong background in curriculum development ·and
organizational development? ·
>-
Does the trainer have strong facilitation and communication skills?
>-
Is the trainer experienced researcher?
>-
Can the trainer give you curriculum samples
develope~
for different organizations?
�8
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director. of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
>-
Is the training practical? Does it have real world applications?
>-
Is the trainer willing to put the "undiscussables" on the table?
>-
Is the trainer skilled in conducting/analyzing needs assessments, focus groups and surveys?
Now, along with any "no's" to the preceding questions, these are a few things to look out for:
>-
Does the trainer claim to have a "comprehensive" training that lasts 1/2 or 1 day - max.?
>-
.Is the training rife with superficial slogans instead of offering concrete strategies?
>-
Is the trainer offering advice on organizational activities after the training is over?
>-
Is the training approach divisive, negative and "in your face?"
>-
Does the trainer claim to have a "cook book" on dealing with different groups?
Another question we're asked- "What type of training is best for my organization?" and
"How do you tailor diversity training to fit the needs of different organizations?"
Both the trainer and the client must agree to a comprehensive needs assessment.
According to Ben Johnson, a diversity trainer in Florida, standards for conducting
diversity training must include:
·>
Needs Assessment - conduct interviews, surveys, research follow-up and site visits.
>-
Program Design - determine what the organization needs and design a program to
meet those needs.
Client Input - involve all levels of the organization when designing the program.
Of collrse, training for office staff will be different from training for police officers. For
example, knowing that -this- (-the index fmger "come here" sign-) is the sign to call
a dog, or a prostitute in Southeast Asia is important for a street cop to know but not critical
· for a civilian office employee.
�9
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a_Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
.
The survey outlined problems and concern·s trainers have with organizations, .such as;
The organization has false expectations - that one. training will provide simple
solutions to complex problems- the quick-fix.
The organization is not serious or committed - they are doing this on command or
by mandate.
The organization's leadership is not on board - and is not willing to examine issues
of organizational development.
If you're part of an organization interested in training, or a trainer, again, I encourage
you to get a copy of this survey.
Tonight, we've talked a lot about programs and policies to create a climate for positive
change. Yet, we all know how hard it is to implement positive change, so I'll quickly go
over. some do's and don't's on implementing change.
Don't Make Change a Punishment - especially where diversity is concerned. How
many of you remember the incident involving baseball club owner Marge Schott,
who made racially insensitive comments? What did the institution of baseball do?
They "sentenced" her to diversity training as a "punishment!"
It knocked me out that diversity training was used as a punishment! lsn 't it clear
that her behavior is an indication problems and racial attitudes within her club and
the entire institution of baseball??
Sending her to diversity training as a punishment was a cop out, clear and simple.
The club owners should have taken a long look at themselves and their ·institution
�10
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD). and the Northwest Human Resource Management Association
(NHRMA).
and outlined real solutions, instead of making diversity, and therefore, change, the
villain. Sentencing her to diversity training was not" ••• in the best interest of the
game ... "
There's an important lesson to be learned here: mandatory training is seen as a
punishment - the very word "mandatory" casts a negative
shado~
...
The challenge to human resource and training professionals is to recast the image
of mandatory training - to identify the benefits of "mandatory11 training and to get
your employees to see what's in it for them, not what will happen if they don't go.
Study the "Saturn" Approach to Change. The Saturn Corporation revolutionized the
way an American company builds cars. We must all learn from their success. Don't
"spring" changes in organizational policy and structure on your employees cold turkey.
Instead, invite employees from all levels of your organization into the planning
process. I guarantee you, employees who feel a sense of ownership will help you
"sell" the changes, inStead act to obstructthem. And, when your company fmds it
must make sacrifices during leaq times, you most likely will have the support of your
staff. It worked for Saturn ...
'1>-
.
Use Clear and Respectful Language and Avoid Bureaucratic Babble At All Cost! It
makes people think you're hiding something and it insults and confuses the reader.
Using clear language has "hidden benefits," as we discovered one afternoon during
a disagreement at a labor-management meeting over the meaning of the phrase
"valuing diversity." I'm proud to say, the Diversity Thing. Anywav? actually helped
to resolve the disagreement!
�11
Part II of II:
Delivered by Joanne· Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management
Association .
.
(NHRMA).
The meeting was going no where. Suddenly, one union representative pulled out his.
. copy of this article and said, " ... now this defmition makes sense ... we'll agree to
this language ... " A perk we did not anticipate, but a lesson learned, just the same.
For the record, the unions support our diversity efforts- it's nice·having such a positive
point of agreement between labor and management!
Before I close, I'll quickly list other things we've done in the City in addition to or after
training to promote diversity:
John mentioned the benefits establishing diversity committees. This is a great
·opportunity to get your employees involved in improving the climate and health of
your organization by looking at your internal issues. Diversity Committees in the
City are involved in activities such as:
• Diversity Training & Awareness
• Hiring Procedures &ferformance Evaluations
• Upward Mobility & Cross Training
• Career Development & Mentoring
• Establishing Criteria for Hiring Panels, Consultant Evaluation Committees,
Customer Involvement Groups, and Program Planning
• Hosting "Water Cooler Issues" Forums to Discuss the Undiscussables
• And, of course, Implementation of all the above ...
This year, we developed and are piloting an innovative Mentoring Program aimed
at addressing Upward Mobility and Career Development needs of City employees.
The pilot group are women and men in staff or mid management positionS. Their
mentors are senior management or department heads.
�12
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle Director of Personnel,
and Joanne Anton, Citywide Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
I have the honor.of publishing our diversity newsletter, Mosaic, three times a year.
This is a great vehicle to keep diversity on the front burner and spread the word.
Aside from reporting on diversity events around the City, in past issues, we:
• Reviewed relevant videos, like Bill Moyers' Beyond Hate, in my opinion, his
best work yet.
• Reviewed a great children's book, called People, by Peter Spier
• Published a Diversity Calendar that highlighted diverse holidays and
celebrations across the country and around the world. Did you know, for
instance, that on January 8, my parental homeland, Greece celebrates
Women's Day, where the women forgo all housework and spend the day in
cafes while the men stay home and do the housework??
We hosted the City's First Diversity Forum - a day long event where City employees
heard about programs and projects from different departments that are working.
Throughout the day, we explored:
• Efforts to Promote Diversity through Education
• Upward Mobility Programs
• Serving Our Diverse External Customers
Finally, John mentioned our First Diversity Awards Ceremony ... like the survey,
the ceremony was a way to take our pulse and see how we're doing. The results
were awe-inspiring and impressive ...
. . . like the two Police Commanders of the West Precinct who made their precinct
a place where competent female officers were given a fair chance to distinguish
themselves and rise in the ranks. The Lieutenant who nominated her commanders
said she probably wouldn't be a lieutenant without their·leadership and vision ...
�13
Part II of II:
Delivered by Joanne Anton
Joint Speech on Diversity Delivered on 3-15-94 by John Okamoto, City of Seattle' Director of Personnel,
and Joanne Anton, Citywide-Diversity Coordinator, to a Joint Meeting of the American Society for
Training & Development (ASTD) and the Northwest Human Resource Management Association
(NHRMA).
. . . or the staff who clean the parks from Occidental to Denny Regrade who have
become involved in helping the homeless families who "live" in the parks by
connecting them to social services and even organizing events for the children . . .
. . . or the Laborer at Seattle Center, a young man in his early twenties who taught
his directors about leadership when he supervised a crew of ten Summer Youth
Employment ~tudents, who learned about responsibility, team work, and the value
of staying in school- and he's still involved with those kids •.• he truly is a model
of leadership and an inspiration to his director and his colleagues.
That's what we mean by diversity at all levels of the organization .••
Diversity is not just having a diverse workforce, it's using different ideas, perspectives,
and creative energy that comes with diversity to make a
Thank you.
diff~rence.
�-------------------
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�------------
A Div~rsity NewsletterJor i:he._Employ~es
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• NEW STAF~ AT EMPLOYEE.
. DEVELOPMENT .. :: . Page 2
Page 3.
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Mayor~s 'Offi~e
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..•. aiJd ..· .· .
Sept. 29. 1993
. :' . a':oo a.~. ~ 4:':30 p.ri.~
·c~st:per participcW~t: $19~
· _·Applica.tions ar~ due to' ypur •
· cHipadm~ntal training' ·
coordinator rio: later than· .
24, t993:
· tu~sday,.Aug,)st
.
·.
:
th~
of
This two-day workshop .is for
. supen/isors.a-nd managers ·who ·
missed the Citywide training in
· -~ 1~;92. · Workshop dates are:
'
in
.. backgrounds a.,nd cultures. ~ersonnel
staff as an integratect cornpopent of
Department .staff and a 'team eleven . .their departmental training piaris. . .• . .
· trai'ners designed. and developed a
· All this activity has .not gone.
curriculum arid trammg manual
unnoticed. ,- The City, receives . a
tailored -to. address diversity· issues· in . steady stream of calls fmm;all over
-the· City of Seat~Ie. To date; over · the c9untiy: ihqtiiring about th.e .
. 1; lOO managers and supervisors have . ·• tt!lirtlng and requesting copies Of the · ·.
attended_thetn:lining. · · ···. . .·. · · ·.·. Managing Cultural Diversity Tniining ·
. "·Phase II"
the diversity training
Manua:L ... ,Organizations such as the
. will continue in l993> The Mayor's . National League of Cities. and the
. Qffic.e · urges all • departments :to ·u. S. Conference of Mayors. hav'e ·
recognized Seattle.for leadership and
cqntinu.e' to traiq. · managers and
. supervisors who· wete un'able to.. innovation · ir( City gov~rrunent
attend 199J~·l992'trainingsessli:>'ns:
because. of~ Seattle's . diversity
This year, Jwo Managing Cultur31 · iriit_iatives. Mayor. ~ice sums it up by ··
tiiv'ersity Training <workshops h;1ve · ~.sta~ing; _" .. J .see ,di~ersity: as·. the·
s~he.<fuled for- managers" and .. cutting .. edge,· of minaglng i~ the
supervisors in the~ '9:f Professional , public sector> · Evidently; other~
bevei6pmefi·[. \v ~rkshop · · Series
jurisdictions are coming to~the same
Catalog.: . .·In addition this, the
conclu~·ion!
..
.. VALLHNG· AND ·MANAGING
C.UL TURAL DIVERSITY ,.
We~nesday~
·.
4
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· The dity ofSeattle
proken .·
, also urges
. new gro~nd i~ the area' of work force
departments to provide d_iversity• •.
diversity by developing a Managing
training tonon,.supirvisorystaff. To ·
·.·. Cultural-Diversity Training Program _support departmental tiaining efforts,
{of.. all . City -supervisors · and~- the Perspnnel DepartJ?ent Emp!oyee
·.. managers. In )\prii. 1991; ·the Seattle · . Development Team maintains a' list of ·
.. Personnel Department Started to plan
qualified diversity training consultants
. arid QeveJop this iJ1riO.Vative program . and. Will assist depllrtments ..
. that focussed on the changing face of. cont'ntcting and' planning
n'~eded.
Seattle's work force and. the benefit .· Many City departments are plimning
(>(workin.g ~ith people ·fron:i di~erse .. to provide divers_ity training to· their ·
·.Page 2
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.... PERSbNNEL. DEPT;
''·
· ·.Diversity. Trairzing ~arns CifY. ivatl(Jflal Rec()g~itio_n
.· ,:ihside~. ·.
. • .EDITOR's
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.. i=or more information contact.
.. :Bernie H~nzi at.684-7995.
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Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
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of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
�':·'.·.·
A Diver~ityNe-Wsletter
fo·r· the. .',E~ployee~
of
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In. ·.ApfiL . ~93; the Engineering.·
: Department's. So.lid -~Waste • l)tility .
'infprmation and· promotions
~each divers_e groups. ··
·
will
·. (S\VU) hired Sm.isan Arafehto serve as : • Identify strategies and resources to.
th~ lJtility's Diversity Coordinator, l1.
· suppoq the procurement of these
:ifirsi;~ for .the City. Why a first?
recommendations..
·
·
Because Utility _empioyees wo~ked to .
·
·
.
·
d{welop this :diversity.:reia:ted position,. ·• • ·Hire ·a Piversity: Coordinator to ·
.. making S\VU'S Diversity Coordinato~ .
. implement the Utility's diversity
the first:"employe'e generated" position
projects &:initiatives ...·
·
·
· ·
·
With this 'comprehensive w6rk plan
of. its kind~
· Iri 1990, inspired by the Mayor'_s . ihl),arid,. the Utilitybegan the step-bynew policy · on diversity, Utility .. step approval procc::ss to hire: a
· · employees took· the . initiative . ·arid · . Diversity ·Co()rdinator.. . :rhis process
formed ·. a. div(!tsitf committee · r(!quired perseve~arice arid persiste,nce .
· comprised. ·. of field, office and · on the part ofthe DiversiW .Committee:
. adrriiqistrative e_mployees · from all
h::vels of responsibility. }\fter. much
creative brainstorming, the· Diversity
Committ~e. developed ··a . ·, SWU
framework ' for diversity; .· called.
"Recommended Guidelines fot Valuing
and _' M(lnaging · Diversity. ". . This
detailed work plan outlirit::d steps to:
bee.~ with th~ SWU, Ms. Anifeh has
·.• done . a_ rema~kable. job; 'plungi~g
hea~llong. . . into •-. imp~ementihg · the
. committee's. _recommen'dations -and
developing _her· own ideas for the
·•.· Utility, She lias>-estaJJlished a solid .
rapport ~ith. staff to explain the· tohcept · ·
of, diversity_ and _to draw them into
_ parttctpatliig- : in -•. diversify~ related •- ·
projects. Employees say· she is a good
· listener,- good talker;· is enthusiastic,
· icno\vledgeable; . personable, ·_ahd
energetic. . In . Sousan Arafeh, the .·
Utiiity is getting a gbod return ciri ·their
irivestnient in diversity ...·
·
• Increase ~eqsitivity to:diversity.issue~ ·
through· training and' awareness; and.
.establish a process to address, h~n(lle ·
and mediate diversity concern~. .•
• ·Establish. a . process. to.- imp~~ve.'
' understanding .of personnel issues,'
· such .-~s hi l-ing, . urward- m.obllity,
_· ~areer development~ :peerrnentoring,'
·performance evaluations and _exit
. interviews:
· · ···· · ·
··
·
·
·• Develop criteria- for employee Q.iri~g
·_.pan~is, . consultant .· evalu
. 'atio,ns'
·
co_mriiittees; .c,ustomer :· involvement' .
Fi.rs( the ptoposal was presented to
. :': B~caus'6 .· ·of ·. ·the . Diversity
SWU Administrators .. · N~xt,_ ~-SWU
Cortunittee's planning, persistence ~ild
Director Nancy Glaser prese'rited the.
visibri; thc:: JJtility's work planois-now
proposal to Gary ':z;ark~r. Director of being. implemented by 'a first- tate '
.Engineering....·• .. Sl)e .. argued that . .a: .. Diversity Coordina~or. . . .The . swu
Diversity Coordtmttqr: would put. -~e·; Div~rsity· Comi:i}itte.~ .• represent~ the··
Utility in the forefront of_addre'ssing -~ . very: essence.
valuing diversity.; and
work place.· diversity issues. ·. ·. Za.rker·. denjo_nstfates .• that.· employees' can arid "
'agr_eed· to a· .six-month temporary .. shotildhepaitners withmanageriientjn
position as a· "Jirs_t step. " , · . · · · . .. . policy ap.d 'ciecision making' in' the work . ·
·sousan Arafeh joined tl:ie SWU on ·_plate. -J-Iow~ver, ··fo; ·the' Di~erslcy .· .
April. 2, and has immersed hhself in · Corrimittee and Utility empl_oYees; this·· ·
.
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coord_ inatlng __ . the Utihty_·'s. ~iversi_ty::.:• · accomplishment only b_eginsthe process_·:.
.
programs and initiatives. Ms. Arafeh
of lrnplemenilng. tlie Coirunittee's ·.
group~ ind program pianninggroups. bdngs wealth of .talent, en(::rgy, and • reCommendatioris .. With much still =to
·. :. En~ure ·. that .• Utility' .-~~aff ·. and> ·~sinartsi· . to her position: She has . •' achieve, they' 'have -'set in .motion,
earned degrees .··in MulticultUraL · significant- strides in terms .. of
programs are acc~ssible to all
customers:, with· respe~t to .diversity;' Education and workeq ,as a :~onsult<ini· )r~nslatirig diversity • polfcy , into
. and that customer . education;. publjc ·... in the field. . In the short time sh~' s · ' employee~b.ased action.. .
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Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
�A Diversity Newsl~tter for the Employees of the City of Seattle·
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Continuing . a
"tradition· of
excellence," Seattle Mayor Norman B.
Rice appointed attorney Vivian Barruga
Luna to serve as .the new Director of .
the Office for Women's Rights (OWR),
replacing Elaine Ko, who resigned to
pursue opportunities in the private
. sector.
Lima's appointment was
confirmed by the Seattle City Council
on September 27, 1993.
·
Before stepping down, ·Elaine Ko
assessed. · OWR's accomplishments
during her tenure as director._ "I am
very honored to have served in · the ·
· Rice · Administration .to help advance
.the rights of women ~nd sexual
. minorities in Seattle," Ko said .. "I am
proud of the progress we maae in the
areas of domestic violence prevention,
public awareness and education on hate
crimes,
and sexual harassment
prevention training.
It . has · been
challenging and rewarding." We wish
Elaine Ko well as she begins a new
career in the private sector.
In appointing Vivian Luna, Mayor
Rice has placed OWR iri the coinp,etent
and. caring hands of a skilled attorney
who has worked on issues of equity,
civil rights and human dignity all her ·
adult life. A Filipina raised in Seattle,
. Luna graduated· Summa Cum Laude
from Seattle University in Political
· Science arid earned a Juris Doctorate
from the University of Washington
Law School. During law school, 'Luna.
i~terned with Seattle Legal Services
(no~ Evergreen Legal Services) and.
· the San Ft~mcisco Legal Assistance .
Foundation. · After graduation, she
interned_ with the San· Francisco 'Office
of the Public Defender· arid served iri
....
:we>tiw¢in•arycsu
E
Winter 1993
e
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staff attorney positions with the Seattle
.sexual assault and any type of violence
Concilio Legal Department (formerly a
that · affects women, children · and
pr<?gram of the non-profit multi-service. . families. We as a City and a ·society
agency, Active. Mexicanos), Legal
pay for these atrocities in the high costs
Services of Northern California, Inc.
of drug
and
alcohol
abuse,
imd the California State Department of
incarceration, public safety and health
Health Ser-Vices. "I became a lawyer to · and human services that are already
effect charige in social policy. The best · strained. . Not to mt:ntiori, the tragic
way to achieve this is at the executive
cost of depression, loss of self .esteem,
and legislative levels. That's why I
productivity and creativity suffered by
look forward to· working at OWR."
victims of abuse. Imagine what we as
· During _ her legal career, Luria
a society could accomplish if these
practiced public entitlement, health
dollars were spent on preventing
care, immigration, .housing and family
problems, not reacting to ilie outcomes
law in both Washington and California.
of these problems. I would like to see
She ·served as tl1e Director of the . OWR continue iri its role- as an
advocate to· develop a strategic plan in
Washington State Commission on· Asian
Affairs, and. worked on immigrant and _ collaboration with other City
refugee issues regarding access to
departmeqts to address these. issues. "
education, employment, health care and
other civil rights.
. .
According. to Mayor Rice, Luna
" ... will. be an' effective voice for
women, gay men, and .lesbians in the
on-going struggle to achieve equality
and fairness in our society. . She is a
lifelong advocate on - behalf of
communities of color and those
traditionally underserved. We had an
exc~llent Director in Elaine Ko and are
continuing that .tradition of excellence
OFFERED IN '94 BY·
with Vivian Luna."
PERSONNEL DEPARTMENT'S
. Of her appointment Luna says, "I
EMPLOYEE DEV~LOPMENT TEAM
. am excited to address issues affecting
women, gay men' and lesbians: Seattle,
as a City and an employer, is~ national
·.REFER TO YOUR
leader on issues of diversity.
.1994 Citywide Training
However, we can never take this for
Opportunities Catalog
granted, especially in light of the rising ·
incidence · of hate crimes based -on
FOR MORE DETAILS
sexu~l orientation. QWR will 2ontinue ·
. ~ .......................... ·: .......................................................... :
the fight against domestiC violence,
MW*Ei!si§i§§siea
.
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Page 1
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�Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
�----------------------
.- _. DiversityA·ward~ Honor: <;ity Employees
Standi~
gin for flO aiilng Mayor Nr;qn
Rice, Deputy:·M:ayor Bob Watt 'hosted the
. First Annual Diversity A ~a~ds Cere'niony .
· to honor City employees for ~xcellence ·
and leadership ir'i valuing workplace div,ersity. , A standing-roorn-only _crowd attend-·.
_- ed the highly charged ceremony held on.
January 12, in theDomeRoom of the
Arctic :Building. <. · . . _,• .
.
b~toQer, l;ersonn~I,wrdt~ t~ City ~tiiploye~s
' ai1d ten plaques citing excellence and leadership 'wen~ awarded: [see r~lated artlde on
imnouricirig the ceremony arid inv.iting
page 2.] Personnel Director John Ok'amoto ·
them to' n~\nl~ate ''unsung heroes. work-'
· ph1ce eqLiity ancl ,diversity.';• For. this. first
summed up the emotional ~nd uplifting
mood- of the event "The ~ereinony was a
tirne eVent; Personnel: staff couldn '.t esti'inate' the number of ilomiriatio~ form~ to
special ~vent..:the atmosphere was el~ctr!"
comt;~ . They· were astcmi~hed that rie~i·Iy
fying with' people eager to celebrate' the
City's diversity and :to ,congratulate their
sixty were submitted by City efllployees
.· .eager to'n;C'ogni'ze their peers_-- ·
-peers In extending diversity.:.Iwitnessed
-··A s~lection committee. of John
· Honoring City employees fcir their com"_ .
. many teary eyeso(award recipients::'
Ok~tmoto,}rim Croll, Zoia._Fisher, Primo
initment to diyersity, W(\tt said, ''The
.
Employees a~d accomplishmerHs .honMayor and I are very_ plea'sed about these '
ored: at this yeremony. r'epres~nt~d the rich
Valenzuela, and Joanne Anton screened
th-e nomitiations a'ncl made reco;nmenda~
awards because· t'hey reflect one of
diversity of the-City's workforce.· There
the . highest priorifi-es · of· the Rice·· · - tiohs t~ the Mayor?s Office.· ·They. rec~rn- ·
was the astonished d~p~rtment heaci who'd
-~~nded t'ec:ogriitioilfor employe'es who'
Administr;:ttiori:.:the Mayor. is proud of_.
· been nominated. by' staff for· hjs c_ommit~
~alue diversity beyond the· call of ·r.egul~lr
City employees ~ho don't just talk about.
merit to diversity; and the laborer wlw was
diversity,-·but put O!Jr values into practice: ... ".
-duty and who-,i~cqmptishecl 1 a diversity '
nominated by his department head for
_ · ·
"f(rst" for the City.·
.· How did this e\tent come abottt?' 'The
leadership .in diversity: The recipie~t~ ~-,.:,~ -_
.Personnel Depar_trnent ·and the !Ylayor's
An entluis,iastlc cr~wd cheered as recipi~
noll_linees ci~arly illustrated the May'
' o'ffice envisioned the ceremony as way'
. enis were ..calied to:tlie,podium by the
vision .of "_:'··d_ iversity a a--ll le-vels
d~
to "take our pulse" on. diversity_- to see
D~puty Mayor ·.to rect<ive their aw:ird.s ..
responsibility·.:·~: ' ':how diversity is dqirig~'-in:thy City. In
Twenty-nine certificat~s ofachiev.ement
Congr lations to l· 'J!
of
·z
a
.
.
.
· five lndfvidual Plaques:
,·
.
'
'
.
~:~-·AI TuTono, Department of Parks & Recreati-on;
developed im innov~tive program and· suppori network
for youth called "Togetherfor Teens.'~.·
: •!• Officer Ed Harris; Sea ttl~ Police Departincnt.
Training, dev,eloped -an ad~~ncecl training for se~ior
-officers called'"Multi~Cultural Education:" .
.
- ~:• Ruth Yeomans,' Aquarium; De~artt~e~t ofParks &
R~t~eation, developed 'the "Little s'its Program;, to
- 111ake the Aquarium more. accessible-for physically and
· ·. · · '
·. _menlitlly challenged c-hildren: ' · ·
.. ·:~ Michaei Williams, Engineering D~p~rtment,recog- .
nized for ·~~ife Long Achievement;, in promoting civiL ·
. rights_ fo~ _all· people. 'Over fifty 'staff and -managers
sig1'ted a petition in supp'ort of Mr. William's nomination:
. ·:• jaines Dean Roberson, Seattle Ce~ter, -volunteered~· ~
. to supervise a cr~w oft~!; Suli1iner Youth En1pioyment
· students,. who lt;arned: abo~t responsibility;. team ~<irk, · _.
and the importance of staying in scho~JL •An' OLitstandlng .. :
role model, Mr: Roberson demonstrated that-each 'of us
· . carl make difference in our c:.ommunity: .,
a
.· Fiv_e Group Plaques:' .·
.
'
•!~ Hhnian Rela~ions CoD;mittee, Fire. Fighters~ Unio~,- Local 27> meet·.
monthly to address specific ile~ds af)d concerns of their inqea~ingly diverse .
·. rneinbership lll1d to explore strat6gies to build tr'~st and unity withiri the ranks.
. •:• Sm,~h l>re~inct; t>oliee D~pa~tmc~t,- initiated an inno~ative :t:elati~~ship
with the Refugee W~men.'s Alliance to refer aHisk youth an{f~milies for
services anq assistance, By reaching o~t to t~e community, this pr~cinci is' a
Law
Enforeenient Officers
across
the. 'country. ·. .
mqde!Jor
'
,. .
.'
..
. -..
.
•!• ~ast Predn~t Community Polic~ Team, Police Department, have
improved eommuniiy/poliee relations ,by successfuliy serying a broad spectrum of.eiiizens arid groups ih theethnicaily (lnd economically divei-se:neigh- •
bo,rhoodsfroin Broadway to Broadmoor, that include the Gay/Lesbian com-:
'm\!Oity~ academic a~dbusiness COmi_TIUnities, and radic.alpolitical groups., ·. .
. •!• Maj~~ Mich~CI O'M~ho~y and Ca,pt~in Cla~kKirri~rer, W~st Precin-ct
.· ·Con_linandim;, Patrol Division, Police Department, rbcruited arid int~grated'
. , qualified female officers into ranks ()f the PreCinct::~ Under thei~ leadership,
. women h(lveserved with-distinction on elite teiimsancl units. ' . ··__ · -
all
•!• CentraiDist~ict Staff, ~arks a~d Recreation, work with.Coi-nmunity
. Service Officers and s·o~ial service'agencies-to:helpprovide acces-s to·servlce.s ·
for homeless families and .individuals Who "live" in the parks they oversee .. ·
'' Instead of ILtrriirig a bli(ld' eye ..to the ho;n~less; this. staff. has even organized.
· · ·
special everits for children from homeless families.
Page. 1
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This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
••
•easa;w ,.
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Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
SMM¥11
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·. 4th Annual
·
Filipino'Americall · •·, .··
City Emplpyees of>Seattle .·
.. ,., · .· Conft;!rence· ··. . ·
2
Bes~· ··· ~!~:lr~~&~c
~l~e· In~,
200Taylor N. · · ·
·1.-.·,
CityWitlepiversity Ne(wqrk
~
8:30 a._m. - 4:_QO p.m. ••
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...... ...
-
:
· Speake.rs: Metropolitar:- King
. County Coundln1einber Ron
Sims,. City ~ouricil_nie'mber
.·Martha Choe; Jupge LeRoy
· McCullough; Seattle Scl:u:wl
Boardmember AI Sugiyama;
·. : anp.
lie€> Chief. Norman,.
Stamper. ··:Call. 368-'8963 for
, · you·~ r~gistratioq broch.ur~.
Po
.· Se.co~d Annn(ll .
·Diversity Awards .·
· Cer~mony ·: ·
Back·by.Popular·
· ... Demand! ·. ·. · ·
The.SecondAnnual Diversity·
Avyards Cerembny.wi/1 be held:··
. fan~ary-11;.1995
' ·
:Arctic Building D.onie Room .
· . 4:0? to 5:00 p.fl:l ... ·
,-- ..·
.fVtayqr No!'man;B. Rice wilf·be 'on
hand
recdgnize and honor
employees and groups'wfio have.
· .•·I. gon~ th€;: ex_t:~ rr!il~ /n the na~_e of
eqwty and cjwerstty. • Last year's
e'vent wds crhuge success.
' '
to
...
'·,.
'
.
-
tet's do it agaJn! ·
Look forNornincition Fbrms 1n
·you-r dii'partmen(Personriel
Office qfter October 7; 7 99i '
l
-
.
.
-~ea~tle continues to· brdk, ndw called "R.econimendedGuid~line for::~·. ·ground: in the a;ea of workplace diverv~'tuing & Managing Diversity,": and
sity'by. establlshit1ga Citywide netwo~k
proposing ,the City·~ first !n-house · '~
· of diversity co~chairs. {}lDINET, . 9iversity cootdin.ator be hired: Joanne
which stands 'for Citywide Diversl'ty
Anton sha~~d inf;rm~fion on current
l\)etwork; affo.rci's en~ployees ·an oppor: ..Cityw,ide· proje.ds such· ·a·s · the·
'. tunityto work ·iogether arid shar~ ideas . Mentoring·.Program, the Diversity
across· qepartment .lines, aryd;to plan , . Forum, the Diversity Awa~ds: Progt~in;
Citywide C!iyersity events. . .
. . a~d this riewslette_r.
. .
.
.
Last ~1arch seyenil diversi<.
. ,.
A: contest was held to ·.
_ty_ com~ittee ~h~i.rs_ atthe .
·~
~; ~
find a nain~ and iheteby .
CJtY,wide, Otv~rstty
~ ~ ·
IJ_\f '~ .. solidify the ·identity of .·
Forum i:ec?;gntzed
ft. 1\. •
~· A .· · this new group .. The:.
the potenttal of.
~
~ . winning·n;meand
con1ing together as
logo·\Vere designed
by Jiir! Tomisser;
a coalition at'ld pro':·posed forming a.
he~vy tr~ck ~;iver.
Network .. Said City . ·
from Solid W_aste
Light's'
~bra him·
· (Jtil'ity's ·South ·
Mohamed,_ "l fe'l.t' .
'Tr.ansfer~ Station·:
.· : energized an,d renewed
According: to Tomisser, :
· 'just: by talking to peers
...... ·
_he intended 'to p~r-tr~y an
from other departments. As w'e
.
... irri(lge: ''uniquely Seattle:' where.
shtit~ed e~Reriences and i~fo~matio~, we
"rruiny'; come to,MthertO form a solid .
··realized we didn 'i want this tO be a ~ne-'. foundation. He also wanted ·a design thai
' time gathering.". The idea took root .··•·
'.would look great on letterhGaq or ,a t"shjrt!
A: gro~p-met June 23, a~d had b;ief- .. CIDIN_£T's 'future p~ojects, i~cludea.
. ings .em a~iivities, ilCC~rnpJishments ·and :.'Cultural and information fair; d_iversity:
proje<;:ts~ S9Iid Wast,e ·Uti I ity _employ-" .. rdated forums,. and explor~tions 'into ·
ees' Lindh Tho-mpson, Ji.m Totnisser, ·the u'se of technology to provide
.. 'and Le'e Ha'rpe~ told about drafting a' e,inployeeswith access ~6. diversity~·
compreheD~i~e fran1ework for d.iye~sity: . . reii;lted ideas and inforrriatibn.
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�Clinton Presidential Records
Digital Records Marker
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This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
�...
. i:·
: H6we;er, on a iuiiio~al'scaie the 'ADA has- .H~; The~ Gfld Who Enforces Tftem; Guidelines
·c~:~lrw~·-:&}:-:·ltHfi:
'been a public r~lations ..~dream.'com~ true" f~·r for Reporting &Writilig AhoutPeople'with .·
· ·
. ·advocates; For the first .ti_Tl1e, issue~ of:disabili- · Disabilities,'~nd E!?JfJ!oyer Pi:oftle:s: Companies
·''F;e
about the ADA-lately,
ty
getting iultipnal
the.
Who
:'It.Makes Good Sensi io,Employ
exactly whatisit?-". HW:hai do rea_s.ona?le ':: ADA doe$ fqr employment right(natiohally . People.~~;ith Disabilities." . : .. ·. .. ,; .
. .accommodation and .workpla¢e modific~tiqn ' .· wha(no .law c·~n· do' !o~allj: cou~i ruiings . \. Acc-~rding to Nelsonand Wysocki, when
, ,actually ine.an?~' ''\Vi lith~ ADA· affect my . · resuJting from suits fileq·under the ADA coui~ ·.. w~rki~g or.:interaciing. with persons with .dis-·
'-job?;;: ''Hbw .do the Abi~md.the Washington . p9ten_tially. aft'ect enforcement ·Of ~mploymerit .... abilities; don't ma~e assumptions about a per- .
.. . . . . . . ~on based ~n- what' you thihk you know about
: Stai~ .iaw 'diff~r?';. To 'ans~ef,those q~estion's. . .rights laws across the country.. ·
. • and:others, the City'of Seattle offers workshSp,<; · · .To help C:ity employees understand-the ADA ·: his. or tie~ disability. Use logic. when offering~
·... and presentations th~texplai~- \heAD A'and
and reasonable accommodation; the Pe~sonnel . assist'anc:e and don.'t ass urn~ you know what a
aspects of ertip.ioying a'nd working i-ithp~rsons ' . D~pa.r!ment designed two ~orksh.ops. The. person need?·.~ith_out askii1g. Rule ofthumb: .
•. Ami!;·icdtis ~;irh' Dis~hi!ities Act~ What
offel; don't inflict help. Fordetaile~ informawithdisabilities." .
..• '
So what is the A.DA?. Th~ America~s·with •· .E1;ei·yo_n~ N e~cls
'fie iiitated bY . tion· and reSources, call Jennifer Nelson at 684- ·
Disa,bilities- A~t.(ADA), evacted ·by Congr~ss·
Citywide ADA Title I Coordin~tor fienri ·.. 4523, TDD 684-4503. .•· ·· ....
·in I 990, is a co~prehensive. dvil rights law · McCI~nney' ahdAs~istant City' Attorney.L_eigh . · A poster. in· Paul Wysocki's office deliv~rs.
that makes> it· unlawfui for public and private . : A.nn.Tift, outlines the legal aspects and history.. · this>powerful .message. "P~ople. who diCin:t .
. sector employer~ n~tionwicle to discri~inate · · of the: ADA fo[:mariagers and superVisors. ·. know}D.R: tailed h{ln a cripple .. ·People who.· against qu~lifled•individuais.with disabilitle~.
P~rticipants get.'an overview of Title I of the· . ~n-ew him called him "Mr. _President." ·.
Alorig with employment, the ADA also covers . ADA (the portion of the Ia'w that pertains to - . ~=~,;,;~""""=""""';,;,;,==~;;,;,~~
acces~ to programs; services, fa~ilities, a_nd : :·: •employtnent. is.suenind r~asori:aqle i_!CCOmmo- .·
. BASIC
RESOURCE LISJ ·
transportat\on, both'ptibli~ and-private. .. . . . . di_!tion};•as· well: a~ anovervie~ of the Citfs ·
. ' .
.
Ho'We~er, .for Washington State residents and 'policy 'on reasonable accomm_odation •. In small·
MEDIA: '~Mains.tream''
.
. .
. Ci.ty of Seattle employees, the' ADA is actually -· · groups, participanis itpply.what they've'l~arried ·· :· 2973 Beech Street; SanDiego, CA92102
.. .
. the latest .in a-series of laws protecting employ- .: . by solving problerris p'reserited·iri case studies. .
.
Quality
Me~ia
Resources
..
. . mentrights ~fpeisor)s ~ith disab;lities:' How:~ . . The .seco~d workshop, The Amerfcmis wiih
. that? In I Q73, the Siate-of Washington a~dcd . Di.~~hi!itfes Act - Serisitil·itv and· A~·iv·e,;~ss . Washington T~lking B~ok &Br~ill~ Libr~ry .
821 ~en ora St. Seaitle,'wA 98! o3
.
.
. persons \vit\l:·disabiiities _to the Washington . Trainingfor'Cit)· Eniployees·: outiines infonna~ .·
464"6930 <v rrD.D)
_ . .
. :St~t~Layv A:~~il)stDiscriminatio~ _(RCW. ·.. · tion ~rid str~tegies 'to help e,rrtployees under-'
BOOKS: ."No.Pity: The Story of the ·
49.60),
pro,tect' the rights,.'of p~rsons with
st~rid reasonable accommodation and work~ . .·. Disability R,ights Movem~:nt and How It
·, .·physic_al; merital,.a~d ·sensory dis~biiitie_s from . .·place modi·fi~atio~s; facilitators\nclucte Henri
Is Changing America" by)oseph P. Shapiro·
disc~iminatio~. in employment. A year late·r, . · McCie~riey, exp6ri~ fro;n. the State Di~,.-ofVoc: ·
• ''Don't W~rry H~ Won't Get_Far, On.
the CityofSeattle ~9ded persons·with,d{sabili~
Rehab./State.. Q_ept. ·of Social'& H~alth
. . . . ''. . . .. .. ·.
·.
hear~'-so:rri~ch
'
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~r~·
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~
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to
ties to. the ·Fair Employm~ntPractices ·ser~ices, andJ~nriifet Nelson, Disability~
Qrdiriance(FEPO):--'
·. · · .· . .
.·. . . . P~ograin ;\ri~Iyst fr~m Human Rights. -Both.
· Orie m,ight s~y tha(\vith the ADA, ~th~ feder:
'classes ~ill· be repeated: i,ri 1995. ~.Call Henri .
al government finally caught ~p "Yith the City
Mc(]e.nh~y-:at ~8,4-7?.~0 fqr moreinf?~a.tion. ~ _ ,
and 'tbe State! So, is the ADA identical to-. ~ . In addition, . Nelson and Paul Wysocki;
Stat~ law,and. City p_roiri<trice?. No: rri: fact;._ . Supervis~r· qfHRD.:s· Affi~mative Ac-tion/
State law arid City ordinahce. pr~vide greater·. · DisabilitY:.Unit, ,oft.er a presentation; fr~e of ·
oYenill p~dtectioil agai~st discriiT1i~ati~n tl)an : · ·. charge, oh servi~g.cus~omets with disabiiitie_s:_:
the· ADA~ F~r example; bo.th State I~w:a(\d ' 'N~lson and Wysocki 'provide·: valuable faCt;
~ity ordinance_cove(temp9rary disabilities_, · slie~ts .arid r~source infcirm~ti.on su~h.·as> ·
. and City''ordiriance. alsoc'overs 'smaller
Commonly Used ,Terms; Job Analysi~- Ari
· ·. ~~ploy~rs ~-the ADA ge~~rally do~s notc9ver ··· ' imp91~iant Empl~JrhentTooi; Ae}o~m?datio,;s ·
temporary disabilities .. ·
. ·. · Ger.the )ob Done; Employment R(~hts: Who
. ~- -
Foot: The Autobioj£raphy' of a' ·. : ·.
·. Da~g~rotis.Man'' by.JohJ1:Callahah _•·:
·
G()~:cs Committee on Disability Is~ues & EmpL
· (GCI:>E) (206) 438-3168JVoite)or.·
(206) 438-3167(-I,DD), ..
N:w. Disability & Business Tech.Assistimce
··ceriter 800c949~4232(Voice or TDD) .
(or 8oo~949~4ADA) . ·. · ·
·.
.
Toll C~ll206c438-4 ( 16 eli oice or TDD)
Job Ac~o~mbdation Network (iAN) :·• .
· S00-526~ 7234 (Voice qr TDD) ~00-526~4636
·.. (Computer Bulletin Board) ADA HOTLINE:
· S00-23~-9675 (or-800-ADA~WORK) · .
.
...:·'
•'··
.
~-
·Pagel·
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Clinton Presidential Records
Digital Records Marker
A
gas
6¥#±+*
gpwwm;.A.N.
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
�'t··
N~w~lett~r{Ol: the En1ploye'es o(~-he.City. 6r S~a1t.le,
___
''
··vol. III Issue .
-.--,'J~I1il!lD:;y;·m.:•t-t'lJi~fi!SI !:i.B:· ·,m N.-~A\i!l!lBil lf'Lili i!l!i :iO~-N;A-<t-;_·.-EJtJI!i!m ~ -E')RS-I. ima:JiT-;'·y~/-Ail!J!Il iz!.w~-fA-.,-~~:Jl!J_:_- ~in~g-inn-ova-.tivS&mledlllm'lliil.iversi
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to showcase cities thaf ha.ve achievt
·
excellence in diversity:. The compet~. seattle-'w8~ tirstptace ho~·ors at tte : . programs qn preventing hate,cri1rie~,
ti 9 n was divided.by popur(ltioq intq , :
. N~tional Leagu~ of Gities' (NLC),2nd . assisting communit'y organizations ir:i( 'four categoti~s: 2ities with fewer thai). '
resi7 ' ..·_
' An'nu~l Cfty c'i.iltGral Diversity AWard-- •. establishing.racisrrdree zones, ·and. - _10,000 resich~nts; io,OOi , ..
· C~remohyin.Washirigton, D.C: The' -· ctevelqping amore diverseineinbership. . · derits; 50,001 - .wo;OOO residents; aii9
·March -12. event was COcsponsoi:ed by
"This aWard is· a significan(honorfor . more than10Q,OOOrestdents .. · -: : .·
. the Nation~l Leag~e of Cities arid: the -. the City-dnd prove's .that the real work· of
This·· year's.pahel of juclges _truly·__.
-National Black Caucus of Local Elected .. diversity ·happens every daj/asemployees · reflected .the diversity of Am eric~. _
Officials (NBC-LEO), ·an NLC member__, deal with each 'other and with the commu~ · Joining the NBC-LEO Advisory Coui1cil ·
_·constituency group. ·.
· •. . .
..
· nities they ser'Ve," said Mayo~' N~rman · on the panel Were invited ineintiets
.. The award ceremony and keynote . B. Rice, and· I'm proud that the .good' . "from Hispanic, Asian/Pacific, and Gay,
address from ·sena.tor Car6I .Mciseley·work o{City employees is-being rewgniied
Lesbian, and· Bisexual NLC constituen'. Braun (l)-Iil.) ·were th~ preiilier events - on a natiolzal level." JoanneAntoh; .·. cy organizations. ,
. of.· the "Celebrate Diversitt' Breakfast
Citywide Diversity Coordinator;: who . . Applicitions were 'judged ii1 two ·
prepared the application package, :focus areas: how Cities enhanced qtiali-..
·. during the' ·NLC's 'Mu1ual Congressioi1al
City Conference. City Couni::ilmember.
added; "It was a real team effort, ii'i the _. -ty. of .life i~ .the community ~n·d .
. SherrY: Harris, an NBC-LEO rrieniber, . · typ~sofprograrns liighlighted.il1 the cippli-_ , improved equalopportunity and access .
'represented Seattle at the conference ; _.cation pcickage and il1 pulling the cipplica~ -. to gov~rnment serviCes by minority
and accepted the award on behalf of ·.. tiuntogether on very sh01:t notice .. City ' populations; and how cities increased
.. .the City. This prestigious recognition
depwtments responded within hours to my .. citizen participaJfbn in government
demonstrates. h6w· Seattle, once again; . reqLiest for in{ormatioi1 and materials
a 11 d community: activities. Seattle's
'is· ~'leadir~g 'tl:1e ·way" i~. innovative pro, ·. · aboi1t their programs," Anton contiqued. . application packag~ ciemonstrated· how
. grams tliatbenefit both ernployees and· Special thanks go out to_Ticiang ,. diversify not_ Only ben.efits City
. -citizens alike:
· . ·. . ·....· . .
.. Diangson, Solid Waste Utjlity; Garry . employees,: but also the cOmmunity .
. . Seattle~ captured top honors iii the. · Owens, Qepartinent of Neighborhoods;
at large.'
"Large City" categoryforCitywide proc . Gina Santo Domingo, City Light; .
.grams arid initiati'(es, such-~s this newslet- ·. ra·in'ehi Gre~n and Norma Kilaouy,
ter, ·the Annual Diversity, A"Yard
Housing & Huinan Services; and Linda
'
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,·. . .
Ceret'nony~ the Anrual Diversity Foni.m,·
Knudsen,· Kristina Go'nzalez-Olsor(
theMento'ring·.Program, and CIDINET,'
arid Daria DeCooman, ·seattle Arts.·.
MAR·K·YOUR
'the CityWide Diyetsity Netw6rk
. .
Cbimnission; who contributed time,
. Iri addition to Citywide progra.ms,
inaterials and expertise to this pro)e6t:
.
· jt~dges recognized cutting~edge projects·. · According to Martin Taylor at NBc-·
..• 2nd,Annual
· fr9m City depart.ni.ents, such as the . LEO, Seattle scored the. high-est total.
s·olid Waste Utility's Engli·sh ·as· a . numb'er of.points·earned by the Cities·..
C:ity\\·ide Div~rsitv.Forttiil
Second .Language ~e~e~rch Study ·a"nCi .• who applied in all categories. Jh the
.. ·.,.
programs to inarket recycling to diverse . ''Large Citt' ca~egory,. Seattre compet.lifnf~ '27; 1995
--tommunities; City Ughes "We :Speak-. ed against c~'icago, Bo~fop,' Qrlanclo;
. St;attle C~etiter .
· . -Your Language// bookle.t and -tyiultiDallas, Mjl.waukee, >ramp(} Bay,
Northwest
Hoon1s
·.Ethnic Marketing. Piah; DHHS's Tallahassee, Durhain; Fort Worth, and
·Conservation. Program brochures pi:iiit~
Portland; OR.
. . . .... ·. .: · · •
.ed ih multiple languages; Seattle:'Arts
The NBC-LEO established the award '
Pick up. infot:ma1 ioii and·_Commission's -programs that- support .. ·to honor localg~verninents'who have·_
registi"ation -forms from
.
· ... ·seattle:s diV.erse·arts corpmunity!.and
sponsoredand implemented programs'·.
. y;}ll i·. . traiu ing coohlitiaior ·or, ·
_school~basedprograms on issues"of race,
and activities that prom'ot~ diversity.in' ·
. .
Ciill 68-t-7931,
.
gender, bias; peer pressure,:ga.ngs;· cultur_the wbrkpla'ce and in the· coinm'unit}<
aLseparation/div_isiveness, and health; · . The focus oLthis year:s.cqinpetition
.·and Departine.ntof Neighborh()o<;l's ·was to recognize leadership in develop·-.
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Terry Edmonds
Creator
An entity primarily responsible for making the resource
Office of Speechwriting
James (Terry) Edmonds
Date
A point or period of time associated with an event in the lifecycle of the resource
1995-2001
Is Part Of
A related resource in which the described resource is physically or logically included.
<a href="http://clinton.presidentiallibraries.us/items/show/36090" target="_blank">Collection Finding Aid</a>
<a href="https://catalog.archives.gov/id/7763294" target="_blank">National Archives Catalog Description</a>
Identifier
An unambiguous reference to the resource within a given context
2006-0462-F
Description
An account of the resource
Terry Edmonds worked as a speechwriter from 1995-2001. He became the Assistant to the President and Director of Speechwriting in 1999. His speechwriting focused on domestic topics such as race relations, veterans issues, education, paralympics, gun control, youth, and senior citizens. He also contributed to the President’s State of the Union speeches, radio addresses, commencement speeches, and special dinners and events. The records include speeches, letters, memorandum, schedules, reports, articles, and clippings.
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Publisher
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William J. Clinton Presidential Library & Museum
Extent
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635 folders in 52 boxes
Text
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Original Format
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Paper
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Seattle, WA (Shoreline Community College) 2/24/96 [2]
Creator
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Office of Speechwriting
James (Terry) Edmonds
Identifier
An unambiguous reference to the resource within a given context
2006-0462-F
Is Part Of
A related resource in which the described resource is physically or logically included.
Box 29
<a href="http://www.clintonlibrary.gov/assets/Documents/Finding-Aids/2006/2006-0462-F.pdf" target="_blank">Collection Finding Aid</a>
<a href="https://catalog.archives.gov/id/7763294" target="_blank">National Archives Catalog Description</a>
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Publisher
An entity responsible for making the resource available
William J. Clinton Presidential Library & Museum
Format
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Adobe Acrobat Document
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Reproduction-Reference
Date Created
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12/9/2014
Source
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42-t-7763294-20060462F-029-006-2014
7763294