HomeMy WebLinkAbout2021-10-13 DITF Agenda
TOWN OF TIBURON
Tiburon Town Hall
1505 Tiburon Boulevard
Tiburon, CA 94920
Tiburon Town Council
Standing Committee: Diversity Inclusion Task Force
October 13, 2021
5:00 p.m.
TIBURON
DIVERSITY INCLUSION TASK FORCE
AGENDA
CORONAVIRUS (COVID-19) ADVISORY NOTICE
Consistent with Executive Orders No. N-25-20 and No. N-29-20 from the Executive Department of the
State of California, the Town Council Task Force meeting will not be physically open to the public and
all members will be teleconferencing into the meeting. To maximize public safety while still maintaining
transparency and public access, members of the public can access the meeting by following the meeting
live at:
Audio/Video Meeting:
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Meeting ID: 838 6693 8190
Passcode: 024005
Call-in Number: 1 669 900 6833
Meeting ID: 838 6693 8190
Passcode: 024005
Instructions for providing public comment live during the meeting using Zoom are linked on the Town’s
website.
Members of the public may provide public comment by sending comments to the Town Clerk by email at
lstefani@townoftiburon.org. Comments received prior to the start of the meeting will be distributed
electronically to the task force and posted on the Town’s website. Comments received after the start
time of the meeting, but prior to the close of public comment period for an item, will then be read into
the record, with a maximum allowance of 3 minutes per individual comment, subject to the Chair’s
discretion. All comments read into the record should be a maximum of 500 words, which corresponds
to approximately 3 minutes of speaking time. If a comment is received after the agenda item is heard but
before the close of the meeting, the comment will still be included as a part of the record of the meeting
but will not be read into the record.
Any member of the public who needs accommodations should email or call the Town Clerk who will use
their best efforts to provide reasonable accommodations to provide as much accessibility as possible
while also maintaining public safety in accordance with the Town’s procedure for resolving reasonable
accommodation requests. All reasonable accommodations offered will be listed on the Town’s website at
www.townoftiburon.org.
CALL TO ORDER AND ROLL CALL
Town Council: Councilmember Fredericks (Vice Chair), Councilmember Ryan, Vice Mayor Welner,
Mayor Thier (Chair)
At-large Members: Noah Griffin, Anette Harris, Ruben Kalra, Karen Carrera, Leela Stake
ORAL COMMUNICATIONS
Persons wishing to address the task force on subjects not on the agenda may do so at this time. Please
note however, that the task force is not able to undertake extended discussion or action on items not on
the agenda. Matters requiring action will be referred to the appropriate Commission, Board, Committee
or staff for consideration or placed on a future task force meeting agenda. Please limit your comments to
three (3) minutes.
ACTION ITEMS
AI-1. Tiburon 2040: Diversity in the General Plan or as a separate element? Incorporating
diversity into the general plan and ideas for specific areas.
AI-2. Diversity in hiring, employment and Town hiring and employment policies and procedures.
AI-3. Funding for Diversity Inclusion Task Force for special events, training, and hiring.
AI-4. Interaction between DI Task Force and other Town departments and commissions.
ADJOURNMENT
GENERAL PUBLIC INFORMATION
ASSISTANCE FOR PEOPLE WITH DISABILITIES
In compliance with the Americans with Disabilities Act, if you need special
assistance to participate in this meeting, please contact the Town Clerk at (415) 435-
7377. Notification 48 hours prior to the meeting will enable the Town to make
reasonable arrangements to ensure accessibility to this meeting.
AVAILABILITY OF INFORMATION
Copies of all agenda reports and supporting data are available for viewing and
inspection at Town Hall and at the Belvedere-Tiburon Library located adjacent to
Town Hall. Agendas and minutes are posted on the Town’s website,
www.townoftiburon.org.
Upon request, the Town will provide written agenda materials in appropriate
alternative formats, or disability-related modification or accommodation, including
auxiliary aids or services, to enable individuals with disabilities to participate in
public meetings. Please send a written request, including your name, mailing
address, phone number and brief description of the requested materials and preferred
alternative format or auxiliary aid or service at least 5 days before the meeting.
Requests should be sent to the Office of the Town Clerk at the above address.
PUBLIC HEARINGS
Public Hearings provide the general public and interested parties an opportunity to
provide testimony on these items. If you challenge any proposed action(s) in court,
you may be limited to raising only those issues you or someone else raised at the
Public Hearing(s) described later in this agenda, or in written correspondence
delivered to the Town Council at, or prior to, the Public Hearing(s).
TIMING OF ITEMS ON AGENDA
While the Town Council attempts to hear all items in order as stated on the agenda,
it reserves the right to take items out of order. No set times are assigned to items
appearing on the Town Council agenda.
TOWN OF TIBURON PAGE 1 OF 3
STAFF REPORT
To: Chair and Members of the Diversity and Inclusion Task Force
From: Community Development Department
Subject: Addressing diversity/inclusion issues in General Plan 2040
Reviewed By: _________
Greg Chanis, Town Manager
________
Benjamin Stock, Town Attorney
SUMMARY
The Diversity Inclusion Task Force will discuss options, and make recommendations on how best to incorporate diversity/inclusion issues in the new General Plan and what issues should be
addressed?
BACKGROUND
At its meeting of August 11, 2021, the Diversity Inclusion Task Force voted to recommend that the Town Council consider preparation of a separate Diversity Element in the new General Plan. At its September 1, 2021, meeting the Town Council discussed how to incorporate diversity objectives into an update of the General Plan which is at its mid-way point. The Council decided
to return the matter to the Task Force for identification of diversity/inclusion issues that should be addressed in the General Plan and to consider examples of how other general plans have incorporated these issues.
A number of cities in the U.S. have addressed diversity through adoption of strategic plans, and in a few instances in their general plans. Most of these jurisdictions have focused on
diversity/inclusion as a result of significant shifts in local demographics, wishing to facilitate assimilation of immigrants into their communities.
San Rafael recently adopted a new general plan with a separate Equity, Diversity and Inclusion Element which is largely focused on issues affecting the Canal neighborhood (attached as Exhibit 1).
Examples of communities which have adopted Equity, Diversity and Inclusion Strategic Plans include Bend and Beaverton, Oregon (attached as Exhibit 2).
Both the strategic plans and general plan elements seek to formally adopt city policies addressing diversity and to set forth specific actions to implement these policy statements.
TOWN OF TIBURON
1505 Tiburon Boulevard Tiburon, CA 94920
Diversity Inclusion Task Force Meeting October 13, 2021
Agenda Item: AI-1
Town Council Meeting October 13, 2021
TOWN OF TIBURON PAGE 2 OF 3
ANALYSIS
Separate Element vs. General Plan Theme
In terms of incorporation into a general plan, there are two options. The first is to prepare a
separate element specifically focused on diversity issues. San Rafael is an example. The other is to highlight diversity as a major theme in the new general plan, identifying diversity-related policies and programs throughout the various elements of the general plan (such as the Housing, Parks and Recreation, and Safety elements). An example is the recently adopted Novato General
Plan, which highlighted both sustainability and healthy eating/active living as two general plan
themes that wove throughout the general plan (introduction to Novato’s General Plan themes attached as Exhibit 3).
An advantage of having a separate Diversity Element in the new General Plan is to highlight its importance to the Council and community. All diversity-related goals, policies and programs
would be found in one location in the general plan. An advantage of the theme approach is that
diversity policies and programs would be infused into other typical town policy documents, such as the important Housing Element and in more obscure topics, such as equitable access to recreation programs. It would also avoid repetition of policies and programs, such as those related to affordable housing, in more than one location in the plan.
Diversity Topics
As requested by the Town Council, the Task Force should discuss and identify the diversity policy areas of highest relevance and importance to the Town, which will then allow for the preparation of a scope of work and amendment of the original General Plan consultant contract. The following is a list of possible topics to address, summarized from the San Rafael, Bend and
Beaverton examples:
Topic San Rafael Bend Beaverton
City Organization
Training & recruitment of staff and Boards/Commissions X X
Organizational assessment X X
Diversity Task Force/Commission X
Preparation of an equity plan X
Communications
Community engagement/communication X
Language access X
Youth outreach X
Health and Wellness
Public health X X
Food access X
Environmental justice (exposure to hazards) X
Access to Services
Social services X X X
Town Council Meeting October 13, 2021
TOWN OF TIBURON PAGE 3 OF 3
Topic San Rafael Bend Beaverton
Child care X
Neighborhood improvements X X
Multi-cultural community center X
Property maintenance X
Public safety X X
Academic achievement X
Digital divide X
Housing
Housing – displacement X
Housing – overcrowding X
Affordable housing X
Economic Development
Employment opportunities X X
Small business support X
Elderly Services
Age-friendly design X
Elderly mobility X
FINANCIAL IMPACT
Adding a focus on diversity/inclusion issues to the General Plan update underway will require a modification to the consultant scope of services. Depending upon the range and depth of issues
to be addressed, the added consultant costs would likely be in the $10,000-15,000 range for a
Diversity/Inclusion theme, and $25,000-30,000 for a new, separate element. RECOMMENDATION
Staff recommends the Task Force recommend to the Town Council:
1. The best means of incorporating diversity issues into the new General Plan, and
2. The diversity issues that should be addressed in the new General Plan.
Exhibits:
1. San Rafael General Plan Equity, Diversity and Inclusion Element
2. Bend and Beaverton Oregon Diversity, Equity and Inclusion Strategic Plans
3. Novato General Plan Themes excerpt
EXHIBIT 1
San Rafael GENERAL PLAN 2040 Page 14-1
14 Equity, Diversity and
Inclusion
Introduction
The Equity Diversity and Inclusion (EDI) Element recognizes environmental justice and social equity as
important issues in San Rafael and expresses the City’s commitment to work toward a more just and
equitable future for all of its residents. In 2016, the State legislature passed SB 1000, mandating that all
cities with disadvantaged communities incorporate environmental justice policies into their general plans
upon the next revision of two or more elements beginning in 2018. Because this is a new requirement,
San Rafael is one of the first cities in the Bay Area to adopt such an element. The City has interpreted the
State mandate broadly, addressing not only environmental justice but other issues related to the greater
inclusion of all people in local decision-making.
Acknowledging equity and environmental justice as planning issues reflects consensus among policy
makers that marginalized groups, including lower-income residents, communities of color, and indigenous
people, are disproportionately exposed to environmental hazards and resulting health impacts due to past
land use decisions. These inequities are the result of structural factors both explicit and implicit
throughout history, beginning with the displacement of Coast Miwok people from their lands more than
two centuries ago. During the 20th Century, practices like exclusionary zoning, racial covenants, and
discriminatory lending practices (“redlining”) by public and private entities shaped land use patterns that
still define cities across the country today.
The concept of environmental justice recognizes that present-day policies may have unintentionally
negative impacts on communities that are still affected by previous practices of discrimination, exclusion,
and inequality. In addition to addressing these issues in a stand-alone element, environmental justice and
equity are key considerations in other elements of the General Plan, including Housing, Transportation,
Environmental Hazards, and Arts and Culture.
Planning with an Equity Lens
The use of an “equity lens” in planning means that decisions about the allocation of future resources
should consciously consider the historic advantages or disadvantages that have affected residents, the
efforts being made to authentically include residents who have been historically excluded from planning
processes, and the extent to which our decisions place unfair burdens on future generations. In this
context, “equity” is fundamentally different than “equality.” Equality means that each individual is given the
same resources or opportunities. Equity recognizes that each person has different circumstances and
allocates resource proportionally to achieve fairer and more equal outcomes.
“Opportunity for all” is a guiding principle of General Plan 2040—it is intended to inform and shape future
planning, decision-making, and resource allocation. In particular, decisions about land use, transportation,
housing, parks, and public services must consider their potential impacts on under-served individuals and
groups, including how they may mitigate displacement and contribute to reducing inequity. City policies for
housing and other services should be holistic and systems-based, with resources focused in ways that
build wealth and stability and address the most critical community needs.
Exhibit 1
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The State of California has provided guidance in how to address equity and environmental justice in the
General Plan, identifying seven areas of focus:
• Pollution Exposure and Air Quality (largely addressed through Safety and Resilience Element
policies to prevent and mitigate sources of air pollution and protect sensitive populations)
• Public Facilities (largely addressed through policies in the Community Services and Infrastructure
Element, and also in the Mobility and EDI Elements)
• Food Access (including policies in the EDI Element to promote access to healthy food)
• Safe and Sanitary Homes (largely addressed through Housing Element policies that ensure safe
and healthy living conditions, and access to affordable housing)
• Physical Activity (addressed through Mobility Element policies on safe streets and bicycle and
pedestrian travel, through Park and Open Space Element policies on park access, trails, and
athletics programming, and through the EDI Element on environmental health)
Defining Environmental Justice
The California Environmental Protection Agency
(CalEPA) defines Environmental Justice as “the fair
treatment of people of all races, cultures and incomes
with respect to the development, adoption,
implementation, and enforcement of environmental
laws, regulations, and policies.” Fair treatment means
that no group of people should bear a disproportionate
share of the negative environmental consequences
resulting from local policies.
Ancillary to this formal definition are the concepts of
distributive justice, social justice, and procedural justice.
Distributive justice refers to the inequitable distribution
of public harms and benefits across geographies and/or
other groupings. Social justice is more specific,
referring to the way historical injustices have had lasting
intergenerational impacts that continue to be distributed
along race and class lines An example is how
indigenous people and people of color were openly
discriminated against in home loan markets prior to the
passage of the Civil Rights Act. As a result, families
belonging to these groups in the U.S. have had far less
access to property and home ownership, the primary
driver of inter-generational wealth transfer and social
mobility. Procedural justice refers to decision-making
processes themselves as opposed to their outcomes. It
ensures that all people who are potentially affected by a
decision or policy can participate as equal partners in
every level of decision-making.
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San Rafael GENERAL PLAN 2040 Page 14-3
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
• Civil or Community Engagement (including policies in the EDI Element promoting equitable,
inclusive, and meaningful community engagement in local planning processes).
While many of these topics are addressed in other parts of the General Plan, the EDI Element provides an
opportunity to connect them to each other and to the broader issue of equity.
Summary of Disadvantaged Community Data for San Rafael
The California Office of Environmental Health Hazard Assessment (OEHHA) has developed specific
metrics to identify “disadvantaged communities” in California. These are areas that are disproportionately
affected by environmental pollution or negative public health conditions, as well as areas with high
concentrations of poverty, unemployment, low levels of educational attainment, and low rates of English
fluency. OEHHA has developed a mapping tool known as CalEnviroScreen to identify these areas. This
program assigns a score to every census tract in California and then ranks each tract with a percentile
relative to the entire State of California.
The San Rafael Planning Area includes 13 census tracts. CalEnviroScreen was used to map 19 different
indicators at the census tract level in order to compare conditions in different parts of the city, and to
compare San Rafael’s census tracts to the rest of the Bay Area and the State as a whole. City staff also
evaluated other indicators, including access to parks and grocery stores, and overall walkability (Walk-
score). The findings of this analysis are contained in a background report available on the City’s website.
As a whole, San Rafael residents are healthy, with low rates of asthma, low rates of cardiovascular
disease, and very few infants born with low birth weights compared to the rest of California. Every census
tract in San Rafael scores at the median or better compared to the rest of the State in terms of these three
indicators, which generally correlate with high levels of pollution exposure and poverty.
Compared to the rest of California, San Rafael has very high-quality drinking water and good air quality.
Areas of San Rafael near highways as well as industrial-commercial areas with high volumes of truck
traffic score worse than the rest of the city in terms of air pollution but are still roughly at the median for
the State as a whole. San Rafael has very low rates of pesticide exposure, and very few sites where toxic
chemicals have been released. There are a few sites with hazardous materials issues (contaminated
groundwater or soil, etc.); these are generally located in the southeastern industrial areas. The city’s built
environment is relatively conducive to healthy physical activity: roughly two-thirds of the city has a
complete sidewalk network that facilitates access to destinations like parks, transit stops, grocery stores
and schools.
The Canal neighborhood stands out as
having a disproportionate
concentration of households facing
significant socioeconomic
disadvantages. Tract 1122.01—
corresponding to the “Core Canal”
area—scores consistently lower than
the rest of the city on almost every
indicator. The adjacent census tract
(1122.02) covers a larger geographic
area including most of southeast San
Rafael (Bahia, Spinnaker, Bay Point,
etc.) and also scores below the
citywide average on many variables
(see map inset for tract locations).
Page 14-4 San Rafael GENERAL PLAN 2040
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Both of these census tracts are also vulnerable to flooding and the impacts of sea level rise. Table 14-1
displays demographic data for these two Census Tracts and for the City as a whole. While the Canal
today is 80 percent Latino, it was also a gateway community for Vietnamese immigrants in the 1980s and
is still culturally diverse. U.S. Census data indicates that roughly four percent of Canal area residents
speak Asian languages at home, with Vietnamese being the predominant language in those cases.
As Table 14-1 indicates, the “Core Canal” census tract (roughly bordered by the San Rafael Canal,
Kerner, Larkspur Street, and Mill Street) is home to 14 percent of San Rafael’s population. The adjacent
tract (including Bahia de Rafael and the southeast San Rafael employment district) is home to about eight
percent of the city’s population. These two tracts have significantly higher percentages of Hispanic
residents, non-English speaking households, and renters than the city as a whole. The average household
size in the Canal area is 80 percent higher than the city as a whole, despite the fact that most of the
housing units are smaller multi-family apartments. More than two-thirds of the households in the Core
Canal tract meet the Census definition of “overcrowded” (more than 1 person per room).
The Canal area (Census Tract 1122.01) also has a significantly larger percentage of children, with almost
37 percent of its population under 18. The median age is almost 15 years below the citywide average—
nearly half of all residents are 26 or younger. Median household income is less than half the citywide
average, but because of the larger household sizes, the median per capita income is about one-quarter
the citywide average. Approximately one-third of the residents, including many children, were living
below the poverty line in 2018, compared to 13 percent in the city as a whole. More than half of all
residents over 25 did not have a high school diploma.
Table 14-1: Socio-Economic Comparison of Canal Area Census Tracts with Entire City
Demographic Variable
Tract 1122.01 Tract 1122.02 City of San Rafael
Number Percent
of Total Number Percent
of Total Number Percent
of Total
Total Population 8,176 4,964 58,939
Hispanic Origin 7,188 87.9% 3,430 69.1% 18,522 31.4%
Speak English “Less than Very Well” (*) 3,792 60.3% 2,325 54.8% 10,494 19.1%
Renter-Occupied Households 1,665 91.8% 786 61.8% 11,557 50.3%
Average Household Size 4.47 3.87 2.48
Overcrowded Households 1,246 68.7% 398 31.3% 2,411 10.5%
Population Under 18 2,824 36.7% 1,353 29.4% 12,665 21.4%
Median Age 26.8 32.9 41.0
Median Household Income $42,399 $65,250 $87,262
Per Capita Income in 2018 $14,928 $29,586 $53,559
Percent of Residents Below Poverty Line
in 2018
33.9% 13.8% 13.3%
Percent of Residents 25 or older with no
high school diploma
56.3% 36.9% 14.6%
Unemployment rate (2018) 7.8% 3.1% 3.9%
Renter households spending more than
35% of income on rent (**)
944 56.7% 453 60.7% 5,264 47.5%
Source: US Census, American Community Survey (data retrieved 2020, covers 2014-2018). Citywide totals may not precisely align
with other estimates in General Plan due to sampling methods.
Notes: (*) based on persons older than 5 years.; (**) In “Percent of Total” column, the “Total” refers to all renters in this Tract
San Rafael GENERAL PLAN 2040 Page 14-5
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
In 2018, the Canal’s unemployment rate was 7.8 percent. While this was higher than the citywide
average, it is still indicative of a highly engaged workforce. In fact, the less populous Canal census tract
(1122.02) had an unemployment rate below the citywide average, and a large number of moderate
income households. Many Canal residents work in essential service industries, retail positions, health
care, and other services that are the foundation of the city’s economy.
Evaluating finer-grained Census block group data indicates that there are disadvantaged populations in
other parts of San Rafael, including downtown, the Woodland Avenue corridor, the Contempo area of
North San Rafael, and portions of Terra Linda near Northgate. San Rafael also has a relatively large
population of unsheltered residents, including persons with mental health needs and chronic illnesses.
As noted elsewhere in this General Plan, the COVID-19 pandemic has had a disparate impact on Latino
residents, representing 70 percent of all cases in Marin County despite a Latino population that is 16
percent of the county total. Much of the impact can be attributed to crowded housing conditions, as well
as higher-risk occupations such as construction, food service, and health care. Persistent disparities in
employment, income, and access to health care have contributed to increased vulnerability. Many lower-
income residents in San Rafael cannot shelter in place, social distance, work from home, or even attend
school remotely because they do not have the resources or life circumstances to do so.
The six goals in this Element are informed in part by the data presented above, but more broadly by
parallel efforts taking place in San Rafael, ranging from improving internet access in the Canal to district-
based elections. This Element also draws from best practices in urban planning, including equity-based
initiatives recommended by the American Planning Association (Planning for Equity Policy Guide, 2019)
and the State of California (SB 1000 Toolkit, 2018). As described in the text box on the following page, a
Spanish language outreach and engagement program was included in General Plan 2040, providing
insights into community priorities that could not be obtained through traditional methods.
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General Plan 2040 Spanish Language Survey Findings
A Spanish-language community engagement initiative was included in General Plan 2040.
Working with the non-profit Canal Alliance and Communities in Collaboration, a consulting
firm, a local leadership team was created to explain the purpose of the General Plan and
gather input on key issues and priorities. An important part of this effort was to provide a
framework for building the community’s capacity to understand and engage in future
planning processes. The effort included a community survey, which was administered
through in-person interviews. A total of 135 people took the survey. The work was
completed in late 2019, before the COVID-19 pandemic.
Key Findings: Housing, Safety, Parking, and Quality of Life
The survey results indicate a strong message about the most urgent priorities: housing,
safety, parking, and quality of life. The community is ready to engage as partners with the
City in pursuing solutions to these issues. The community indicated relatively high levels of
satisfaction with community services, including police and fire. However, only 31 percent
were satisfied with the Canal as a “place for visiting family” and only 43 percent were
satisfied with street cleanliness.
Almost 90% of respondents reported that smoke and fumes from sources such as outdoor
cooking and idling cars were major nuisances. Perhaps most alarming is that 90% of
residents reported that they do not “feel safe walking at night in the Canal.” Some 87%
suggested that better street lighting could help improve safety. The responses indicate a
higher-than-expected level of trust in police as partners for addressing these issues. There
also appears to be high awareness of and concern about potential threats to the community,
such as sea level rise, flooding, drought, fires, and earthquakes. This awareness is an
opportunity for resilience and preparedness.
The most pressing and worrisome issue was housing; a situation that has worsened over the
last few years, reaching crisis levels. Respondents were nearly all renters (97%). Of all
respondents, 83% paid one third or more of their incomes on housing; of these, over half
were paying 40% or more. About 40% of respondents reported that their rents had doubled
in the last 5 years. Another 25% said their rent had tripled or more.
Survey Report Recommendations
• Build on the Momentum! The capacity-building provided to the Leadership Team
resulted in momentum to continue to learn about city planning and civic engagement to
drive further participation in the Canal. The momentum toward greater engagement
should be continued.
• Expand Partnerships: The City has a remarkable opportunity to continue its partnership
with the Canal Alliance to sustain long-term civic engagement. Establishing formal
partnerships and standing meetings with key City staff is a critical piece to achieving
lasting solutions.
• Neighborhood Planning: The recent designation of the Canal as a Priority Development
Area, as well as a focus area for future adaptation plans, creates opportunities for
deeper engagement and more specific and tangible outcomes.
A full copy of the survey report is available on the City’s website at www.sanrafael.org.
San Rafael GENERAL PLAN 2040 Page 14-7
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Chart 14-1: Place of Birth for Foreign-Born San Rafael Residents, 2019
Planning for a Diverse Community
Diversity refers to the range of human differences in our community, including race, ethnicity, national
origin, gender, gender identity, sexual orientation, age, income, physical ability, and mental health. It is
also a reflection of one’s life experiences, from citizenship level to veteran status. Planning for a diverse
community recognizes the continuum of life and changing circumstances over time. For instance, Census
data may indicate that a fixed percentage of San Rafael’s residents have a physical disability. A much
larger percentage of residents may experience a period in life when they are physically impaired, either
temporarily or through the natural aging process. The City recognizes that diversity reflects a spectrum.
It strives to use language that properly humanizes all people regardless of their circumstance and
implement policies that are responsive to different human needs and conditions.
Diversity is one of San Rafael’s strengths. About 27 percent of the city’s residents are foreign-born. As
Chart 14-1 indicates, the largest immigrant groups in the city are from Guatemala, Mexico, El Salvador,
China, and India. The “all other countries” column in Chart 14-1 includes more than 40 nations around
the world. San Rafael’s Latino community is itself extraordinarily diverse and includes a mosaic of distinct
cultures from many countries, including the United States. The City aspires to create a welcoming
environment for persons of all cultures and countries of origin, regardless of citizenship status.
Continued community dialogue about race and social justice in the city is important. Black, Asian, and
Latino residents have been disproportionately impacted by systemic and institutional discrimination in our
country. San Rafael is not immune to these issues. The City is committed to addressing racism in housing,
criminal justice, health care, employment, education and other aspects of community life. It will work
proactively toward greater equality and a more just community.
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769 605 532 393 381 342 323 321 279 231 208 201 176 172 167 142 134
1968
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1000
2000
3000
4000
5000
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San Rafael is also home to LGBTQ individuals and families, including LGBTQ people of color at the
intersection of multiple identities that may experience discrimination. The City strives to eliminate
homophobia and improve the well-being of its LGBTQ residents.
A diverse, inclusive city also cares for residents with mental health issues, persons with physical and
developmental disabilities, and its unsheltered population. The city’s network of social service providers
is an essential resource in improving the quality of life for all residents. Many of the county’s social
service agencies are based on San Rafael. While each city in Marin should do its fair share to meet these
needs, San Rafael recognizes that as the county seat and largest city, it has a responsibility to be a
regional leader and facilitate compassionate care and creative solutions to homelessness and mental
health challenges.
San Rafael has actively engaged its neighborhood groups in planning and has benefited from thousands
of hours of volunteer participation in its planning processes. It is essential that this input is balanced and
fairly represents the perspectives of everyone in the community. Lower income, undocumented, and
immigrant communities have been less engaged in these processes, limiting the diversity of opinions that
are heard. This creates the potential for outcomes that favor higher income areas. All people should have
access to local decision-making.
New approaches to community engagement should be explored to involve the public more inclusively,
and to ensure that renters, lower-income households, persons experiencing homelessness, youth, and
people of color have a voice in City processes. The lack of participation from these groups is typically not
due to apathy, but rather engagement formats that may not reflect cultural norms, work schedules,
transportation access, income, and competing household priorities. Some communities have responded
by providing stipends to community organizers, launching grass roots education programs in other
languages, and reprioritizing the messaging of their outreach programs to be more culturally relevant.
This may require a shift in resources, including staff or volunteers who speak multiple languages and are
more directly aware of neighborhood needs.
An important part of more inclusive outreach is to follow this outreach with tangible results. Engagement
strategies in disadvantaged communities should be linked to real change, such as local investments in
parks or bike lanes, zoning changes, and approval of projects that benefit the community. Plans should
be realistic and should not over-promise. Continued strong relationships with community-based
organizations are key to building trust and achieving success.
Goal EDI-1: Authentic and Inclusive Public Participation
Provide for the meaningful involvement of all residents in local governance and policy making,
regardless of their income, language, ethnicity, age, sexual orientation, or citizenship status.
Active, authentic, and inclusive public participation is essential to becoming a more just and equitable
city. The City of San Rafael strives for clarity and transparency in city planning processes and
promotes opportunities for effective, inclusive public participation. It partners with residents and
community-based organizations to develop, implement, and evaluate engagement strategies that
meet the needs of each community. It promotes shared leadership and decision-making to empower
communities that have historically been under-represented in public processes. All residents are
invited and enabled to participate in government in a meaningful way.
San Rafael GENERAL PLAN 2040 Page 14-9
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Policy EDI-1.1: Leadership in Equity and Inclusion
Provide countywide and regional leadership in the incorporation of equity and inclusion into local
decision-making.
Program EDI-1.1A: Training and Education. Provide training and education on issues of equity
and inclusion for City staff, Boards and Commissions, and advisory groups. This should include
information about best practices in inclusive civic leadership.
Program EDI-1.1B: Equity Plan. Prepare a citywide Equity Strategic Plan or similar document
that provides guidance on ways to incorporate equity into City practices and procedures. Metrics
to measure progress, including goals for public participation, should be developed and monitored
after Plan adoption.
Program EDI-1.1C: Community Dialogue on Race and Equity. Provide opportunities for
ongoing community dialogue on issues of race and equity, including anti-racism education and
sanctioned space for public expression.
Policy EDI-1.2: Broad-Based Involvement
Partner with community-based organizations to engage populations whose voices have been under-
represented in public processes because of language, mobility, age, citizenship, economic, and other
barriers. Engagement should support self-determination and empowerment, as well as input on projects
and plans.
Program EDI-1.2A: Community Stakeholders. Actively provide engagement opportunities for all
residents through outreach programs specifically aimed at those who are under-represented in
public processes, such as immigrant communities, people of color, youth, and younger families.
Use creative and community-driven methods for reaching under-represented groups, such as
markets, churches, home visits, school events, cultural activities, and informal social networks.
Program EDI-1.2B: San Rafael Website. Use the City’s website and social media presence to
improve participation in City government and increase access to City information and documents.
Program EDI-1.2C: Scheduling of Meetings. Schedule public meetings and workshops at times
and locations convenient to community members. Where feasible, provide child care, food, and
other services to make meeting attendance easier.
Program EDI-1.2D: District Elections. Optimize the opportunity for district-based elections to
increase resident participation in local government, particularly among Latino residents (for
example, by considering Commission appointments by District).
Program EDI-1.2E: CEAP Update. Update the 2015 San Rafael Community Engagement Action
Plan (CEAP) to implement General Plan 2040 EDI policies and programs.
Policy EDI-1.3: Effective and Equitable Communication
Emphasize effective two-way communication between City Hall and the community at large, including
multilingual and culturally appropriate messaging, and engagement formats that reach all segments of the
community.
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Program EDI-1.3A: Removing Language Barriers. Ensure that Latino and other non-English-
speaking populations may actively participate in local decision-making through such methods as
bilingual notices, translation of meeting materials, the use of accessible (non-jargon) and culturally
competent language, Spanish language meetings, new platforms for commenting (such as
Facebook and Zoom), and having interpreters at public meetings.
Program EDI-1.3B: Surveys. Regularly use multilingual, culturally appropriate surveys, focus
groups, and other outreach methods to solicit input from under-represented communities. When
funding is available, outsource survey work to community organizations with engagement grants
or stipends for participation (see also Program CSI-5.3B and PROS-2.2B on surveys).
Program EDI-1.3C: Regularly Scheduled Community Meetings. Convene regularly scheduled
meetings with businesses and residents in lower income areas to address local priorities, report
out on program implementation, and support shared leadership and decision-making.
Policy EDI-1.4: Supporting Community-Based Organizations
Support community-based organizations and advocacy groups in their efforts to communicate effectively
with the City and other public agencies. At the same time, enhance the City’s capacity to improve
listening, accountability, and reporting back to these organizations, and to the community at large.
Program EDI-1.4A: Advocacy Programs. Support training, education, and advocacy programs
by local institutions and social service providers to address the issues facing San Rafael’s lower
income, immigrant, older adult, and LGBTQ populations, as well as others who have historically
faced discrimination or have special needs.
Program EDI-1.4B: Collaborations. Collaborate with local community-based organizations to
develop and implement strategies to engage under-represented groups or populations with
unique issues.
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Policy EDI-1.5: Advisory Committees
Use boards, commissions, task forces, and committees to assist City staff and the City Council in
decision-making processes. Such groups should reflect San Rafael’s demographics and be
representative of all segments of the community.
Program EDI-1.5A: Board and Commission Diversity. Monitor the composition of City Boards
and Commissions, making efforts to provide representation that mirrors the city. When filling
vacancies, focus recruitment and outreach efforts on under-represented populations.
Program EDI-1.5B: Public Input. Encourage public input at Board, Commission, and Committee
meetings. Clearly identify issues, actions, and ways to comment, and provide information early
enough to allow meaningful participation.
Policy EDI-1.6: Youth in Government
Encourage and support the engagement of youth and young adults in government, particularly on issues
that directly affect them such as youth services, education, mobility, and climate change.
Program EDI-1.6A: Youth-Focused Outreach. Work with local school districts, schools, youth
and student groups, colleges, universities, and community-based organizations to increase youth
involvement in local government and public processes. This could include school “clubs”
organized around topics of interest. Youth engagement should be inclusive and reflective of San
Rafael’s demographics (see also Program EDI-5.2A on “Buddy” programs).
As the introduction to this Element observed, San Rafael is a healthy community, and its metrics indicate
relatively low rates of asthma, heart disease, diabetes, and other illnesses, as well as long-life
expectancies. In fact, Marin County is consistently ranked the healthiest county in California by several
organizations. Nonetheless, the COVID-19 pandemic demonstrated that lower income communities in the
city and county are far more vulnerable to public health emergencies than the general population, and
have fewer resources available to cope with and recover from those emergencies. Moreover, San
Rafael’s lower income and immigrant residents have limited access to open space, while at the same time
they live in the city’s densest housing. There are few amenities such as street trees, gardens, and yards,
and limited places for outdoor exercise and fitness. Having safe, healthy places to play, ride a bike, go for
a walk, and experience nature are critical parts of childhood development.
Goal EDI-2: Healthy Communities and Environmental Justice
Support public health and wellness through community design in all parts of the city.
San Rafael’s development pattern and transportation system should support the fitness of its residents.
Physical activity such as walking and cycling can reduce rates of obesity, heart disease, diabetes, and
other chronic ailments. Land use decisions should avoid further compounding health risks in
disadvantaged communities, and should reduce exposure to unhealthy air, high levels of noise,
contaminated soil, smoke, and odors. San Rafael will promote a safe environment for all residents and
ensure that people in every part of the city can lead healthy, active lives.
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A healthy environment also includes access to healthy food. This concept has several dimensions,
including improving nutrition and healthy eating, eliminating hunger, and providing opportunities for local
food production. Most of San Rafael is well-served by markets and groceries, but not all households have
sufficient income to buy food for their families. Factors such as acceptance of food stamps at local
markets, and access to community gardens or other places to grow fresh food, can improve health
outcomes. Likewise, the City can use its land use regulations to avoid excessive concentrations of fast
food or alcohol, vaping, and tobacco businesses around K-12 schools and in other places where children
gather. Efforts are also needed to address the health and nutrition needs of persons experiencing
homelessness and others who may be hungry or in need.
Policy EDI-2.1: Neighborhood Design for Active Living
Improve the design of San Rafael’s neighborhoods to promote physical activity for all residents, including
opportunities for safe walking and cycling, and walkable access to goods and services.
Program EDI-2.1A: Pedestrian and Bicycle Improvements. Implement pedestrian and bicycle
improvements, as described in the General Plan Land Use and Mobility Elements and the San
Rafael Bicycle and Pedestrian Master Plan. This should include improved safety features,
streetscape and landscape improvements, and other improvements that make it safer, easier, and
more comfortable to be physically active in San Rafael, particularly in neighborhoods with less
access to these features today.
Program EDI-2.1B: Public Health as an Evaluation Metric. Consider public health data such as
rates of asthma, heart disease, and obesity when prioritizing capital improvements such as bike
lanes, new parks, and sidewalk improvements.
See also Goals M-5 and M-6 on connected, pedestrian-friendly streets
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Policy EDI-2.2: Safe Space for Physical
Activity
Provide safe physical spaces for children and
families to play and be physically active in all
neighborhoods, particularly in the Canal area and
other neighborhoods where many homes lack
outdoor living space.
Program EDI-2.2A: Increasing Usable
Public Space. Pursue opportunities for
additional programmed public outdoor
space, with a priority on higher density
neighborhoods. Consider the use of City-
owned vacant lots or rights-of-way as
improved open space.
See also policies under Goal PROS-1 on
park improvements
Policy EDI-2.3: Community Health
Increase community awareness about best
practices for maintaining physical and mental
health. Incorporate such practices in City-
sponsored activities and programs (see also Policy
PROS-2.5).
Program EDI-2.3A: HEAL Campaign. Participate in the Marin Countywide Healthy Eating Active
Living (HEAL) campaign, supporting actions that transform the physical environment to improve
health, well-being, and physical activity.
Program EDI-2.3B: Health Fairs. Encourage multilingual community health fairs and other
events that raise awareness of public health among all residents. Demonstrate best practices for
public health and wellness at City-sponsored activities, such as serving healthy foods and
encouraging walking and bicycling to the event.
Program EDI-2.3C: Municipal Code Review. Periodically evaluate City codes and ordinances for
their impact on health, including provisions for tobacco, vaping, and smoke-free multi-family
housing; standards for indoor air quality; and HVAC systems able to sustain safe living conditions
during wildfires, power outages, and extreme weather events.
Policy EDI-2.4: Access to Health Care
Promote access to health care for all residents to safeguard individual and community well-being.
Program EDI-2.4A: Local Health Care Facilities. Support the development of easily accessed
health care and medical facilities in the city, including access to mental health services.
Healthy Eating Active Living (HEAL)
The Marin County HEAL Hunger Initiative is
intended to align systems across government
agencies and community organizations so
everyone in Marin County has access to
affordable, healthy food. HEAL partners work to
improve access to CalFresh (the “food stamp”
program) among lower income households,
reducing food insecurity by removing barriers
and improving food distribution systems, and
improving nutrition through school gardens and
public education.
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Policy EDI-2.5: Environmental Justice
Ensure that land use and transportation decisions do not create disparate environmental health
conditions, such as air pollution and exposure to hazardous materials, for lower income residents and
other vulnerable populations. Work to reduce or eliminate such hazards where they currently exist.
Program EDI-2.5A: Reducing Exposure to Hazards. As appropriate, utilize conditional use
permit requirements for businesses adjacent to residential neighborhoods to reduce resident
exposure to noise, odor, smoke, vibration, and other potentially harmful impacts. Work with
business owners to encourage responsiveness when these issues arise.
Program EDI-2.5B: Reducing Indoor Air Pollution. Support the distribution of bilingual
information on indoor air pollution hazards to vulnerable populations, including lower income
renters. Respond to complaints about smoke and odors in multi-family projects and facilitate
remediation.
Program EDI-2.5C: Environmental Hazard Data. Maintain data on environmental hazards, such
as soil and groundwater contamination and the vulnerability of the population to such hazards,
using sources such as Cal Enviroscreen.
See the Safety Element for policies and programs to (a) require health risk assessments for new
development near freeways and (b) reduce exposure to hazardous materials, including contaminated sites
and new uses handling hazardous substances. See the Conservation and Climate Change Element for
policies to improve air quality, and the Mobility Element for policies to encourage cleaner fuel vehicles.
Policy EDI-2.6: Neighborhood Greening
Encourage the greening of San Rafael’s multi-family districts, including tree planting, landscaping, and
other improvements that enhance aesthetics, reduce pollutants, and improve climate resilience.
Program EDI-2.6A: Greening Priorities. Prioritize City-sponsored urban greening and tree
planting projects in residential areas that currently have lower rates of tree cover, higher
residential densities, and limited access to open space (for example, the Canal area and
Montecito).
Policy EDI-2.7: Responsible Retailing
Encourage responsible retailing of products with the potential to have adverse health impacts, such as
tobacco, vaping, and alcohol. Enforce laws that prohibit the sale or provision of such products to minors.
Avoid their overconcentration in areas with large numbers of K-12 students.
See the Economic Vitality Element for policies and programs on neighborhood business attraction and
retention
Policy EDI-2.8: Food Access
Expand access to healthy food and nutritional choices in San Rafael through conveniently located grocery
stores, small markets, farmers markets, and community gardens, particularly in lower income areas where
existing fresh food options are limited.
Program EDI-.8A: Incentives. Explore incentives for small local markets to offer healthier food
options for nearby residents.
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Policy EDI-2.9: Urban Agriculture
Promote and support small-scale, neighborhood-based, food production, urban agriculture, and reliable
food supply lines from regional growers.
Program EDI-2.9A: Obstacles to Food Production. Review, and revise as needed, San Rafael’s
zoning regulations and codes to identify and remove barriers to urban gardening and small-scale
food production in residential neighborhoods.
Policy EDI-2.10: Resiliency Planning
Improve resiliency planning for climate change, public health emergencies, and other community
stressors among non-English speaking and lower-income populations. Increase awareness of sea level
rise and flooding risks in the Canal area and in other vulnerable areas, as well as the importance of
adaptation measures.
Canal Community Garden
The Canal Community Garden is located on the corner of Bellam Boulevard and Windward Way, a
short walk from the Canal neighborhood. For years, Vietnamese and Latino residents in the
neighborhood expressed a desire to be able to grow and produce foods important to their heritage
and culture. The Garden opened in 2013, with funding assistance provided by the Trust for Public
Land. It has been operated by the City of San Rafael since 2018.
The garden includes raised beds for 92 gardeners; a greenhouse, shed, potting tables, and
composting bin; a trellised outdoor classroom; vegetated rainwater treatment and educational
signage; native planting; and street trees. Sustainable design features such as a rainwater catchment
system have been incorporated to reduce irrigation needs and educate visitors about water
conservation. A second community garden is operated by the City in Terra Linda.
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In 1968, the average American household paid 15 percent of its income for housing. Today, 47 percent of
San Rafael’s renter households and 22 percent of its owner households pay more than 35 percent of their
incomes for housing. The burden is greatest for very low-income households, many of whom pay more
than half of their incomes on rent. These households faced steep rent increases between 2012 and 2019,
creating economic hardship, displacement, and even homelessness. The impact of rising rents has fallen
disproportionately on San Rafael’s Latino families, leading to overcrowding and sometimes unsanitary or
unsafe housing conditions. Loss of income during the COVID-19 pandemic made the situation even
worse.
The City should ensure that its planning and development decisions proactively address these conditions
and do not result disproportionate burdens on households of color. Housing should be produced for
persons at all income levels, and for renters as well as owners. Measures to address the displacement of
existing residents—particularly very low-income tenants—are needed. This is perhaps more important in
San Rafael than anywhere else in Marin County given the vulnerability of the Canal area to sea level rise
and the plans for substantial amounts of new housing in Downtown San Rafael. New and innovative
housing types are encouraged, as is accelerated production of accessory dwelling units.
Safety and sanitation are two critical issues addressed in the policies below. This includes protection from
excessive heat and cold, toxic building materials, mold and poor ventilation, insects and vermin. Over the
years, the City has implemented a number of programs to mitigate these problems, including Residential
Building Record (RBR) inspections on resale of homes and the housing inspection program. The City will
also be developing programs to make housing more resilient to the impacts of sea level rise and tidal
flooding, and to help those needing to relocate in the event of natural disasters.
Most of the City’s housing production strategies and policies are contained in the Housing Element of the
General Plan. The policies below are intended to help frame those policies around issues of equity and
affordability.
Policy EDI-3.1: Preventing Displacement
Prevent the displacement of lower income residents from their homes due to rising costs, evictions
without cause, and other economic factors that make it difficult for people to stay in San Rafael.
Program EDI-3.1A: Anti-Displacement Strategies. Evaluate anti-displacement strategies in
future plans or programs that could result in the direct removal of affordable housing units, the
displacement of tenants, or economic hardships due to rapid rent increases.
Program EDI-3.1B: Renter Protection Measures. Continue to explore and promote measures
to protect San Rafael renters and facilitate positive communication between landlords and
tenants.
Goal EDI-3: Housing Stability
Improve housing stability for all San Rafael residents, particularly those with low or very low
incomes.
Residents should live without fear of being displaced by high rents and a shortage of affordable
housing options. The City will work to reduce overcrowded and substandard living conditions and
provide additional housing choices for people of all incomes. It will also work with landlords and rental
property owners to develop fair, workable solutions.
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Program EDI-3.1C: Climate-Related Displacement. Consider measures to address the
potential for loss or displacement of affordable or lower cost housing in the City’s climate change
adaptation planning.
Policy EDI-3.2: Affordable Housing Development
Encourage the development of affordable rental housing to meet the needs of all San Rafael households.
See also Housing Element H-6, H-14, H-15, H-17, and H-18 for additional policies and programs
supporting affordable housing development, including Program H-17c on fee reductions and H-17d on
streamlined review.
Policy EDI-3.3: Acquisition and Rehabilitation
Support efforts by local community-based organizations and other housing organizations to acquire
private market rate apartment complexes and convert them to affordable housing using state and federal
tax credit programs or create community land trusts to purchase existing housing in order to maintain it
as affordable .
See the San Rafael Housing Element for program recommendations to facilitate implementation of
Policies 3.2 and 3.3.
Policy EDI-3.4: Healthy Homes
Promote and ensure safe and sanitary housing and healthy living conditions for all residents, particularly
lower income renters.
Program EDI-3.4A: Healthy Homes. Support programs and regulations that support healthier
homes, including the abatement of toxic hazards such as lead and mold, the use of non-toxic
materials and finishes, and design features that improve ventilation and indoor air quality.
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Policy EDI-3.5: Property Maintenance
Improve property maintenance and housing conditions in all parts of the city and encourage corrective
rehabilitation of housing that is substandard or poses a hazard to its occupants.
Program EDI-3.5A: Code Enforcement. Provide effective code enforcement efforts in all
neighborhoods to abate unsafe or unsanitary conditions. Ensure that the abatement of violations
does not increase housing cost burdens or result in displacement of lower-income households.
Program EDI-3.5B: Rental Inspections. Continue the Periodic Housing Inspection Program and
Residential Building Record (RBR) inspections to ensure the safety and habitability of all housing
units.
Policy EDI-3.6: Reducing Overcrowding
Work with local advocacy groups to evaluate the housing circumstances of immigrant and refugee
populations in San Rafael, including overcrowding. Determine appropriate implementation measures to
reduce overcrowding without displacement.
Program EDI-3.6A: Incentives for Family Housing. Consider density bonuses and other
incentives for three-bedroom affordable rental units in new construction to meet the need for
housing suitable for larger families and extended households.
Policy EDI-3.7: Emergency Housing Services
Support agencies and organizations that provide emergency shelter, housing, and other services related
to the needs of vulnerable communities, including temporary housing for displaced persons and persons
experiencing homelessness.
Program EDI-3.7A: Temporary Housing for At Risk Groups. Work with community-based
organizations to develop and support temporary housing solutions for lower-income immigrants,
older adults, and other at-risk groups during and after an emergency.
Homeward Bound
The recently approved Homeward
Bound facility on Mill Street will
provided a much-needed housing
resource for San Rafael, including
32 low-income apartments and a 60-
bed emergency shelter. The
complex replaces an existing
homeless shelter on the same site.
The new apartments will include on-
site support services, helping people
transition out of homelessness and
find a path to housing security.
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One of the pillars of equity-driven planning is to prioritize projects and investments that directly benefit
disadvantaged communities. Historically, these communities have experienced a lack of investment or
deferred investments. Lower income communities also may have needs that are different from those of
the community at large, reflecting their culture of origin. Prioritizing improvements in disadvantaged areas
at the local level also may help cities leverage funding at the state and federal levels, and through
foundation grants and other private sources.
The Spanish language survey conducted through General Plan 2040 (see Page 14-6) found that some of
the Canal community’s highest priorities related to capital improvements. More than 40 percent of
respondents indicated they were “not satisfied at all” with street cleanliness and conditions, and 97
percent indicated that garbage in public spaces was a problem in the community. Survey participants
also raised the need for better street lighting and a more visible police presence, with an alarming 90
percent indicating they did not feel safe walking at night in the neighborhood. Nearly two-thirds of the
respondents indicated they were affected “a lot” by the lack of green space in the community. Budgeting
and capital improvement planning processes should consider these factors as resources are allocated.
Goal EDI-4: Equitable Service Delivery
Improve self-sufficiency and empowerment among lower income and immigrant communities
through equitable access to education, health care, public safety, transportation, and social
services.
The City supports the equitable distribution of City facilities and delivery of City services and prioritizes
improvements in communities with the greatest needs.
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Policy EDI-4.1: Prioritizing Public
Investment in Disadvantaged
Communities
Prioritize public investment in capital projects and
public facilities that meet the needs of disadvantaged
communities.
Program EDI-4.1A: Equity Metrics. Use
benchmarks and indicators such as
household income, the presence of children
and older adults, and past investment
patterns, to inform decisions about the
location of future public investments.
Policy EDI-4.2: Equitable Maintenance of
Streets and Public Space
Ensure that street cleaning, litter removal, abatement
of illegal dumping, and the repair of roads, sidewalks,
streetlights and public facilities, is performed
equitably across the city. Responses to reports of
nuisances and violations should be performed without
regard to income or tenure.
Program EDI-4.2A: Nuisance Reporting Systems. Support programs that allow residents and
businesses to easily report incidences of illegal dumping, roadside garbage and litter, vandalism,
graffiti, noise, smoke and fumes, and other nuisances. Maintain data on calls, responses, and
follow-up activities.
Program EDI-4.2B: Security and Safety Improvements. Pursue public safety improvements,
including street lighting, security cameras, better wayfinding signage, and improved sidewalk
conditions, with a focus on neighborhoods with higher levels of need and fewer available
resources.
Policy EDI-4.3: Public Safety in Disadvantaged Communities
Build positive relationships between law enforcement, residents, and businesses in the Canal and other
disadvantaged communities to create a stronger sense of trust and confidence. Ensure that the safety
concerns of disadvantaged communities and persons experiencing homelessness are heard and
recognized by law enforcement, with a focus on serious crimes rather than minor infractions.
Program EDI-4.3A: Neighborhood Safety Partnerships. Encourage partnerships between
lower-income residents and local police to address law enforcement concerns, including
organized events such as neighborhood walks and police “walking the beat” to create personal
relationships and learn about community issues.
Policy EDI-4.4: Public Health Equity
Promote community health services, programs, and partnerships that improve outcomes for economically
disadvantaged residents, including better access to medical, mental health, and social services.
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Program EDI-4.4A: Mobile Health Care. Facilitate the use of public buildings such as libraries
and community centers for “pop up” health services and other activities that promote wellness.
Policy EDI-4.5: Food Security
Improve food security and nutrition, particularly among lower income and frail elderly residents.
Program EDI-4.5A: Food Assistance Programs. Support resident access to food assistance
programs, including local food banks and food stamp programs. Encourage the acceptance of
food subsidy vouchers at retail food outlets throughout San Rafael.
Program EDI-4.5B: Reduced Cost Meals. Encourage free and reduced cost meal programs for
those with the greatest needs, including low income children, seniors, and persons experiencing
homelessness.
Policy EDI-4.6: A Compassionate City
Support organizations and service providers that help those in need in San Rafael. Non-profit and public
entities providing housing, transportation, health care, and other social services to lower income clients,
unhoused residents, and older adults are valued community partners and should remain an essential part
of San Rafael’s “safety net.”
Program EDI-4.6A: Connecting Social Service Providers. Increase awareness of social service
and mental health programs by improving communication between residents and service
providers, facilitating communication among the service providers themselves, and providing
more opportunity for interaction between residents and city leaders.
Program EDI-4.6B: Collaborative Service Model. Encourage and support collaborative efforts
to address local health care and social service needs, including partnerships with community-
based organizations and service providers, partnerships with the County of Marin and other Marin
cities, and interdepartmental efforts within the City of San Rafael.
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Policy EDI-4.7: Transportation Improvements
Integrate equity into San Rafael’s transportation planning and operations. Work with Caltrans, TAM, and
local transit agencies to ensure that their services and improvements recognize the needs of households
with more limited travel options and focus on increasing mobility for all residents. This should include the
funding of transportation improvements that better connect the Canal neighborhood to the rest of the city.
Program EDI-4.7A: Transit Improvements. Work with Marin Transit, SMART, and GGBHTD to
collect and analyze data on the workplace location of San Rafael’s transit-dependent population
so that transit routes and schedules are responsive to needs, and optimally serve those without
cars.
Program EDI-4.7B: Bicycle and Pedestrian Improvements. Prioritize pedestrian and bicycle
improvements in areas where the concentration of pedestrians and bicycles is highest, and where
residents have fewer resources and options to travel. Improve access to bicycles, helmets, and
related equipment for lower income families.
See the Mobility Element for additional guidance on this topic. See Program NH-3.15A on parking
management in the Canal.
Policy EDI-4.8: Community Benefits
Support community benefit programs in which new projects receive development bonuses in exchange
for providing facilities and amenities that benefit underserved communities, such as affordable housing,
childcare, and recreation facilities (see also Policy LU-1.14 and LI-1.18 on bonuses for projects
incorporating community benefits).
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San Rafael GENERAL PLAN 2040 Page 14-23
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
As the building blocks of our communities, schools should be an essential consideration in an equity-
driven General Plan. Quality schools are among the highest priorities in the community, affecting real
estate values and the desirability of our neighborhoods. Education shapes the life experiences of our
youth, provides access to future employment, and can ultimately lift individuals out of poverty. Schools
are also community hubs, providing resources for community services and places to gather.
Because they are separately governed and administered, schools have not always been integrated into
local planning processes. State requirements for General Plans address functional topics such as
transportation and housing, but do not directly address the role of schools or the importance of education
in creating a better future for children and families. Latino students represent 54 percent of the student
body in San Rafael; many of these students enter school speaking English as a second language and do
not have the resources their fellow students have. The City and School Districts can work collaboratively
to address these conditions, beginning with early childhood education and childcare programs, and
continuing through after-school programming and partnerships between schools, local colleges and
universities, and the business community.
While increasing access to economic opportunity begins with education, it further extends to policies and
programs that recognize and support San Rafael’s lower income workforce, many of whom provide
essential services to the community. This includes working with small local businesses and entrepreneurs
to facilitate their success and leveraging the Canal’s designation as an “Opportunity Zone” to create new
jobs and encourage investment in the community. It also includes implementing the policies and
programs in the Economic Vitality Element to sustain a diverse economy.
Policy EDI-5.1: Child Care and Early Childhood Development
Support expanded capacity for affordable childcare and early childhood development centers in San
Rafael, including City-sponsored programs (see also Policy PROS 2-4).
Program EDI-5.1A: Business Partnerships. Support partnerships with local employers to make
child care more affordable and accessible for low-wage workers. Quantify the potential benefits
to employers to help make these services available.
Policy EDI-5.2: After School Activities
Provide safe, affordable after-school opportunities for children and teens, along with information on
programs for members of the community who may be unaware of these opportunities. Work with the
community to identify gaps and unmet needs, such as extended hours and weekend activities, and to
increase access to services.
Goal EDI-5: Access to Education and Economic Opportunity
Reduce barriers to education and economic mobility for all San Rafael residents.
The City collaborates with private, non-profit, and other public partners to support quality education,
affordable childcare and after school programming, vocational training and career advancement, and
programs to help residents overcome barriers to employment and economic stability. Every San Rafael
resident should have the chance to learn, grow, prosper, and succeed.
Page 14-24 San Rafael GENERAL PLAN 2040
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Program EDI-5.2A: Buddy Programs. Collaborate with the school districts to develop “buddy”
or “host” programs enabling San Rafael families to provide social, cultural, and academic support
to English learners and new students from other countries.
Program EDI-5.2B: Cultural Competency. Ensure that the City uses culturally appropriate
strategies and messaging when providing information to students and parents regarding extra-
curricular activities.
Policy EDI-5.3: Reducing Academic Achievement Gaps
Support local schools in their commitment to equity among students from different socio-economic
groups. Encourage programs and initiatives to assist students with special educational needs or
household circumstances that create barriers to learning.
Program EDI-5.3A: Financial Aid. Raise student and family awareness of opportunities for
grants, scholarships, internships, and programs that provide financial assistance for education
and career development.
Policy EDI-5.4: Employment Readiness
Create strong partnerships between schools, community-based organizations, and the business
community so that San Rafael students and adults are prepared for jobs in the local and regional
economy and can access career resources in a variety of fields.
Program EDI-5.4A: Youth Employment. Encourage youth training and employment programs,
partnerships with the private sector and community-based organizations, and similar measures to
improve career opportunities for younger San Rafael residents.
See also Policy EV-1.8 on workforce development
Marin County School to Career (STC)
Partnership
The Marin County STC Partnership brings
schools, businesses, and organizations together
to expand educational opportunities for students.
The Marin County Office of Education
coordinates this partnership on behalf of local
school districts, serving students from all
academic, social, and economic backgrounds.
The Partnership provides internships, job
shadowing, and informational interview
opportunities that allow student to explore
possible careers, think about their futures, and
develop workplace skills. More than 200
business and organizations have been engaged
in the program.
San Rafael GENERAL PLAN 2040 Page 14-25
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Policy EDI-5.5: Career Ladders
Support investment in programs and services that create career ladders for lower income workers and
support advancement to better paying jobs and greater financial stability. Encourage local employers to
coach and mentor students and young professionals seeking career advancement.
See the Economic Vitality Element for relevant programs
Policy EDI-5.6: Local Workforce Retention
Recognize the economic contribution of San Rafael’s low- and moderate-income workforce to the local
and regional economies, and to providing essential services in times of crisis. Preserve existing jobs and
ensure that the City continues to provide pathways to employment for persons with a variety of skill and
education levels.
Program 5.6A: Measuring Workforce Contributions. Develop data to quantify the contribution
of San Rafael’s low- and moderate-income workforce to the local and regional economies. Use
this data to develop responsive economic development policies and programs and increase the
safety net for critical low-income workers.
See the Economic Vitality Element for Workforce Development and Workforce Housing policies and
programs
Policy EDI-5.7: Small Business Support
Create a supportive environment for small businesses in San Rafael. Effectively respond to small
business concerns related to crime, infrastructure, litter, parking, loitering, and similar issues.
Program EDI-5.7A: Business Assistance. Explore opportunities to assist San Rafael’s small
businesses and entrepreneurs, including minority-owned businesses. This should include
partnerships with the Hispanic Chamber of Commerce and similar organizations.
Program EDI-5.7B: Hiring Incentives. Support incentives for contractors and builders to hire
local workers, with a focus on increasing business opportunities for lower-income tradespersons.
See also Program EV-2.2A on “shop local” campaigns and EV-2.2C on local purchasing
preferences
Policy EDI-5.8: State and Federal Programs
Identify areas in San Rafael that are eligible for state and federal funding or other financial benefits due to
demographic and economic conditions. Pursue grants and participate in programs that address these
conditions and improve economic opportunity for local residents and businesses.
Program EDI-5.8A: Opportunity Zone. Continue to evaluate the potential benefits of the
designation of the Core Canal Census Tract as an “opportunity zone” by the State of California,
including possible funding for transit, affordable housing, and capital improvements. Activities
related to the Opportunity Zone designation should include specific provisions to minimize the
displacement of residents and businesses.
Page 14-26 San Rafael GENERAL PLAN 2040
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Policy EDI-5.9: Affordable
Commercial Space
Encourage below market rent space for
community-based organizations, supportive
service providers, and organizations that assist
disadvantaged populations. Avoid the
displacement of these businesses due to rising
rents.
Program EDI-5.9A: Cooperatives.
Encourage cooperate ownership of
assets such as housing, vacant land,
local energy systems, and incubator
business space as a way to reduce
business operating costs.
Program EDI-5.9B: Community
Benefit. Recognize below market space
for community-based organizations as a
community benefit that triggers eligibility
for density or height bonuses in new
development.
Policy EDI-5.10: Bridging the Digital
Divide
Encourage future advances in technology and
new technology infrastructure to be equitably
distributed so that households of all incomes
may benefit. Implement strategies to make
technology resources more affordable and
accessible to lower income households.
See also Policy CSI-4.16 on technology
infrastructure
Program EDI-5.10A: Access to On-
Line Learning and Work. Support
efforts to provide all students with
access to on-line learning and the
capacity to work remotely. Work with
local service providers to improve
access for lower income households,
especially households with children.
Wi-Fi and Digital Equity in San Rafael
Access to the internet is necessary for so many
facets of our lives including getting news and
information, participating in civic life, applying for
jobs or unemployment, access to education, and
more. Residents in San Rafael do not have equal
access to the internet and computers at home. The
COVID-19 pandemic has exacerbated digital equity
issues as the shelter-in-place orders have led to
remote learning, high levels of unemployment, and a
reliance on digital civic engagement methods.
In June 2020, the City asked 1,500 residents about
how they accessed the internet; 850 of the survey
responses were from people living in the Canal.
Among the Canal respondents, 42 percent said their
internet was not fast enough to watch a video without
it buffering; this compared to only 13 percent outside
the Canal area. Moreover, 44 percent said it was
difficult to connect to the internet.
When schools moved to an online learning model, an
immediate need arose to better connect students to
the internet and provide them with laptops. The City
started working with the County of Marin, San Rafael
City Schools, and Canal Alliance on a multi-pronged
approach to the problem. These collaborative efforts
include providing families with personal hotspots;
promoting low-cost/free home internet programs;
boosting WiFi signals at libraries, schools, and
community centers; and providing Chromebooks to
students. Thanks to several community volunteers
and these partnerships, work is underway to create a
public Wi-Fi network in the Canal, which is the area
with the greatest, concentrated need.
San Rafael GENERAL PLAN 2040 Page 14-27
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Persons over 65 are projected to be the fastest growing segment of the population during the time
horizon of the 2040 General Plan. Marin County already has the highest median age of any county in the
Bay Area, and that median will rise in the future. As this population ages and increases in size, it will
become more important to put strategies in place that recognize the housing, health care, mobility, social,
and other needs of older adults. This is particularly important for frail elderly residents who require
greater levels of care and assistance.
Figure 14-1 indicates the percentage of San Rafael residents who are 75 years or older in each census
tract. The figures range from 0.9 percent in the Canal to 17.6 percent in the Smith Ranch area. In some
neighborhoods—including Terra Linda, Peacock Gap, and Glenwood—roughly one in six residents is over
75. Many of these residents reside in single family homes, most living independently and sometimes
alone in one-person households. Looking forward, a growing number of residents may seek to modify
their homes, making it easier to “age in place.” Others may require on-site care, or greater assistance
around their homes. Single seniors may seek to share their homes or add an accessory dwelling unit.
Still others may seek to downsize to smaller homes or find housing with supportive services. The City
should plan for and accommodate all of these options.
Goal EDI-6: An Age-Friendly Community
Enhance the quality of life for older adults in San Rafael.
As an inclusive community, San Rafael is a city that works for everyone, regardless of age or ability.
The City provides access to services and resources that make it easier for older adults to stay active
and connected. It plans and provides appropriately for older adults who need assistance.
Age-Friendly Communities
San Rafael became a member of
the World Health Organization’s
Global Network of Age Friendly
Communities in 2017. An Age
Friendly Community adapts City
services and facilities to be
accessible and inclusive to older
adults with different needs and
capacities—making it easy for them
to stay active and connected to
friends, family members, and
activities. The Age Friendly
Communities network enables
cities to share ideas, resources, and
success stories, creating an
expanding toolkit of potential
initiatives. The City of San Rafael
has created an Age-Friendly Task
Force to explore these initiatives
and develop a Strategic Plan.
Page 14-28 San Rafael GENERAL PLAN 2040
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Housing is only one area where policies and programs may need to adapt to meet changing needs.
Transportation services are critical for those who are disabled or unable to drive. The design of City
facilities, parks, and other outdoor spaces should consider the needs of a growing population of older
visitors. Opportunities for social engagement, ongoing participation in civic and community life, and social
participation are also important. Health care services will also need to evolve, recognizing changing
demographics and helping older patients access the services they need. These changes should occur in
a way that recognizes the other principles of the EDI Element, ensuring that services are available to all
residents, regardless of their ethnicity, income, neighborhood, or family circumstances.
Figure 14-1:
Percent of Residents Over 75 by Census Tract
Source: US Census, ACS 2020. City of San Rafael.
San Rafael GENERAL PLAN 2040 Page 14-29
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Policy EDI-6.1: Planning for an Aging Population
Proactively address the needs of San Rafael’s aging population through collaboration, planning, and
programs. Monitor trends and data so that services are responsive to needs.
Program EDI-6.1A: Age Friendly Plan. Prepare an Age-Friendly Strategic Plan for San Rafael
that identifies specific and culturally responsive actions to ensure that older adults may thrive in
the community. Periodically monitor progress on Plan implementation, consistent with WHO Age-
Friendly Global Network guidelines.
Policy EDI-6.2: Aging in Community
Improve opportunities for older adults to age in place and continue living independently in their San Rafael
homes. This should include recognition of the importance of in-home support services and caregivers, At
the same time, provide more options for those seeking to “age in community” and relocate to suitable
housing in the city that includes supportive services, smaller units, and access for persons with mobility
limitations. This includes support services and facilities for those suffering from dementia-related illnesses
and those who have become homeless due to medical or mental health conditions,
Program EDI-6.2A: Aging in Place. Continue to support programs and services that assist older
adults with home modifications that facilitate aging in place. Support home sharing programs that
pair empty nesters with rental seekers.
Program EDI-6.2B: Affordable Housing Options for Older Adults. Encourage the construction
of affordable senior housing, and accessory dwelling units that provide more affordable
alternatives for older adults. Also, support programs that provide direct and indirect assistance
for older renters.
Page 14-30 San Rafael GENERAL PLAN 2040
E Q U I T Y D I V E R S I T Y A N D I N C L U S I O N E L E M E N T
Policy EDI-6.3: Mobility for Older Adults
Maintain mobility options for San Rafael’s older adults by providing safe streets and flexible, responsive
public and private transportation services, including services specifically designed for those with mobility
limitations.
Program EDI-6.3A: On-Demand Transportation Services. Improve on-demand transportation
options for older adults, including volunteer driver programs and programs pairing new student
drivers with seniors.
Program EDI-6.3B: Universal Access. Incorporate principles of universal access in the design
of public facilities, sidewalks, and outdoor spaces and buildings. Reduce risks associated with
falling and improve lighting and sidewalk conditions in areas where hazards may exist.
Policy EDI-6.4: Accessible Community Services
Provide a range of convenient and accessible services for San Rafael’s older adults, including health and
wellness, caregiving, recreation and fitness activities, age-friendly technology, and social services.
Program EDI-6.4A: Access to Resources. Improve access to community programs and
resources for older adults, including increased on-line services and technology training and
partnerships with Marin County In-Home Supportive Services.
Policy EDI-6.5: Disaster Preparedness
Ensure that the needs of older San Rafael residents are specifically considered in disaster preparedness
planning, and that barriers and challenges are effectively addressed.
Program EDI-6.5A: Outreach and Education. Engage older adults in focused disaster
preparedness outreach and education, emergency and shelter-in-place drills, wildfire prevention
programs, and evacuation plans. Focus on older adults with the greatest needs, including in-
home support.
See also Goal S-6 on emergency preparedness
Policy EDI-6.6: Social Connections
Strengthen social connections for older adults living alone by providing accessible community activities,
programs that avoid loneliness and social isolation, and demonstrating respect and value for each
individual.
Program EDI-6.6A: Inclusion and Participation Initiatives. Provide opportunities for social
connections, including discounted or free community events, intergenerational programs (for
example, pairings of students and older adults), mental health services, multicultural programs,
and working with organizations such as Marin Villages to engage and empower older adults.
EXHIBIT 2
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Diversity, Equity and Inclusion
The 2019-21 City Council Goals include a commitmentto embedding diversity, equity and inclusion (DEI) inthe City of Bend.
The City also has an Accessibility Program. Its mission is to ensure that every program, service, benefit, activity
and facility open to the public, operated or funded by the City, is fully accessible to and usable by people with
disabilities.
WHAT WE'RE DOING AT THE CITY OF BEND
The City of Bend is committed to investing and building our work and focus on diversity, equity and inclusion
(DEI). In 2019, City Council established a specific DEI goal, “Embed a commitment to diversity, equity and
inclusion within the COB and publish DEI statistics to the public by 6/30/20,” and created four key strategies
which are listed below. Learn more on the City Council Goal dashboard.
DEI Training Program
The City of Bend offers training opportunities for City Council, staff, and volunteers to build awareness and
understanding on a wide range of DEI topics. Trainings are tailored to meet teams’ specific needs and offered
through a variety of platforms. As part of the commitment to DEI training, the City partners with the COCC Public
Sector Employee Training Program.
Organizational Assessment
The City hired a consultant to conduct an internal survey and organizational assessment to help identify strengths
and opportunities for supporting employees and community members from underrepresented and marginalized
groups. The final report and summary will be used as a baseline to develop action plans and build resources over
the coming year.
Short-term Task Force
Community members from diverse backgrounds worked with City staff to provide recommendations to improve
services to underrepresented or marginalized community members. The task force also made recommendations
for establishing the Human Rights and Equity Commission. For more information about the task force’s
recommendations, please see the Allyship in Action Report to City Council.
Human Rights and Equity Commission
On October 17, 2020, City Council had its first reading of an ordinance to establish the Human Rights and Equity
Commission (HREC). The commission ensures historically marginalized and underrepresented people and
communities in Bend have equal access to City programs and services, representation in City decision-making,
and a venue to raise concerns and complaints about discrimination.
PARTNERSHIPS AND MEMBERSHIPS
In addition to the DEI Council goal, the City of Bend is an active member in the organizations and initiatives listed
below. The City also partners with a number of community organizations engaged in local diversity, equity and
inclusion efforts through participation in their events and programs, and formal sponsorships.
Welcoming City
Bend is a Welcoming City, a member of the Welcoming America Network. Welcoming Cities are guided by the
principles of inclusion and creating communities that prosper because everyone feels welcome, including
immigrants and refugees. Since 2017, the City of Bend has worked with community groups to host Welcoming
Week, a series of events for people of all backgrounds to come together and create a stronger community by
building meaningful connections and affirming the benefits of being welcoming to everyone.
Inclusive Innovation Initiative
The City is a participating member of the Inclusive Innovation Initiative (I3), which is dedicated to empowering
Bend’s organizations, institutions, and companies to be more diverse and inclusive. The initiative is an effort of
community members from various organizations, institutions, and businesses within Bend and the surrounding
area who are interested in providing information to local employers and leaders for the purposes of increasing
awareness of DEI-related principles, practices and local opportunities.
Partners in Diversity
The City is a member of Partners in Diversity, a nonprofit organization that seeks to address employers’ critical
needs for achieving and empowering a workforce that reflects the rapidly changing demographics of the Pacific
Northwest. Partners in Diversity provides educational programs, job postings, and access to multicultural
networking events.
COCC Public Employee Training Program
The Public Sector Employee Training Program at COCC was created by Human Resources representatives from
several regional public agencies and Central Oregon Community College's Continuing Education program.
Courses focus on building professional, leadership and technology skills, and recently added DEI trainings to its
offerings.
Sponsorships
The City Council values and recognizes the importance of community organizations, programs, services and events
that (1) advance Council adopted goals, City-wide policies and the City’s strategic planning, (2) promote the City of
Bend, (3) support non-profit organizations or other organizations serving the community, (4) are held for the
general economic benefit of Bend’s diverse business and cultural communities, or (5) support the City’s
community and/or planning and neighborhood objectives. For more information about sponsorships visit the
sponsorship page.
DEI UPDATES
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WHAT YOU CAN DO
If you are looking for ways to get involved, sign up on our email list:
SUBSCRIBE
Subscribe to receive updates.
Email
Email Address
SUBMIT
IMPORTANT DOCUMENTS
Equal Rights Ordinance (6/16/04)
Resolution 3068 - Welcoming City (6/21/17)
Not in Our Town Proclamation (2/21/18)
Resolution 3110 - Inclusive Innovation Initiative (3/7/18)
Council Memo: Report and Recommendations on DEI Council Goal (8/19/20)
Allyship in Action Report to City Council (8/19/20)
Allyship in Action Presentation to Council (8/19/20)
Council Memo: Welcoming City Resolution and Potential Additional Actions by Council (9/11/20)
City of Beaverton
Diversity, Equity, and Inclusion Plan
Recommendations from the Diversity Advisory Board
DENNY DOYLE, MAYOR
I’m proud to live in one of the
most diverse cities in Oregon.
The richness of the cultural
diversity that has come to
characterize our city is part of
what makes us such a vibrant
community.
We recognize that to be the Best
of Oregon, we must understand
how our community is evolving
and how we can best meet the needs of those who live here.
We need to promote and harness the capacity of all members
of our community if we want to stay economically competitive
and socially and politically relevant in the world today.
What you’ll see on the following pages is a reflection of several
years of conversations and groundwork laid for cultural inclusion.
In 2009 we hosted the first city-sponsored multicultural community
forums, bringing together over eighty community leaders
from communities of color, immigrant and refugee, and ally
communities to talk about priorities and the future of Beaverton.
From that process, an ad-hoc Mayor’s Diversity Task Force began
to work together to help us strategize how to address issues of
cultural inclusion. One of their key recommendations was to
create a community advisory board on par with other boards
and commissions to help lead this work—today known as the
City of Beaverton’s Diversity Advisory Board.
Kudos to members of the Diversity Advisory Board, who in
their first year of hard work have developed this wonderfully
comprehensive, yet realistic document. It provides a clear outline
of priorities and direction for how we can help all members of
our community thrive. Their vision (and that of all who helped
shape it through their input) speaks volumes to the importance
and momentum of this work today.
This plan will require all of us to come together as a community
to bring these goals to fruition. We all have a role to play and
our collective future depends on its success. Please join us
in committing to make equity and inclusion a reality for all in
Beaverton.
Mayor’s Message
1 Letter from the Diversity
Advisory Board
2 A Word about the Plan’s
Focus;
Definitions
3 How the Plan Comes
Together;
The Life of the Plan
4 Diversity and Racial
Disparity in Beaverton
6 Key Areas
6 Language Access
8 Individual & Family
Support
10 Public Safety
12 Economic
Opportunity
14 Infrastructure &
Livability
16 Health & Wellness
18 City Practices
20 Multicultural
Community Center
22 Implementation &
Accountability
24 Community
Feedback
25 Acknowledgements
Table of Contents
1BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Beaverton’s Diversity, Equity, and Inclusion Plan:
A Vision for the Community
Nael Saker, Chair
Jane Yang, Vice Chair
Samira Godil, Secretary
Paolo Esteban
Faridah Haron
Ali Houdroge
Edward Kimmi
Esther Lugalia-Imbuye
Cynthia Moffett
Shariff Mohamed
Ruth Parra
CeCe Ridder
Mari Watanabe
Diversity, equity, and inclusion matter because we have a shared fate as
individuals within the Beaverton community. We share prosperity when everyone
living in Beaverton achieves their full potential. Research shows that inequality
hinders economic growth while inclusion promotes economic growth.
Working towards equity and inclusion will benefit us all by supporting a healthier,
more competitive, more diverse workforce and business sector. This stronger
workforce will have increased purchasing power to support local businesses
and generate a higher tax base to support necessary government services. A
more diverse local business community will attract customers from around the
region and stimulate the local economy.
Supporting diversity, equity, and inclusion makes not only economic sense – it
is also the ethical choice. The City of Beaverton and community partners can
fulfill their mission by working to transform our institutions around these concepts
to ensure fairness and opportunity for all. Feedback collected during the
development of the Beaverton Community Vision produced a goal of building
a friendly and welcoming community. This shows that the people of Beaverton
value a community that is inclusive.
This document is a directional plan, identifying where we should start and what
we should focus on first. There are likely many issues not yet articulated here that
can be addressed later as they are identified. The plan is a living document; it
is meant to be revisited and revised periodically. This plan will give the City of
Beaverton and its community partners a place to start strategizing its diversity,
equity, and inclusion work.
Sincerely,
Beaverton’s Diversity Advisory Board 2014
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN2
A Word About the Plan’s Focus
In order to have an impact we know we must
make choices about how to focus our work in
addressing the issues of diversity, equity, and
inclusion. This plan places a special emphasis
on racial/ethnic diversity and eliminating the
barriers that exist specifically for communities
of color, immigrants and refugees in our
community. This is for three principal reasons:
1) The demographic shift in our community
has been dramatic and demands
attention. While Beaverton was once an
overwhelmingly homogenous community,
today it is one of the most racially/ethnically
diverse cities in the state. The makeup and
needs of our community have changed and
we must recognize this and be responsive.
2) Data on racial disparities in Beaverton
demonstrates strong evidence of institutional
barriers still present today that impact the
wellbeing and success of certain sectors
of our community, evident along racial/
ethnic lines. Everyone in our community
has the right to feel safe and be treated
with respect and dignity in all contexts. We
have a responsibility to do what we can to
ensure equitable outcomes and access to
opportunities for all.
3) As the Diversity Advisory Board, we have
been tasked to focus on cultural inclusion
primarily as it relates to racially/ethnically
diverse populations. As a public institution,
the City of Beaverton recognizes the
need to intentionally work to incorporate
populations that have been historically
underrepresented and underserved by
government.
Definitions
How do we define diversity, equity,
and inclusion?
• Diversity is the variation of social
and cultural identities among
people existing together in a
defined setting.
• Equity is when everyone has
access to the opportunities
necessary to satisfy their essential
needs, advance their well-being
and achieve their full potential.
• Inclusion means that everyone can
participate and everyone belongs.
3BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
How the Plan Comes Together
The key areas that follow identify opportunities
and barriers to equity across eight themes. The
areas are broad ranging and interdependent,
meaning that overlap necessarily exists and
progress in one area is expected to have a ripple
effect across other areas.
Each focus area begins with a brief description
of why the area was chosen as a priority. It then
states an overarching goal followed by several
descriptive, aspirational statements. The final part
of each area spells out recommendations for
concrete actions that we see as opportunities to
reach that goal.
Plan approvalby DABPlan revisionsCommunityfeedbackPlanconceptualization
Review of research
and regional models,
brainstorming
Plan readoption with
timeline and
implementation partners
Timeline
created
Community
partners identified
Work begins on
initial actions20
15 Plan adoption
by City Council 2016
20
14
The Life of the Plan
You may notice that this initial version of the Diversity, Equity, and Inclusion Plan focuses on articulating
an overall vision for this work and does not spell out the details of implementation. Many of the ideas
contained here will take broad community support to bring to life, so over the next year the Diversity
Advisory Board will work to recruit partners and develop a timeline for implementation. This is how our
process has looked and how we see it moving forward:
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN4
Diversity and Racial Disparity in Beaverton
Today Beaverton stands out because of its diversity. The makeup of our city has grown and diversified
at a dramatic rate over the past several decades and this plan is an effort to strategically address and
respond to these changes. Overall local demographic data shows that:
15.9%
14.5%
2.6%
People
of
Color
33%
White
La9no
Asian
&
Pacific
Islander
Other
Race
People of Color in Beaverton• One in three people living in Beaverton
today is a person of color, compared
to just 1% of the population that was
recorded as non-white in the 1970 census.
Communities of color in Beaverton are
currently growing six times as quickly as
the white population.
• The largest communities of color in
Beaverton are Latinos and then Asian
& Pacific Islanders, each representing
close to one-sixth of the total population.
The Latino population is projected to rise
to almost a quarter of the Beaverton
population by 2020. Certain tracts of
the city contain some of the highest
concentrations of Asians in the state.
Black and African Americans make up
2.8 percent and Native Americans 1.9
percent of the city’s population.
• Almost 1 in 4 people in Beaverton was born outside of the US. Twenty-eight percent speak a language
other than English at home and 1 in 8 are not fully fluent in English. Over ninety different languages
are spoken in the homes of students in the Beaverton School District.
We know that the growth of diverse populations in our city has meant valuable contributions to the
city’s business sector, local tax base, and community fabric.
However, data on racial disparities shows that severe and lasting inequities impact these populations
on a daily basis. Addressing these inequities will create a more vibrant and prosperous community
for everyone as we better utilize the collective talent, energy and productivity of all members of our
community. Racial disparities data shows us that locally:
• Over half of the white population owns their home in Beaverton compared to just one third of the
populations of color. A greater percentage of people of color live with unaffordable rental and
mortgage payments every month.
• Neighborhoods across the city show vastly different levels of racial diversity. The Vose neighborhood
has one of the highest rates of diversity in the city, with 55% residents of color. In contrast, the West
Slope neighborhood shows just 16% of its residents identifying as people of color.
5BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
44%
5%
31%
7%
13%
Management ($38.01/hr)
Natural resources ($24.55/hr)
Sales & office ($18.02/hr)
Production, transportation ($16.65/hr)
Service ($14.21/hr)
10%
12%
19%
17%
42% Management ($38.01/hr)
Natural resources ($24.55/hr)
Sales & office ($18.02/hr)
Production, transportation ($16.65/hr)
Service ($14.21/hr)
Mean hourly earnings (US)
10%
12%
19%
17%
42% Management ($38.01/hr)
Natural resources ($24.55/hr)
Sales & office ($18.02/hr)
Production, transportation ($16.65/hr)
Service ($14.21/hr)
Mean hourly earnings (US)
Occupation in
Beaverton
0
10
20
30
40
50
60
All
families
Families
with
female
head
of
household
All
people
Under
18
years
old
65
years
and
over
People
of
Color
White
Disproportionate Poverty Rates in Beaverton (by %)
White Latino
• Communities of color fare worse across all poverty indicators in Beaverton; families of color have 3
½ times the rate of poverty as white families.
• Almost a quarter of adults of color in Beaverton have an educational level less than high school,
compared with just 5% of the white population. Around 40% of Latinos and Native Americans lack
the benefit of any diploma or degree.
• 1 in 2 students in the Beaverton School District identifies as a youth of color, while only 12% of staff
are people of color. Students of color experience disproportionately higher rates of exclusionary
discipline. While 1 in 50 white students are lost to dropout, the rate of dropout is 1 in 21 for students
of color overall and 1 in 7 for Native American students.
• Over 40% of white workers in Beaverton occupy higher paying, better quality management jobs, while
a similar percentage of Latinos (and Native Americans) work in low-end service sector jobs with an
estimated earnings differential of $23.80 per hour. The Black and African American population has
an unemployment rate of more than 1 ½ times that of the white population in Beaverton.
Data in this section are from Ball, Alexis (2014). Examining racial disparities in Beaverton. Portland, OR: Center to Advance
Racial Equity, Portland State University. Available at http://www.centertoadvanceracialequity.org/publications/4585054222
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN6
Language Access
Language Access is a key area due to the large number of immigrant and refugee newcomers
to Beaverton that speak languages other than English at home. Executive Order 13166 related
to Title VI of the Civil Rights Act stipulates that public entities receiving federal funds must ensure
that people with limited English proficiency have meaningful access to programs and activities.
Goal: Everyone has access
to and is treated with respect
and dignity in receiving the
services provided by the City
of Beaverton regardless of
English proficiency.
• The City of Beaverton provides consistent,
high-quality, culturally appropriate translation
and interpretation services through the use
of trained professionals to remove barriers
for people with limited English proficiency
in accessing city services, programs and
activities.
• City employees demonstrate competence
in interacting with people with limited English
proficiency, have the ability to access supports
for translation and interpretation, and are
increasingly multilingual.
• City programs regularly provide materials in
other languages to improve access for people
with limited English proficiency.
• The public is aware of and accesses materials
and services in other languages besides
English.
7BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Adopt and implement a Language Access
policy for the City of Beaverton highlighting
priority languages for those with limited English
proficiency. Standardize the provision of
translation and interpretation services and
establish a clear protocol for staff on how to
seek language supports when needed.
• Create a centralized city budget line for
contracting professional translation and
interpretation services, including simultaneous
interpretation for public meetings upon
request.
• Offer trainings to all front-line city staff on how
to interact with members of the public who
have limited English proficiency. Increase
multilingual capacity among new hires in front
line positions. Encourage city staff that wish
to improve their skills in other languages by
supporting access to language classes.
• Advertise bilingual premium pay in job
announcements, promote multilingualism
as an asset in hiring decisions, and advertise
new jobs in culturally specific outlets to attract
multilingual candidates. Consider expanding
the list of languages earning premium pay
to other priority languages as defined in the
Language Access policy.
• Identify and translate key printed materials/
forms used in existing programs, including
the Your City Newsletter, city and library
websites. Expand the use of non-text-based
communication for more visual and oral
learners (e.g. graphics, video, etc.)
• Continue to invest in and expand the
Beaverton City Library’s collection of materials
in other languages besides English. Consider
the use of technology supports to help staff
with basic communications and to identify
needs for language support.
• Provide scholarship funds to reduce the
financial barrier for speakers of other languages
to participate in the Master Recycler volunteer
program.
• Develop a volunteer program for multilingual
youth and adults to assist with city events and
outreach activities to increase dialogue with
members of the public with limited English
proficiency. Provide training, internships, and
school credit to youth for volunteering with
the program.
• Promote public awareness of the availability
of materials and services in other languages
besides English. Prioritize outreach and
promotion of city events in culturally specific
publications. Make multilingual voter
registration information available through
existing programs.
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN8
Individual & Family Support
Individual & Family Support was chosen as a key area to encompass a focus on meeting basic
needs for stability and wellbeing throughout the lifespan. This area focuses on the role of social
services, education, enrichment, and civic opportunities within the community.
Goal: Everyone has access
to the services they need
throughout their life journey
from infants to seniors.
• Beaverton provides culturally appropriate
services to youth, seniors, and families with
young children.
• Increasingly strong public education
opportunities exist from birth through high
school and serve as the foundation for
development and success of all youth in
Beaverton. The gap in high school graduation
rates between students of color and white
students no longer exists and rates for all
students improve.
• All youth are supported and have meaningful
opportunities to engage in positive social and
civic activities.
• Schools and libraries are regularly utilized
for community education and gathering
centers to stimulate lifelong learning and
intergenerational learning.
• Opportunities exist for midlife and older
adults to actively connect and participate in
community life.
9BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
• Collaborate to promote a statewide
legislative agenda on racial equity in
education to develop strategies to eliminate
disproportionality in school discipline rates (a
key factor to which low graduation rates are
attributed).
• Continue supporting PCC’s Future Connect1
program as a way to promote opportunities for
continuing education for youth transitioning to
adulthood.
• Promote internship and volunteer
opportunities in the city and community based
organizations for youth of color and of low-
income backgrounds to engage in learning
about and shaping their community. Expand
the reach of youth leadership opportunities,
such as the Mayor’s Youth Advisory Board
and the Teen Library Council, to regularly pull
representatives from across all schools.
• Expand arts and library programming for all
ages, income levels, and neighborhoods.
Focus on historically underserved populations
and offer intergenerational opportunities
to intentionally engage seniors alongside
younger populations.
1 PCC Future Connect provides scholarships, career
guidance and advising to first generation and low-income
students attending community college.
Concrete Actions to Realize Goal:
• Facilitate collaboration between local service
providers, culturally specific organizations, and
community non-profits to identify and address
the community’s basic needs for education,
training, health care, and social services.
• Expand access and opportunities to apply
for social service funding among culturally-
specific organizations and organizations that
serve communities of color, immigrants and
refugees in Beaverton. Increase the overall
funding allocation to these organizations to
reflect community demographics and need.
• Develop a city resource guide with multiple
access points (e.g. online, print, phone, etc.) in
multiple languages that connects community
members to existing resources and basic
services (food, shelter, medical, transportation,
etc.).
• Support high-quality, affordable childcare and
senior care options for low-income, working
families as a key to improving educational
results for students who miss school to help
out at home.
• Advocate for the expansion of early childhood
education and literacy programs in libraries,
Head Start, etc. Increase promotion of and
access to Beaverton’s strong international
schools among youth of color.
• Boost Upward Bound educational talent
search and TRiO-like programs in high schools.
Fund campus visits to local colleges and
universities. Support mentoring programs for
youth of color (e.g. Big Brothers/Big Sisters).
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN10
Public Safety
Public Safety was chosen as a key area in recognition of the fundamental importance of a
sense of security and fairness in the institutions tasked to protect the community, and the trust
and communication necessary for a successful community policing model.
Goal: Everyone feels safe and
is treated with respect and
dignity in Beaverton’s public
safety system.
• Demographics of public safety personnel
reflect and honor the racial/ethnic diversity
of the city.
• Public safety personnel demonstrate cultural
responsiveness in interactions with members of
all of Beaverton’s diverse communities.
• Beaverton’s public safety system is responsive
and operates with maximum accountability
and transparency.
• Everyone feels comfortable initiating contact
with public safety personnel regardless of
identity and knows what to expect from these
interactions.
• Community members have access to
interpreters and advocates in interactions
with the public safety system.
• The public safety system actively protects
vulnerable populations and addresses issues
that disproportionately impact communities
of color, immigrants and refugees.
11BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Prioritize recruitment of diverse racial/ethnic
applicants to fill new public safety positions
in Beaverton. Research successful models on
how to intentionally diversify public safety
personnel and implement new strategies to
meet this goal. Create metrics and evaluate
regularly to show progress made in this area.
• Institutionalize mandatory training in cultural
responsiveness for all public safety personnel.
• Regularly collect and analyze disaggregated
data on police stops, arrests and prosecutions
to proactively address any potential issues of
racial disparity.
• Evaluate the experience of defendants in
the local court system and recommend
improvements.
• Educate the community on the existing
process for bringing complaints and concerns
forward about police interactions, as well
as the accountability process following
complaints. Create more opportunities for
dialogue between the community and police.
• Promote the city’s Human Rights Advisory
Commission (HRAC) as another channel to
bring forward concerns about Beaverton’s
public safety system.
• Reaffirm the Beaverton Police Department’s
commitment to not “use agency moneys,
equipment or personnel for the purpose of
detecting or apprehending persons whose
only violation of law is that they are persons of
foreign citizenship present in the United States
in violation of federal immigration laws.”2
2 ORS 181.850 Enforcement of federal immigration laws
• Continue the efforts of public safety personnel
to build strong community relationships
and trust through outreach and hosting
informational events. Expand the presence of
police at culturally specific community events.
• Prioritize recruitment of diverse racial/
ethnic community members to participate
in programs such as the Citizens Academy,
Victim’s Advocates, and the Community
Emergency Response Team (CERT). Continue
support of PAL (Police Activities League) to
expose youth of all backgrounds to the police
department.
• Proactively address the issue of sexual
exploitation and trafficking of individuals in
Beaverton.
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN12
Economic Opportunity
Economic Opportunity is included here as a key area because it is a crucial element that allows
individuals and families to meet their basic needs, maintain self-determination, and have the
opportunity to build stability and wealth into the future.
Goal: Everyone has the
opportunity to thrive
economically.
• Everyone has access to employment at a
living wage.
• All racial/ethnic communities are proportionally
represented across job sectors in Beaverton,
from service to managerial positions.
• Everyone in Beaverton has access to the
education and/or training necessary to enter
skilled jobs, both in the trades and office-
based professions.
• Existing business resources are well connected
and provide support to all of Beaverton’s
racial/ethnic communities.
• The City of Beaverton actively supports
local businesses that have been historically
underutilized in government contracting.
Programs and resources exist to support the
success of existing small businesses as well
as stimulate new business development in
communities of color.
• Collective economy and micro-
entrepreneurship initiatives are fostered
through community programs and policy.
• Measures are in place to prevent displacement
of local workers and businesses as development
happens across the city.
Concrete Actions to Realize Goal:
• Expand adult basic education programs (i.e.
GED, English and literacy classes) and target
populations with the lowest education levels
in Beaverton to participate.
• Expand access to job training, internship and
apprenticeship programs through partnerships
with community colleges, businesses, and
organizations, targeting populations with
the highest unemployment rates. Explore the
development of low barrier internship and
open learning programs with large employers.
13BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
• Offer opportunities related to youth
employment beginning in grades 8 or 9. Link
PCC Future Connect participants and local
high school students to summer internship
and work opportunities at the city. Expand
city partnership with programs that target low-
income youth of color (e.g. Summer Works).
• Expand workforce development programs and
efforts to connect underserved communities
with existing job readiness programs (e.g.
employment-specific language training, job
and interview clothing resources, preparation
skills).
• Provide culturally-specific and targeted
employment resource information for
communities with the highest unemployment
rates.
• Create economic development programs
that target business owners of color and link
to the city’s microfinance program to support
the success of these businesses. Convene
gatherings to raise awareness about business-
owner needs and city resources. Create a
community buy local/buy diverse campaign
that promotes local, racially/ethnically
diverse small businesses. Prioritize economic
development that creates living-wage jobs
in the city.
• Expand availability and awareness of
opportunities for financial literacy training.
• Actively support leadership opportunities for
professionals of color through scholarships,
networking opportunities, and job promotion.
• Host an annual job fair sponsored by the City of
Beaverton, chambers of commerce, and other
existing business resource organizations for
local businesses and job-seekers to connect.
Include information relevant to teens.
• Evaluate and improve how current partnerships
(e.g. tech incubator and executive suites
business that the city supports) serve
populations of color.
• Remove barriers to micro-entrepreneurship
and allow incubator space for a variety of
sectors (i.e. allow food carts, continue to
support the farmer’s market, etc.). Advance
food cart research project as a way to
promote entrepreneurship. Actively promote
the Allen Blvd. corridor study.
• Create an MWESB (minority-owned, woman-
owned, and emerging small businesses) policy
for procurement at the City of Beaverton.
Provide outreach and education to local
business owners who may qualify for state
MWESB certification. Give preference to hiring
contractors that pay living wages.
• Create a database where local vendors can
register to supply city government. Work with
Finance to improve procedures for payment
to small businesses who cannot invoice and
wait for payment.
• Ensure there is a jobs/housing balance in
plans for zoning so people throughout the
community can live near where they work.
Consider ways to facilitate development of
new businesses in Beaverton that hire and
supply locally as a preventative measure
against the negative impacts of gentrification.
• Create an international night market with
traditional foods, providing a space for cross-
cultural exchange and economic opportunity
for food entrepreneurs. Combine with a
monthly international flea market.
• Create more community supports for collective
economy such as neighborhood tool libraries
and co-working spaces (e.g. labs, kitchens,
office space, fly-in desks).
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN14
Infrastructure & Livability
The Infrastructure & Livability key area addresses the physical structures, systems, and city
planning that facilitate life, work, mobility, play, and other essential life activities for everyone
in the community.
Goal: Everyone has access to
the infrastructure to support
good quality of life, including
adequate housing, public
transportation, and parks and
recreation centers.
• Everyone can access safe, decent,
affordable and fair housing3 within city limits.
Neighborhoods include a diversity of housing
types to maximize choice for people of all
economic and social circumstances.
• Demographics in each of Beaverton’s
neighborhoods reflect overall city
demographics. People of color, immigrants
and refugees feel welcome and comfortable
in any Beaverton neighborhood.
• Neighborhoods are increasingly walkable and
provide access to basic services.
• Everyone can access affordable public
transportation near their home and work.
• Everyone can access parks and recreation
centers near their home.
• The impacts of gentrification are regularly
evaluated in housing policy, land use and
planning decisions and measures are in place
to prevent displacement.
3 Fair housing: prohibits discrimination of home sales, rentals
and financing based on race, color, national origin,
religion, sex, familial status or those with disabilities.
15BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Create a multi-faceted strategy to address
homelessness in Beaverton that includes a plan
for accessing emergency shelters, supportive
housing, medical and social services, and job
training.
• Implement the 2012 Fair Housing Plan with
Washington County.
• Fund a rental inspection program in Code
Compliance to ensure that rental properties
meet minimum health, safety, and accessibility
standards.
• Support community education and advocacy
on tenants’ rights to give everyone the
knowledge and resources to prevent housing
discrimination.
• Support the Metro Brownfields Coalition
Legislative Agenda for 2015 addressing land
banks, rent control, and inclusionary zoning.
• Expand programming to support first-
time homebuyers. Direct funding toward
underserved populations with the goal of
reaching proportional levels of homeownership
across all racial/ethnic communities in
Beaverton.
• Work to create a housing trust to purchase
properties and expand public housing
for low-income populations across city
neighborhoods. Provide funds to promote and
incentivize the supply of multigenerational
housing and improve programs to retrofit
housing for accessibility.
• Partner with community banks to provide low
to no-interest loans to existing low-income
housing outside the downtown core that
needs improvement so that people do not
have to move.
• Prioritize street improvements that provide
families with safe routes to work, school, and
recreation (e.g. mid-block crossings between
family housing units and parks, bike lanes,
street lighting).
• Work with TriMet to improve transit stops
and times in Beaverton. Prioritize active
transportation projects and public transit
near low-income housing. Ensure that
representatives of racial/ethnic communities
who use public transit the most are at the table
when discussing current and future public
transit options.
• Create a program to help teens become
familiar with public transit.
• Continue to prioritize close proximity to parks
and recreation centers in land use decisions
and city expansion. Ensure that planning in
new areas is not car-focused so that new
housing options are not limited to the wealthy,
but also provide options for low and middle
class families.
• Clean up areas of town that require trash
removal, maintenance of overgrown spaces,
etc.
• Support and provide information on affordable
broadband access for all.
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN16
Health & Wellness
The Health & Wellness key area was chosen in recognition of the fundamental importance of
fostering a healthy community. Priorities in this goal are aligned with the Washington County
Community Health Improvement Plan (CHIP) and the City of Beaverton’s comprehensive plan
health chapter.
• Health care providers demonstrate cultural
responsiveness, including protecting patient
privacy and cultural and religious dietary
concerns.
• A wide variety of affordable and accessible
recreation options exist to serve the needs
and interests of everyone living in Beaverton,
regardless of age, income, lifestyle, or ability.
Parks and recreation facilities are equitably
distributed throughout the city.
• Safety net programs exist that promote long-
term health and maximize independence
among vulnerable populations in Beaverton.
Goal: Everyone has access
to resources that support
holistic health, well-being, and
extended life.
• Actions are taken to reduce the predictive
nature of race/ethnicity on health outcomes
and life expectancy through access to
preventative health measures for everyone.
• Everyone lives in a clean, safe community
free of environmental hazards to public
health. Monitoring of environmental justice
issues ensures communities of color are not
experiencing disproportionate health impacts.
• Everyone has access to healthy, affordable
foods that reflect their culture.
• Everyone has access to affordable, quality
prenatal, medical, dental, mental health, and
emergency care.
• Health initiatives are coordinated to address
the three core priority areas identified in the
county-wide assessment: chronic disease
prevention, access to integrated care, and
suicide prevention.
• Community education exists on multiple levels
to encourage preventive health behaviors to
support well-being and longevity.
17BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Support sustainable, local food systems, food
hubs, and food retailers to increase access
to healthy food throughout the city. Promote
location of full-service grocery stores, fresh
produce markets, and ethnic markets within
½ mile of residential neighborhoods.
• Participate in the Healthy Eating Active Living
(HEAL) Cities campaign.4
• Reduce barriers to siting community gardens
and increase access to fresh, local agricultural
products. Support the creation of community
gardens in apartment complexes and in every
neighborhood, through programming that
intentionally links underserved communities
to these spaces.
• Promote location of preventive and urgent
care medical facilities within Medically
Underserved Population Census Tracts.
• Ensure that critical health care education
is provided to students in elementary and
secondary schools. Partner with community
based organizations, health foundations,
and clinics to promote community education
on how to access appropriate health care
services.
• Work to connect everyone to primary care
through strategies such as school-based
health clinics.
• Implement cultural responsiveness training for
local medical providers, including education
about health conditions that impact specific
populations differently.
4 A partnership of the League of Oregon Cities and the
Oregon Public Health Institute, with support from Kaiser
Permanente to make healthier choices accessible,
affordable, attractive, and convenient to help fight the
epidemic of weight-related illnesses, including Type II
diabetes, hypertension, stroke, heart disease, infertility,
and depression. www.healcitiesnw.org
• Increase awareness among communities of
color of existing opportunities for organized
recreation. Expand opportunities for culturally
specific programming.
• Create more off-street trails to make walking
and biking to do errands a regular part of a
healthy lifestyle.
• Do a study of access to healthy food,
walkability and food deserts5 in the city.
• Support culturally-specific coordinated service
delivery and access to information and referral
for food, housing, health care, and other
basic necessities of life. Encourage public
and private efforts that support food pantries
and other supplemental programs, especially
to meet the nutritional needs of infants, youth,
and seniors.
5 Food deserts: “…urban neighborhoods and rural towns
without ready access to fresh, healthy, and affordable
food. Instead of supermarkets and grocery stores, these
communities may have no food access or are served only
by fast food restaurants and convenience stores that offer
few healthy, affordable food options. The lack of access
contributes to a poor diet and can lead to higher levels of
obesity and other diet-related diseases, such as diabetes
and heart disease,” (USDA website).
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN18
City Practices
City Practices was defined as a key area to address the overall policies, practices, and culture
of city government in Beaverton. This area addresses participation of underrepresented
communities in city governance and ensuring that resources and services are accessible and
equitably distributed.
• The City of Beaverton evaluates its programs
and practices to ensure compliance with
Title VI of the Civil Rights Act that prohibits
exclusion, denial of benefits, or discrimination
under any program or activity based on race,
color, or national origin.
• The City of Beaverton promotes data
transparency through collection and sharing
of disaggregated data where possible on
programs and services to proactively address
any potential issues of racial disparity.
• City staff and elected officials participate
in regular training and discussion on topics
of diversity, equity, and inclusion. They
demonstrate cultural responsiveness in
interactions with members of all of Beaverton’s
diverse communities.
• City staff and elected officials regularly attend
cultural events and work closely with community
partners to build trusting relationships and
open channels for communication.
Goal: City practices reflect
the needs of our diverse
community. Programs,
services and decision-making
processes are accessible to
and incorporate members
of all of Beaverton’s diverse
communities.
• Diversity, equity, and inclusion are core
values in the planning, implementation and
evaluation of programs and projects in the
city. Departments link their strategies to metrics
and measure progress in this area.
• Historically underrepresented communities
increasingly participate in decision-making
at all levels of the city. City officials and staff
reflect community diversity, Neighborhood
Association Committee (NAC) membership
reflects neighborhood demographics, and
boards and commissions membership reflects
city demographics.
• Members of all backgrounds feel welcome
in all city buildings. Strategies for outreach
and mitigating language, cultural, economic,
and transportation barriers to participation
are in place and result in increased civic
engagement.
19BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Complete an organizational assessment on
current equity practices to identify areas of
strength and opportunity.
• Research and implement best practice
strategies for diversifying recruitment, hiring,
and retention of employees of color. Create
metrics and evaluate regularly to show
progress made in this area.
• Regularly evaluate and take actions to
improve accessibility, welcome and ease of
navigating city buildings.
• Adopt a tool to ensure that diversity, equity,
and inclusion are considered in policy and
budget decisions, perhaps based on models
of other regional governments. Define what
types of proposals brought before council
should be required to include a report of
how deliberate engagement of underserved
communities was incorporated. Report how
budget expenditures, levels of service, and
infrastructure conditions vary by community.
• Encourage and support city staff and elected
officials in doing outreach to racially/ethnically
diverse communities and attending multiple
culturally-specific community events each
year.
• Widen recruitment for city internships, seasonal
and project positions to ensure underserved
populations have access to opportunities to
apply.
• Incorporate culturally-specific elements
into city events programming (e.g. Flicks by
the Fountain hosts a movie in Spanish or a
Bollywood film for one of its showings).
• Support and participate in regional training
opportunities with other jurisdictions. Establish
a city employee equity team to create
discussion opportunities for city staff and
elected officials to increase cultural awareness
and understanding of diversity, equity and
inclusion. Educate city staff and elected
officials about institutionalized racism, sexism
and intercultural competency.
• Strengthen relationships with equity
practitioners in partner agencies, regional
governments, and community entities to
collaborate and share best practices for
promoting equity initiatives.
• Continue to support community leadership
training programs such as the Beaverton
Organizing and Leadership Development
(BOLD) program to build capacity among
underrepresented communities with the goal
of fostering diverse leaders to serve in decision-
making roles at the city. Offer trainings on how
to run for office.
• Pass a data transparency policy for city
departments to standardize the collection of
data where possible on communities served
that allows for disaggregation by race/
ethnicity. Use this information to understand
where disparities exist and to ensure that
services are provided proportionately and
successfully to historically underserved
communities. Address shortcomings of official
data sources by inviting collection and
consideration of community-verified data to
supplement knowledge.
• Become a STAR Community6 to help link
existing sustainability and equity work at the
City of Beaverton and to utilize the metrics
and evaluation tools provided to advance
this work.
6 STAR Communities is a national certification program that
encourages cities to become more healthy, inclusive and
prosperous across seven goal areas: built environment,
climate & energy, economy & jobs, education, arts &
community, equity & empowerment, health & safety,
and natural systems. http://www.starcommunities.org/
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN20
Multicultural Community Center
The Multicultural Community Center has been discussed since the Mayor’s Diversity Task Force
(the ad-hoc committee that existed before the Diversity Advisory Board). The spirit of this center
is to address the need for public spaces for communities of color, immigrants and refugees to
congregate, organize, openly foster cultural expression, and to create an intentional space
for cross-cultural exchange.
Goal: To promote diverse
cultural interchanges and
experiences through the
creation of a multicultural
community center that
becomes the hub of city life.
• A multicultural community center exists where
members of all racial/ethnic communities in
Beaverton feel welcome and utilize it regularly.
• The center acts as a forum and convening
space for cross-cultural dialogue, interaction,
cultural/skills/knowledge-sharing among
diverse community members. Monthly events
are hosted to showcase the culture of diverse
communities in Beaverton and promote
community engagement.
• Community based and culturally-specific
organizations have access to affordable event
and meeting spaces, including kitchens. Cross-
cultural and cross-organizational partnerships
form naturally to leverage combined resources
to meet community needs.
• The center provides programming to support
the health and success of youth, including
special outreach to target struggling youth.
• The center functions as a welcoming
first point of contact for newcomers to
Beaverton, incorporates already existing
successful programs, and has the capacity to
connect individuals to community resources,
organizations, and affinity groups.
21BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Concrete Actions to Realize Goal:
• Work with entities like the Beaverton City
Library, Tualatin Hills Parks and Recreation
District (THPRD), and Beaverton School District
to host community meetings and intercultural
events at existing facilities in the interim period
while the multicultural center is established.
• Conduct an inventory of current city properties
to identify a possible existing space to house
a temporary center as support is gathered to
create the new facility.
• Utilize the Multicultural Center Feasibility Study
(2011) and existing city research on potential
sites for development as a foundation to build
on to establish the center.
• Convene community members and
organizations to create a collective vision for
the design and operation of the future center,
including what programming will exist (e.g.
cultural activities, language and citizenship
classes, meeting space, youth and senior
activities, technology and media center,
etc.) and how to conduct outreach to raise
awareness and encourage its utilization.
• Begin to explore and gather support from
private funders to create a public-private
partnership to support a new facility.
Establish a timeline for fundraising and center
development.
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN22
Implementation & Accountability
The Diversity, Equity, and Inclusion Plan is a guiding document that will help frame and direct the equity
and inclusion work of the City of Beaverton and its partners in the coming years. What follows is a broad
outline of the vision for its implementation and integration, as well as the accountability measures,
tracking, and reporting that will bring these goals to life.
Next Steps for Implementation
What?Who?When?Outcome
City adoption Mayor & City Council Jan. 2015 Resolution passed to adopt
plan
Prioritization of
action items for the
upcoming year
Diversity Advisory
Board
Staff liaison
Annually in Jan. Work planning, developing
focus for the year
Phase I: Short term
actions
City staff
Staff liaison
Diversity Advisory
Board
Jan. 2015–ongoing Short-term actions identified
and in progress
Foundation laid for long term
actions
Community partners
identified, working relationship
established
Readoption of plan Mayor & City Council Jan. 2016 Action plan with partners and
timeline
Phase II: Long term
actions
City staff
Staff liaison
Diversity Advisory
Board
Ongoing Long-term actions identified
and in progress
Collaboration with community
partners on actions
Monitoring Staff liaison
Diversity Advisory
Board
Ongoing System in place to track
progress
Evaluation Staff liaison
Diversity Advisory
Board
Annually in Dec. Answering:
Are we doing the right thing?
Are we doing it the right way?
Are there better ways?
23BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Integration
The Diversity, Equity, and
Inclusion Plan does not stand
alone. The plan is being
actively integrated into other
foundational city documents
and processes to ensure that it
will continue to move forward
and build momentum. We’re
working closely with several
other key city initiatives such as
the Community Vision, revision
of Comprehensive Plan’s public
involvement chapter, the city’s
sustainability program, and
other city departments in their
efforts to infuse equity into the
work they do.
Accountability Measures
What?Who?When?Outcome
Community
engagement:
newsletters, updates,
website postings
Diversity Advisory
Board
Staff liaison
Community
Ongoing Community is regularly
informed and updated on
plan implementation
City Council report on
overall progress
Diversity Advisory
Board
Staff liaison
Annually in Jan.Official report to city
leadership on progress
Community report on
overall progress
Diversity Advisory
Board
Staff liaison
Community
Annually in Jan. Open community forum on
progress
Comprehensive
evaluation and
renewal
Diversity Advisory
Board
Staff liaison
Once every 3 years Ensure continued relevancy,
incorporate new goals and
actions
Community
Vision
Comprehensive
Plan
City Programs
& Departments
Diversity
Equity, and
Inclusion
Plan
BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN24
Community Feedback
This plan was carefully crafted over a year’s time, with the hard work
and input of many individuals. The Diversity Advisory Board created
an initial draft that it took City Council for review in September,
then posted the plan publicly and held over a dozen feedback
sessions and meetings over the next two months to solicit input.
Representatives of community-based organizations, agencies,
businesses, city staff, volunteers, elected officials, diversity and equity
practitioners, and other members of the public gave input during
this feedback period. Their questions and comments were then used
to strengthen and revise the draft into its current form.
25BEAVERTON DIVERSITY, EQUITY, AND INCLUSION PLAN
Acknowledgements
Many individuals and groups have donated their time and energy over the years to help the city move
forward in the areas of diversity, equity, and inclusion. At the risk of omitting someone who should be
acknowledged, the Diversity Advisory Board would like to recognize and thank the following individuals
and groups upon whose efforts the foundation for this plan rests:
Beaverton Leaders
Denny Doyle, Mayor
Beaverton City Council
Mayor’s Diversity Task Force members
Community feedback participants – thank you
to all of the people who gave input on the initial
draft of this plan!
Professional Assistance
Portland State University, Center for Public
Service
Dr. Masami Nishishiba
Fern Elledge
Mad Bird Design (report design)
Michele Neary
City Staff
Alexis D.R. Ball, Diversity Advisory Board Staff
Liaison and Project Manager
Holly Thompson, Strategic Initiatives and
Communications Manager
The board would like to extend a special
thanks to City Council Liaison, Mark Fagin
About the Board
The Diversity Advisory Board (DAB) is a newly created permanent
meeting in January 2014. The board is composed of 13 members
on by the DAB has been to create the Diversity, Equity, and Inclusion
Plan for the City of Beaverton.
Public Meetings
Every second Monday of the month
Website
www.BeavertonOregon.gov/DAB
Contact
Alexis D.R. Ball
Equity Outreach Coordinator
503-526-2503
aball@BeavertonOregon.gov
DAB members: Faridah Haron, Edward Kimmi, Paolo Esteban, Ali Houdroge,
CeCe Ridder, Samira Godil, Esther Lugalia-Imbuye, Jane Yang, Shariff Mohamed.
Not pictured: Cynthia Moffett, Ruth Parra, Nael Saker, Mari Watanabe
EXHIBIT 3
1–11CITY OF NOVATO GENERAL PLAN 2035
chapter 1 INTRODUCTION chapter 1 INTRODUCTION
in the General Plan as a focus area, and redesignate parcels on Redwood Boulevard between Vallejo and Olive Avenue to allow residential mixed use.
Each step of the General Plan Update process was supported by extensive community outreach and participation. Community members provided their input and feedback through a series of public workshops, meetings, and an innovative on-line public engagement forum called Open Novato. The City’s commissions and committees weighed in on the evaluation of the 1996 Plan and formulation of new policies and programs. The City Council provided direction on key policy issues and was the final arbiter of what would ultimately find its way into the draft General Plan. The City utilized the City’s website, the City’s newsletter, email, social media, local newspapers, printed materials (posters, flyers and door hangers), and Spanish translation services to publicize community workshops and public meetings.
1.6 GENERAL PLAN THEMES
Much has changed in 20 years, and as the City looks forward to the next two decades, the obesity epidemic and the urgency of addressing climate change emerge as critical issues for the continued health of the community and underpin the goals, policies and programs of several chapters.
HEALTHY EATING AND ACTIVE LIVING
Marin County is considered the healthiest county in California, with low rates of adult smoking and obesity and high marks on a range of other health indicators. Novato residents, too, generally enjoy good health and access to healthy foods, exercise opportunities and health care. However, there are opportunities for improvement. Novato has some of the highest rates of obesity and lowest rates of physical activity in Marin County. The 2035 General Plan contains policies and programs designed to reverse these trends. These policies and programs are identified with a heart.
Overarching strategies to create a healthy and active living environment in Novato include:
•Creating opportunities to provide physical activity and access to healthyfoods. (Living Well chapter)
•Maintaining and expanding parks, trails and recreational facilities forresidents to enjoy physical activity outside and indoors. (Living Wellchapter)
•Creating land use patterns that encourage walking and biking betweenneighborhoods, shopping, recreation and employment centers. (GreatPlaces chapter)
•Improving bicycle and pedestrian infrastructure to encourage active,non-automotive transportation options. (A City That Works chapter)
•Creating access to open space. (Environmental Legacy chapter)
Existing
Conditions
Report &
Forecasts
Focus Areas
(public
workshops)
White Paper
Topics
1996 General
Plan Evaluation
Environmental Impact Report
Board & Commission
Hearings
Community
Outreach
City
Council
Adoption
+
Public Review Draft | August 2016
Exhibit 3
1–12 CITY OF NOVATO GENERAL PLAN 2035
chapter 1 INTRODUCTION
SUSTAINABILITY
A sustainable community is one that meets current needs without compro-mising the ability to meet the needs of future generations. Sustainability is an important underlying value identified by the Novato community. Global climate change and the need for greenhouse gas reduction are especially critical challenges. This General Plan includes a comprehensive set of goals and policies to achieve a more sustainable future for Novato while contrib-uting to regional and global sustainability initiatives. These policies and programs are identified with a leaf.
Strategies to create a sustainable community include:
• Conserving energy and water and shifting to renewable energy sources. (Environmental Legacy and A City That Works chapters)
• Reducing waste and increasing recycling. (Environmental Legacy chapter)
• Adopting green building requirements with an ultimate goal of achieving energy-efficient buildings that offset their remaining energy use through renewable energy production. (Environmental Legacy chapter)
• Building out the electric vehicle infrastructure and encouraging more biking, walking, transit use, and ride sharing. (Living Well and A City That Works chapters)
• Focusing new residential and commercial building on in-fill sites, close to transit and within walking and biking distance of shopping, recreation and jobs. (Great Places chapter)
• Protecting and conserving open space and wildlife habitat and expanding Novato’s tree canopy. (Environmental Legacy chapter)
• Encouraging local food production. (Environmental Legacy and Living Well chapters)
• Planning for the inevitable impacts of climate change, including sea level rise, drought, and increased fire risk. (A City That Works chapter)
The Buck Institute for Research on Aging installed a one-megawatt solar carport shade structure in 2016. The renewable energy produced by these panels helps to reduce the carbon content of the power provided by Marin Clean Energy to its customers.