Affirmative Action Plan for Minorities, Females & Individuals

with Disabilities

Fiscal Year 2019

Arlington County Government

Arlington Virginia

Mark Schwartz - County Manager

2

Table of Contents

Executive summary………………………………………………………………………......3

I. Introduction …………………………………….…………………………….……...........3

II. Responsibility for Implementation …….…………………………………........................4

III. Workforce Analysis, Demographics and County Workforce....…………………….........4

Review of Personnel Actions ….…………………………………………...............5

IV. Availability Analysis ...……………………………...……………………………………6

V. Goals & Achievements.……………………………………………………………...........7

Diversity Five Year Countywide Goals …………………………………….............8

VI. Program Strategies for Special Focus Recruitment Efforts ……………...……………….8

VII. Identification of Barriers & Problem Areas…………………………………………........9

VIII. Strategies to Achieve Affirmative Action Goals………………………………….……...9

IX. Tables.………………………………………………………………………………........11

Table A Demographics & County Workforce………......................................................11

Table B Personnel Actions…...........................................................................................12

Table C Promotions…......................................................................................................13

Table D Separations…………………………………………………………………….14

Table E Goals Achieved………………………………………………………………...15

Table F Placement Goals…...……………………………………………………...........16

Table G Diversity Targeted 5 Year Goals ……………………………………………...17

X. Recommendations & Conclusion ……….………………...………………………..........18

XI. Appendix………………………………………….…………......….……....……………19

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Executive Summary

The County met the Affirmative Action Plan (AAP) placement goals in 4 of the 9 job categories

with AAP goals for FY 2018. The County met its AAP goal for the Professionals, Police

Officers, Firefighters/EMS, and Librarians job categories. Notably, the County’s Fire

Department had a historic and regionally1 unprecedented minority hire this year when it

promoted an African-American female to the position of Battalion Chief. Additionally, the

County’s Department of Libraries hired a Hispanic Librarian and a Black Librarian to meet its

goals. Of the 5 remaining job categories, the County met 66 percent of its AAP goal for the

Executives, Officials, and Senior Administrators job category and 33 percent of its AAP goal for

the Planners job category. The County continues to strive to fulfill its AAP goals for Blacks and

Hispanics in Executive, Officials, and Senior administrator positions, for female employees in

Trades and for Hispanic employees in IT Specialists positions. To assist the County in achieving

AAP job goals for all job categories, the Office of Human Rights (OHR) recommends the

creation of a standing cross-departmental Diversity and Inclusion Committee to review

recruitment strategies and share best practices. Additional recommendations by OHR are also

offered in this report.

I. Introduction

The AAP is based on the County’s Equal Employment Opportunity policy (EEO Policy),

Arlington County Administrative Regulation (A.R.) 2.9, and federal guidelines issued by the

Equal Employment Opportunity Commission (EEOC) in 29 CFR, Chapter 1608. AAP goals are

not intended to be quotas or discriminatory against otherwise qualified individuals for

employment and may be met through good faith efforts.

In developing the AAP, OHR performed a workforce utilization analysis, a job group analysis,

and an availability analysis. Each job group was analyzed. The AAP represents the County’s

efforts and strategies to implement the EEO Policy2 and to maintain a diverse workforce. The

analysis of employment data shows a commitment to equal employment opportunity.

The data analysis provided in this plan is based on information obtained from several sources,

including the County’s Department of Human Resources (HR) and the U.S. Census Bureau. The

analysis is based on the data that was available as of June 30, 2018.

1 “Regionally” refers to Northern Virginia. 2 Administrative Regulation 2.9§2

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II. Responsibility for Implementation

Arlington County is a local government committed to its vision of a diverse and inclusive

workforce. The County Manager has overall responsibility for the implementation of the EEO

Policy and AAP. The County Manager is responsible for allocating resources and assistance in

support of the development and implementation of the AAP.

The County Manager has assigned primary management responsibility for ensuring compliance

with the AAP to the Assistant County Manager for Human Rights & EEO. The Director of

Human Resources (HR Director), department directors, and managers collectively share

responsibility for recruiting a diverse workforce and attaining AAP goals. The EEO Standing

Committee of the Human Rights Commission, composed of residents and employees of

Arlington County, provides advice and support to the County’s development of the AAP and

monitors its progress.

III. Analysis of the Workforce & Personnel Actions

The AAP covers all Arlington County government employees. Under A.R. 2.9 §3.3, employees

in Constitutional Offices are also included in the analysis. Constitutional offices may voluntarily

abide by County personnel policies and apply AAP goals and recommendations.

A. Composition and Analysis of the Workforce A.R. 2.9 §3.3

As of June 30, 2018, the County workforce had 3,543 employees of which 1,780 (50.2%) were

minorities, and 1,763 (49.8%) were non-minorities.3 When further divided by gender, the

workforce was comprised of 1,624 (46%) females and 1,919 (54%) males. Females are analyzed

as a minority group.4 There were a net reduction of 31 (.87%) employees in the County’s

workforce from the previous fiscal year.5

The workforce was compared to the 2010 U.S. Census Bureau’s report on the estimated

availability of qualified minorities and females within the demographics of the statistical area

analyzed. This analysis determines if there is underutilization by job group and the need, if any,

to establish placement goals under A.R.2.9 §3.4-5. An underutilization analysis was conducted

based on the U.S. Census population data of the qualified workforce and the application of a

standard deviation test.

B. Review of Personnel Actions

The county’s personnel actions, the overall application process, candidate screenings, and

decisions related to hiring, promotions, terminations, employment offers, compensation, and

disability accommodations were analyzed to identify potential impediments to equal opportunity.

(EEO Policy §B.2; A.R.2.9 §3.1 & 3.4.)

3 There was a reduction of 1.3% minorities from the previous fiscal year. There was an overall workforce reduction of 31 employees of which

74.2% were minorities (23) and 25.8% (8) were non-minorities 4 See the workforce demographic profile on page 12. 5 The previous year’s total workforce of 3,574 males decreased by 1.3% (25) while the percentage of females decreased by .37 (6) of a percent.

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Applicants

The flow of applicants reveals that of the 32,730 persons who applied for employment with the

county, 21,867 (66.8%) were minorities, 9,769 (30%) were non-minorities and 1,093 (3.3%) did

not identify their race. Only 14,797 (45.2%) of the 32,730 total applicants were qualified after

the screening process was complete. A qualified applicant is one who meets position

requirements, passes the human resources screening process, and is referred to the hiring

manager. The percentage of qualified minority applicants reported was 63.4% while non-

minority applicants amounted to 33%; applicants who did not disclose information related to

race totaled 3.6% and qualified female applicants amounted to 49.8%.6 Individuals who did not

disclose their race or gender were less than one percent of the qualified applicants (.24%).

Thirty-five (35) qualified applicants did not identify their gender. There was an increase of

13.5% in the number of qualified minority applicants over the previous fiscal year.7 The

percentage of minority applicants compares favorably with the general availability for their

respective categories. The demographic distribution of qualified applicants was as follows:

American Indians 120 (.81%) Asians 1,063 (7.2%), Blacks 6,012 (40.6%), Hispanics 2,145

(14.5%), Pacific Islanders 43 (0.29%), non-minority 4,882 (33%) and unidentified race 532

(3.6%).8

As the groups moved through the recruitment and selection process, minorities were found to be

qualified at 192.2% over the rate of the non-minorities. There were 9,383 qualified minority

applicants for referrals and selections. Females were found to be qualified at a rate of 116.5%

over the rate of males.9 See, Applicants Table on page 12 for how selection rates are derived.

Hires

Arlington County hired 349 employees in the fiscal year 2018 of which 170 were minorities

(48.7%), 179 were (51.3%) non-minorities, 174 were females (49.9%), and 175 were males

(50.1%). After applying the four-fifths rule (80%)10 to the minority selection rate from the

number of qualified applicants, an adverse impact was found for minorities in the overall

selection rate by race or ethnicity. No adverse impact was found for females. At the executive

level, 6 division chiefs were hired of which 2 represented minority hires (33%) and 4 represented

non-minority hires (66%). An adverse impact on minorities was found in hires at the executive

level. At the Bureau Chief level, there were 5 hires, 3 minorities (60%) and 2 non-minority

(40%) candidates.

Overall, there were 32 minority new hires and 9 minority promotions into positions with AAP

goals during FY 2018 as follows: the Police Department hired 32 candidates of which 14 were

6 Qualified minority applicants were 9,383; females were 7,367, no race amounted to 532, and non-minorities were 4,882. There was an 11.1%

reduction in the total number of applicants from the previous fiscal year. During FY-17 the reduction of applicants was 9.1% over the number of applicants during FY16. 7An additional 1,123 qualified minorities over the previous fiscal year applied during FY-2018. 8 No gender 35 (.24%) no race 532 (3.6%) no race or gender identification for qualified applicants 30 (.20%). 9 Females continue to overcome employment barriers, with an overall hiring rate of 94.2%. 10According to federal guidelines, “a selection rate for any race, sex, or ethnic group which is less than four-fifths (or 80%) of the rate for the

group with the highest rate will generally be regarded by the Federal enforcement agencies as evidence of adverse impact.” In 1978 the EEOC,

Department of Labor, Department of Justice, and the Civil Service Commission, adopted a set of guidelines known as the Uniform Guidelines for Employee Selection Procedures, which provided the guidance and information on what constitutes a discriminatory test surrounding employment,

as well as all personnel decisions.

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females, 10 were minorities and 22 were non-minorities; the Fire Department hired 6 females, 9

minorities, and 24 non-minority firefighters/EMS; and the Department of the Libraries hired 3

Blacks and 2 Hispanics into librarian positions. The Department of Libraries also hired a Black

Division Chief.

Promotion Practices

Ninety-one 91 (41.7%) of the 218 employees promoted in FY18 were minorities while 127

(58.3%) represented non-minorities.11 Seventeen (7.8%) of all promotions were into positions

with AAP goals. Constitutional Officers promoted 51 employees of which 33 (64.7%) were

minorities and 18 (35.3%) were non-minorities. See, Advancement and Development Table on

page 13.

There were also 3 promotions to the Division Chief level, of which 1 was a minority (33%) and 2

were non-minorities (66%). The analysis revealed 7 promotions and reclassifications at the

Bureau Chief level, of which 4 were minorities (57%) and 3 were non-minorities (43%).

Separations

In FY 2018, there were three hundred and seventy-five (375) voluntary terminations.

Resignations (237) accounted for 62% and retirements (138) accounted for 37% of voluntary

terminations. There were 33 (8.1%) involuntary separations of which 20 (60.6%) were minorities

and 13 (39.4%) represented non-minorities. See, Separations Table on page 14.

Individuals with disabilities

During FY18 the County identified nine (9) new hires as persons with disabilities. There were

thirty-six (36) requests for accommodations, all of which were granted. Thirty-four

accommodation requests arose from County employees while two requests came from

applicants. The County’s commitment to providing accommodations to employees and

applicants attests to its commitment to recruiting and retaining employees with disabilities.

IV. Availability Analysis

The availability analysis under A.R. 2.9 considers the relevant labor markets from which

applicants for County positions may be expected to apply and the current incumbency compared

to the estimated availability in the market as indicated by US Census data. An analysis of the

patterns of hiring and promotions from the available employment data for each of the 15 job

groups was completed.

The proportions of employees who entered county job groups directly as external hires and

through internal promotions were established. Where a job group had different job titles that

carried different availability rates, a composite availability figure was calculated.

11 There is a standard deviation of 2.59 against minorities in promotions. The statistical expectation was that 109 minorities should have been promoted. The promotion rate for minorities was 71 percent, slightly below the 80 percent required under the 4/5 rule. Promotions represent an

area of opportunity for the development and advancement of minorities and female employees within the county’s workforce.

7

The availability data was developed separately for minorities and women. For each job group,

the analysis examined two potential areas of availability: individuals with requisite skills outside

the County government workforce (external availability) and those within County government

who could be promoted (internal availability). To determine external availability, the United

States was defined as the recruitment area for those job groups with a national recruitment effort,

such as positions with high-level compensation and the DC-MD-VA for those job groups with a

local recruitment area.12 Statistics are from the United States Department of Commerce 2010

Census and updates as released by the US Census Bureau. See, Placement Goals and Diversity

Tables on page 16-17.

V. Goals and Achievements

Of the nine (9) job categories below for which the County set AAP goals, the County met the

AAP goals in four (4) job categories. The efforts of various departments were responsible for

achieving these goals. Below is a summary of the achievements by AAP job group. See, Goals

Achieved Table on page 17.

Professionals: The County met its AAP goal for this job group which includes all professional

positions except for the following: Engineers, Librarians, Social Workers, and Information

Technology. The 2018 AAP goal for this job group was to hire 25 minorities; the County hired

40 minorities (13 Asians, 22 Blacks, and 5 Hispanics).

Firefighters/EMS Fire: The County Fire Department met its AAP goal for this job group which

was to hire 9 minorities13 and 1 female firefighter. The Fire Department hired 9 minorities and 6

females. The Fire Department also promoted a Black female to the high-ranking position of

Battalion Chief. This is the first time a Black female has served as Battalion Chief in the history

of Northern Virginia.

Librarians: The County Department of the Libraries met its AAP goal for this job group which

was to hire 3 minorities. The Department of Libraries hired 2 Black and 2 Hispanic Librarians.

Police Officers: The County Police Department met its AAP goal for this job group which was

to hire 5 minorities; the County Police Department hired 17 minority officers (7 Blacks, 8

Hispanics, 1 Asian & 1 individual who identified as two races). The department continues to

strive to achieve its AAP goal to promote 4 minority officers and 1 female into supervisory

ranks.

Executives, Officials & Senior Administrators: The County’s AAP goal for this job group was

to hire 6 minorities (2 Asians, 2 Blacks, and 2 Hispanics). The County hired 4 minorities (1

Asian and 3 Blacks).

12 Washington Metro Area includes District of Columbia; Calvert County, MD; Charles County, MD; Frederick County, MD; Montgomery County, MD; Prince George’s County, MD; Arlington County, VA; Fairfax County, VA, Fauquier County, Clarke, Warren Counties, VA; Loudon

County, VA; Prince William County, Manassas County, Manassas City, VA; Spotsylvania County, VA; Stafford County, VA; Alexandria City, VA;

Fairfax City, Falls Church City, VA; Fredericksburg City, VA. In some cases, pools were extended to Pennsylvania, West Virginia and New Jersey for firefighter applicants. 13 5 Black,3 Hispanic, 1Asian, 1 two races.

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Information Technology Specialists: The County’s AAP goal for this job group was to hire 1

Hispanic which was not met.

Planners: The County’s AAP goal for this job group was to hire 3 minorities. The County hired

1 Hispanic into this job group.

Trade Workers: The County’s AAP goal for this job group was to hire 1 female which was not

met. Additionally, four (4) female trade workers separated from county employment in FY

2018. The County continues to face challenges in recruiting female trade workers.

Unique AAP Position - Staff Management and Budget Specialist: The County identified this

position as a “feeder” position for higher level job groups such as the County, Deputy, and

Assistant Manager positions. As such, the County’s goal for this job group is to retain and

increase the number of minorities. There are currently 2 Blacks, 2 Hispanics and 5 non-minority

employees in this job category.

Placement Goals

The County established goals during 2018 to improve the representation of females and

minorities in job groups and sub-groups where U.S. Census data and market availability

indicated an opportunity to increase diversity in the workforce. There were thirty (32) minority

new hires and nine (9) minority promotions into positions with AAP goals. See Placement Goals

Table on page 16.

Five (5) Year Diversity Target Goals

Between 2014 and 2018, the county sought to hire females and minorities for job groups where

recruitment and availability in the labor market remains a challenge. This targeting responds to

the County’s commitment to promote and increase diversity at all levels. See Diversity Targeted

5 Year Countywide Goals on page 17.

VI. Program Strategies for Special Focus Recruitment Efforts - A.R. 2.9 § 2.1

Administrative regulation 2.9, Section 2.1 describes “Program Strategies for Special Focus

Recruitment Efforts” as a component of the AAP. Persons with disabilities are a special

recruitment area under the AAP.

Persons with Disabilities

The County continues to strive to recruit individuals with disabilities who represent a special focus

recruitment area under the AAP. The County is taking a proactive approach to overcome these

challenges. It currently refers all requests for reasonable accommodations by applicants for

employment as well as from county employees to the County’s Reasonable Accommodations

Coordinator in OHR for review. Additionally, OHR provides training on accommodations for all

new employees.

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VII. IDENTIFICATION OF BARRIERS & PROBLEM AREAS A.R. 2.9 § 3.4

A. Identification of Problem Areas

An analysis of the county’s employment process, personnel actions, and workforce

demographics by department and job group revealed the need to explore the following areas:

1. The lack of identification of potential barriers to equal employment opportunities

2. The lack of regular cross-departmental reporting of data and sharing of best practices in

the recruiting and retention of minorities and females

3. The lack of interoperable data systems

4. The lack of formalized guidelines

B. Addressing the Barriers

The County is also committed to addressing identified problem areas. For example, plans for the

county to procure a vendor for the commencement of a traditional barrier analysis in 2019 are

underway as is a review of the feasibility of creating a standing Diversity and Inclusion

Committee to share best recruitment and retention practices.

The County is committed to continuing its efforts to mentor minority employees with

opportunities to advance to higher-level positions and into the executive and senior administrator

jobs as evidenced by the recent deployment of a formal county-wide mentorship program by HR

and other departments. HR is also developing a consistent methodology to improve record-

keeping practices and interoperability of HR information systems for recruitment, hiring and

tracking of personnel actions.

VIII. STRATEGIES TO ACHIEVE AFFIRMATIVE ACTION GOALS & WORKFORCE

DIVERSITY A.R. 2.9 § 3.1 & § 2.4

The recommendations below are made to assist departments in meeting their respective AAP

goals and should be incorporated into departments’ respective diversity recruitment and retention

strategies. Departments are requested to address the AAP goals and to draft implementation

plans that monitor results for affected job groups and to share such plans with OHR and HR.

On recent AAPs, OHR and HR met with department heads to discuss opportunities and design

short term strategies for the achievement of AAP goals. Some successes were evident utilizing

this strategy during the last two fiscal years. For example, the job groups of Engineers and

Engineers Technicians, Planners, Police, Fire, Senior, Executive, and Administrators achieved

their goals during FY18. Additionally, the Department of Libraries achieved its goals and

10

demonstrated substantial efforts to promote minorities, including the use of professional

recruitment firms.

The following are some general recommendations to increase the recruitment of female and

minority applicants:

General Recommendations

A. The reinvigoration of the standing Diversity and Inclusion Steering Committee to

share best practices on long-term recruiting and retention strategies.

B. The completion of a traditional barrier analysis

C. The development of recruitment strategies for positions with AAP goals.

D. Review of options to improve the interoperability of data systems

E. Guidance on the use of diverse interview panels, including a definition of “diversity”

and a method whereby departments can measure implementation

Suggested Strategies for departments in consultation with HR:

1. Create a method for the regular identification and communication of positions with

AAP goals to recruiters, hiring managers, and interview panelists at the outset of the

recruitment process

2. Ensure that the hiring process is aligned with AAP goals and that hiring managers

receive minority candidates for consideration particularly for job groups where AAP

goals were not met

3. Consider the utilization of professional recruitment firms specializing in diversity

recruitment where needed

4. Continue the recruitment strategy of using various professional and social network

sites to attract diverse candidates and assess its effectiveness

5. Consider formal departmental mentoring opportunities for minorities where none

exist in addition to continuing existing county-wide mentoring programs by HR and

WoW (Women Work).14

6. Consider the inclusion of the promotion of diversity and inclusion in the workplace

and/or the achievement of AAP goals as part of the performance review process for

all hiring managers.

14 WoW is an ERG (Employee Resource Group).

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IX. TABLES

A. ARLINGTON DEMOGRAPHICS & COUNTY WORKFORCE

DEMOGRAPHIC ANALYSIS FY-2018

Workforce

Demographics

FY 2017

American

Indian/Alaska

Native

Asian Black Hispanic Hawaiian

Pacific

Islander

Two

Race

Female

(of All

Races)

Non-

Minority

White

Total Minority

Representation*

Total

Workforce

3,543

1

227

965

563

9

15

1,624

1,763

1,780

Percentages

County Gov.

Workforce

(By Group)

.03

6.4

27.2

15.8

.3

.42

46.3

49.8

50.2

Percentage of

Arlington

County

Population

(US Census

Jan. 2017

Most Recent

Estimates) **

.2

9.6

8.5

15.1

.01

3.7

50

69.4

37.115

County

Supervisors

717

0

32

168

60

0

1

336

456

261

Percentage of

Supervisors

by Group

0

4.5

23.4

8.4

0

.14

47

63.6

36.4

US Census’s most recent demographic data estimates of the Arlington County population reveal

that minorities represent 33.4%, plus 3.7% persons of two races, and females 50%. Please note

that the Census counts two races as minorities.

There was a 2% increase in Blacks and a 1.5% increase in females in supervisory positions

during the fiscal year. All other minority and non-minority individuals experienced decreases in

their representation at the supervisory/managerial levels. The number of minority employees

classified as supervisors in the County increased by nine (9) or 1.3% during FY-2018. Female

supervisors increased by 1.5% or eleven (11) positions from the previous FY.

15 Census data for County population of two or more races not of Hispanic origin is included here thus impacting this percentage by 3.7%. The

Census data is used to explain the presence of a two-race population in the County that otherwise would not be counted in the traditional groups. The County AAP Regulation requires specific count of race/ethnicity. Two races or no race identification are not contemplated by the regulation.

Data as provided by the Census appears to add up to over one hundred percent but that is how the US Census presents this data.

For total minority supervisors, we are including all minority supervisors as an aggregate. The female count by race/ethnicity is already included. * Aggregate includes American Indians/Alaska Natives, Asians/Hawaiian/Pacific Isl., Blacks, and Hispanics. Non-minority females are not

included in the count.

1. ** The County demographics as reflected in the chart represent the June 2017 percentage estimates provided by the US Census. HR Dept. allows employees to use “no race” or “two races” designations (not considered by the Arlington Code or the Adm. Reg.). US

Census does not provide a count for no-race and federal and local AAP regulations do not provide for such count either.

12

B. Year End Review of Personnel Actions FY – 2018 Selections Qualified Applicants/Hires

Personnel actions were analyzed to identify any impediment to equal employment opportunities.

EEO Policy § B.2; A.R.2.9 § 3.1 & 3.4

A. Qualified Applicants

Applicants

GENDER Applicants Amer. Ind. Asian Black Hispanic Pac. Is. All Min

Non-

Minority No Race Totals

Males 7,395 60 573 2,572 926 23 4,154 2,989 252 7,395

Females 7,367 60 488 3,437 1,219 20 5,224 1,893 250 7,367

No Gender 35 0 2 3 0 0 5 0 30 35

Totals 14,797 120 1,063 6,012 2,145 43 9,383

4,882 532 14,797 Representation Males % 50% 0.41% 3.8% 17.4% 6.3% 0.15% 28.1% 20.3% 1.68% 50%

Females % 49.8% 0.41% 3.3% 23.3% 8.2% .13% 35.3%

12.7% 1.68% 49.8% (+/-No Gender) .24% 0 .01% .02% 0 0 03% 0 .20% .24% Total % Applicants 100.00% 0.82% 7.1% 40.6% 14.5% 0.28% 63.4% 33% 3.6% 100.00%

Applicants

Hired

Selection Rate* Gender Min Selection Rate Males 100% 0% 97.3% 59.2% 100% 0% 74.4% 143.8% 76.8%

Females 100% 0% 103% 61.3% 118.3% 0% 78.8%

174%

Maj. Selection Rate

155.4%

B. New Hires

GENDER

Amer.

Hires Ind. Asian Black Hispanic

Pac.

Is.

All-Min Non-Min Two

Hires16 Races

Totals

Males

175 0 13 36 22 0 73

102 2 175

Females

174 0 12 50 34 0 97

77 1 174

Totals

349 0 25 86 56 0 170

179 3 349

Males

50.1% 0.00% 3.7% 10.3% 6.3% 0% 20.9%

29.2% .57% 50.1%

Females

49.9% 0.00% 3.4% 14.3% 9.7% 0% 27.8% 22.1% .29%

49.9%

Totals

100% 0.00% 7.1% 24.6% 16.0% 0.0% 48.6%

51.3% .86% 100%

16 The count includes 2 males with no race/ethnicity identification and one female with no race/ethnicity id. Counted under total for gender and all minorities.

13

*The applicant’s selection rate is calculated by dividing the hiring rate of new hires by the representation rate of the qualified applicants in a

particular group, to determine the selection rate of the applicants selected for employment (Example: Fem. Hiring rate 49.9% is divided by

49.8%, which is the representation rate of female applicants = 100% selection rate). When hiring rate of females or minorities is < 80% of the

non-minority selections, it may require affirmative action to prevent the adverse impact on the selection of minorities.

C. Promotion Practices

ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) COUNTY PROMOTIONS DURING THE FISCAL YEAR 2018

By RACE/ETHNICITY GROUPS

ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) PROMOTIONS UNDER CONSTITUTIONAL OFFICERS DURING THE FISCAL YEAR 2018

By RACE/ETHNICITY GROUPS

GROUP NUMBER OF

PROMOTIONS

% OF TOTAL

PROMOTIONS

American Indian

0

0

Asian

20

9.1%

Black

47

21.6%

Hispanic

22

10.1%

Hawaiian & Pac. Islander

1

.46%

Two Races

1

.46%

Total Minority

91

41.7%

Non-Minority

127

58.3%

GROUP NUMBER OF

PROMOTIONS

% OF TOTAL

PROMOTIONS

American Indian

0

0

Asian

2

3.9%

Black

21

41.2%

Hispanic

9

17.6%

Hawaiian & Pac.

Islander

1

2.0%

14

D. Separation Tables

Separations 2018

*Involuntary separation is an inclusive term for dismissals, layoffs, and separations during probation.

Reasons for Involuntary Separations

Involuntary Separations by Reason or Cause 2018

Total Minority 33 64.7%

Non-Minority

18

35.3%

Reasons Totals Amer.

Indian

Asian Black Hispanic Two

Races

Hawaiian/Pac.

Islander

Total Minority Non-Minority

Involuntary

*

(8.1%)

33

0

1 = 3.0%

17 = 51.5%

2 = 6.1%

0 =0%

0 = 0%

20 = 60.6%

13 = 39.4%

Voluntary

(91.9%)

375

1 = .26%

39 =10.4%

88 = 23.5%

63 = 16.8%

2 = .53%

0 = 0%

193 = 51.5%

182 = 48.5%

Totals

408

1 = .25%

40 = 9.8%

105 = 25.7%

65 = 16%

2 = .49%

0 = 0%

213 = 52.2%

195 = 47.8%

Reasons Totals Amer.

Indian

Asian Black Hispanic Hawaiian/Pac.

Islander

Total Minority Non-Minority

Dismissal

(12.1%)

4

0 = 0%

0 = 0%

0 = 0%

0 = 0%

1 = 25%

1 = 25%

0 = 0%

2 = 50%

2 = 50%

Separation

During

Probation

(39.4%)

13

0 = 0%

0 = 0%

9 = 69.2%

0 = 0%

0 = 0%

9 = 69.2%

4 = 30.8%

Layoff

(48.5%)

16

0 = 0%

1 = 6.2%

7 = 43.8%

1 = .62%

0 = 0%

9 = 56.3%

7 = 43.7%

Totals

33

0= 0%

1 = 3%

17 = 51.5%

2 = 6.1%

0 = 0%

20 = 60.6%

13 = 39.4%

15

E - GOALS ACHIEVED BASED ON NUMBER OF HIRES DURING FY -2018 For further guidance on how to read this table, see the last page of the appendix in this document

IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION

WAS LOWER THAN AVAILABILITY

A.R. 2.9 § 3.5

(With a Deviation of Statistical Significance)

17 Employment goals are achieved by hiring the desired percentages of the affected class into the job groups with goals at every opportunity to

hire. Goals are established after an analysis of the availability based on data provided by the Census. 18 The achievement of employment goals is based on the opportunities to hire into the job group and the results in the hiring of minorities. 19 Libraries implemented recruitment strategies to attract minority librarians and made employment offers to minorities which were not accepted.

Job Group Name Employment

Goals 17 FY 2018

Opportunities to

Hire in 2018

from Total

Hires18

Employment

Goals Achieved

or Exceeded

thru Hires

in FY 2018

Group with

Employment

Goals or that

Exceeded

Goals Executives/Officials &

Senior Administrators

2

2

2

11

1

3

0

Asian

Black

Hispanic

Professionals

25

91

13

22

5

Asian

Black

Hispanic

Firefighters/EMS/Fire

FIR Supervisors

9

0

3

5

1

33

9

1

4

3

6

1

1

Minorities

Asian

Black

Hispanic

Females

Two Races

Female (Black)

Librarian19

3

5

2

2

Black

Hispanic

Information Technology Specialist

1

8

0

Hispanic

Police

1

0

4

1

32

0

5

4

8

Asian

Black

Hispanic

Females

Police

Sub-Group:

Police Supervisors

1

1

2

1

3

1

0

0

0

Asian

Black,

Hispanic

Females

Planners

1

2

8

0

1

Black

Hispanic

16

F - PLACEMENT GOALS for 2019

IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION

WAS LOWER THAN AVAILABLE IN THE AREA JOB MARKET-ONLY GROUPS

WITH GOALS ARE INCLUDED

A.R. 2.9 § 3.5

(With a Deviation of Statistical Significance)

Job Group Name Employment Percentage (%)

of Minority & Female

Incumbents by Job Group

FY - 2018

Employment Goals

FY 201920

Groups with Employment Goals

Executives/Officials & Senior

Administrators

Minority 16.5%

(=13 minorities)

Females 45%21 (=33 Females)

1

3

3 0

Asian

Black

Hispanic Female

Administrators Minorities50%

(=15 minorities) Females50% (=15 Females)

0

0 0

0

Asian

Black Hispanic

Females

Professionals

Minority (=574 minorities)

57

Minorities

Firefighters/EMS

Minority 24.4%

(=61 minorities)

Female 11.2%

(=28 females)

3

6

1

Black

Hispanic

Female

Librarian

Minority 27.3%

(=12 minorities)

0

Minorities

Information Technology

Specialist

Minority 44.9%

(=31 minorities)

1

Hispanic

Police

Minority 24%

(=74 minorities) Female 24.2%

(75 females)

1

6 2

Asian

Hispanic Female

Police Sub-Group:

Police Supervisors

Minority 24%

(= minorities)

Female 11.5% (=9 females)

1

1

1

Black

Hispanic

Female

Planners

Minority 19.7%

(=16 minorities)

1

2

Black

Hispanic

Trade Workers Female 4.1% (=13 females) 5 Female

20 Employment goals are achieved by hiring this number of employees and/or the desired percentages of the affected class into the job groups

with goals at every opportunity to hire. The goals assume the retention of minority employees in each job group. Goals are established after an

analysis of the availability based on data provided by the Census. When no goals for a group exist, it indicates that the group’s minority

employment representation meets or exceeds availability. The Achievement of goals can be impacted by factors such as hiring freezes, minorities

leaving the workforce, non-minority applicants hired into positions with goals, resignations, and retirements.

21Females constitute 45% the of Executive/Officials, Senior Administrator and Administrator positions. Absent any adverse impact and a

favorable hiring & selection process for females, there is no need to establish a hiring goal for females at this level.

17

G-DIVERSITY TARGETED 5 YEAR COUNTYWIDE GOALS BY JOB/GROUP & POSITION TITLE (2014-2018)

* = Goal Achi

Position/Titles in Job Group Departments Group

Staff

Level

In

FY 2014

Staff

Level

In

FY 2015

Staff

Level

In

FY 2016

Staff

Level

In

FY 2017

Staff

Level

In

FY 2018

Targeted 5 Year

Goals by Job

Group/Position

Title & Those

Achieved

FY -2018

Firefighters/EMS Fire Marshals/Inspectors

Total Incumbents -250

Fire Department Asian Black

Hispanic

Females Two

Races

6 35

17

19

6 36

16

19

5 40

13

23

7 33

14

23

6 37

16

28 2

6* 40*

27

33

Human Resources/OD

Specialist/Sr. HR Mgmt. Spec. /Staff R/OD Spec. Countywide

Total

Incumbents - 48

Human

Resources (at HRD 50)

(Countywide -

other than HRD 19)

Hispanic

3

3

3

3

2

3

Librarians Total Incumbents - 44

Libraries Asian Black

Hispanic

2- Races

2 3

4

2 1

4

2 1

4

2 2

4

1

0 5

6

1

3 5*

6*

0

Staff &Mgmt. Budget Spec

Total Incumbents- 45

Countywide:

DES/DHS/DPR/

DMF

Hispanic

1 DES

2

2

4

6

4*

Design Engineering

Total Incumbents -56

Department of

Environmental

Services

Asian

Hispanic

14

3

15

3

16

3

15

3

16

5

6*

3*

Engineering Tech II-IV

Total Incumbents - 17

Department of

Environmental Services

Asian

Black Hispanic

2

6 2

2

7 2

3

6 3

3

8 5

2

6 3

3*

6* 5*

Planners/Sup. Planner

Total Incumbent- 44

Community

Planning,

Housing & Development

Asian

Black

Hispanic

1

9

1

1

8

1

3

8

1

0

8

1

0

8

2

3

11

5

Planners

Total Incumbent- 29

Department of

Environmental Services

Asian

Black Hispanic

Females

1

2 1

11

1

2 2

9

0

3 1

15

1

2 3

12

2

3 1

13

2*

3* 3

14

Planner Total Incumbents 8

Department of Parks Rec.

Asian Black

Hispanic

0 1

1

0 0

1

0 0

1

0 0

1

0 0

1

0 1

1*

Police Corporal, Police Officer I&II

Total Incumbents- 310

Police Department

Asian Black

Hispanic

Females

13 30

31

64

13 30

32

67

10 28

28

64

10 27

30

68

8 32

34

75

22 33

44

68*

Facilities Maintenance

Mechanics, Machinist,

Motorized Vehicle Operator, Printer, Plumber, Sr. Trade

Workers, Control Systems

Technicians, Traffic Signal Field Technician, Multi-

Skilled, Trades Worker,

Delivery Driver, WSS Technicians, Wastewater

Technicians, Recycling, Plant

Plan Specialist Total incumbents-314

Department of

Environmental

Services

Females

12

15

16

17

13

18

18

X. RECOMMENDATIONS & CONCLUSION

General Recommendations:

1. Identify barriers that may impede the hiring of minority candidates at higher levels. The

County intends to conduct a barrier analysis in the upcoming months in support of this

recommendation.

2. Intensify retention efforts for minorities to increase diversity in underrepresented job

groups and positions (see, Placement Goals Table on page 19 for positions with goals).

3. Create guidelines to ensure the consistent use of diverse interview panels by all

departments.

4. Develop a methodology to formalize the use of diverse interview panels.

5. Inform hiring managers of AAP goals for positions within their units.

6. Inform panels of AAP goals before the interview process.

7. Flag job groups or position titles with AAP goals.

8. Continue to make Departments Directors accountable to the County Manager for their

efforts in diversifying their department’s workforce by including the achievement of AAP

goals and the advancement of diversity in hiring as factors of performance evaluation

criteria.

9. Develop and implement retention practices.

10. Reintroduce the practice of analyzing and reporting salary and compensation practices for

EEO compliance in the AAP.

Conclusion

The County’s vision statement commits it to diversity and inclusiveness which is reflected in

the demographics of the county workforce. The County government continues to make

affirmative action both a commitment and reality.

The AAP will remain in effect until a revision to the plan is made, or a new plan is adopted.

19

XI. APPENDIX A. - (A.R. 2.9)

D E F I N I T I O N S

AAP Job Groups

AAP Category

1 Executives/Officials & Senior Administrators – the most senior management

level positions in the County with responsibility for directing departments,

divisions or bureaus (or similar organizational units), for county management, and

executive level policy implementation.

2 Professionals – positions requiring Bachelors or higher-level degree or equivalent

experience with responsibility for engaging in the practice of a profession not

specifically defined elsewhere. Positions may also supervise others but do not

include bureau chief or higher-level positions in the field.

3 Librarians – positions normally requiring a Masters degree in library science or

equivalent experience with responsibility for professional research, collection

maintenance, selections, acquisitions, program management and/or other related

functions in a library setting. Positions may also supervise other professional

librarians but do not include bureau chief or higher-level positions in the field.

4 Information Technology Specialists – positions normally requiring a Bachelors

degree or equivalent experience responsible for programming functions develop

applications; coordinating systems operations, computer information systems,

databases and/or networks; and/or customizing utility programs and software.

Positions may also supervise other information technology specialists but do not

include bureau chief or higher-level positions in the field.

5 Planners – positions requiring a Bachelors degree or equivalent experience with

the responsibility to coordinate, develop, document, present, administer and/or

facilitate the implementation of community, facility, housing, land use and/or

facility planning, and/or economic development initiatives. Positions may also

supervise other planners but do not include bureau chief or higher-level positions in

the field.

6 Social Workers and Case Managers – positions requiring a Bachelors or higher-

level degree or equivalent experience with the responsibility to provide social,

eligibility, psychosocial, therapeutic, probation supervision, case management

and/or other related services for a wide array of clients. Positions typically conduct

intake, identify eligibility, facilitate services, provide services, and/or monitor and

assess client progress. Positions may also supervise other social workers or case

managers but do not include bureau chief or higher-level positions in the field.

7 Parks & Recreation Workers – positions that program and conduct recreation

activities with groups in public, private, or volunteer agencies, recreation, or nature

facilities. Includes Recreation Assistants and PRCR Programmers. Positions

typically organize and promote activities, such as arts and crafts, sports, games,

music, drama, social recreation, nature awareness and conservation, camping, and

monitoring or managing recreational areas, such as pools and parks to provide

assistance and protection to participants. Positions may supervise instructors and

assistant coaches, but do not typically supervise permanent County employees.

20

AAP Category

8 Technicians & Paraprofessionals – positions requiring technical experience,

training or skill in a specialized field (normally not requiring a Bachelor’s degree)

with responsibility for the application of theories and principles of a specific

discipline or field of expertise and/or the provision of support to professionals in a

field of expertise.

9 Administrative and Services Support – positions providing reception, clerical,

account, records, purchasing, supply, inventory, and other related support

functions. May also perform training, coordination, and supervisory functions to

support staff.

10 Mechanic/Skilled Trades Occupations – positions requiring specialized training

and/or certifications in the performance of specialized craft or mechanic functions.

Positions also include those with responsibility for trade operations supervision.

11 Trades Workers/Motor Vehicle Operators – positions that perform labor,

maintenance and/or driving functions in a variety of trade settings. Does not

include supervisory positions.

12 Firefighters/Emergency Medical Technicians – positions that control and

extinguish fires and respond to emergency situations where life, property, and/or

the environment are at risk. Duties may include fire suppression, fire prevention,

fire investigation, emergency medical services, hazardous material response,

search, and rescue, and disaster management. Positions may also supervise other

firefighter/emergency medical technicians but do not include division chief or

higher-level positions in the field.

13 Police Officers – positions that maintain order, enforce laws and ordinances, and

protect life and property in an assigned patrol district. Duties may include a

combination of the following: patrols, directing traffic, issuing traffic citations,

investigating crimes and accidents, responding to incidents as directed, and

apprehending and arresting suspects. Positions may also supervise other police

officers but do not include division chief or higher-level positions in the field.

14 Correctional Officers – positions include Sheriff Office officers and deputies.

Guards inmates in accordance with established regulations and procedures. May

guard prisoners in transit between jail, courtroom, prison, or other point. Includes

deputy sheriffs who spend most of their time guarding prisoners in a detention

facility. Maintains law and order in the courtroom and serves legal processes.

Positions may also supervise other correctional officers but do not include division

chief or higher-level positions in the field.

15 Other Protective Service – positions that are not members of the sworn public

safety staff but perform protective services such as patrols of public buildings and

parking lots; issuing parking citations; guiding or controlling vehicular or

pedestrian traffic; receiving emergency calls, and dispatching appropriate

emergency responders. Positions may also supervise others but do not include

division chief or higher-level positions in the field.

21

APPENDIX B.

HOW TO READ THE GOALS ACHIEVED TABLE

1. The table Goals Achieved Based on Number of Hires during the Fiscal Year on page 15 has five

columns, and should be read from left to right.

2. The table reflects the goals from the previous fiscal year (FY18) and the hiring results obtained

while trying to achieve these goals.

3. The first column “Job Group Name,” lists only the County job groups wherein a need to increase

the number of minorities or females during the previous year were identified.

4. A list of job groups appears in the Appendix on section XI of the plan.

• For example, the first job group in the table is Executives/Officials & Senior Administrators.

• The second column “Employment Goals,” shows the fiscal year 2018 AAP goal for

Executives/Official & Senior Administrators. The same column next to “Librarian” shows a

goal of four minority hires but reflects that there were five opportunities to hire for which five

minorities were hired.

• The figure is based on an availability analysis and a standard deviation.

o The County can increase the affirmative action effort and raise the employment

percentage of minorities in any job group with an affirmative action effort of 50% at

every opportunity to hire. At the Executives/Officials & Senior Administrators with an

affirmative effort statistically estimated at 7% of every 100 hires or promotional

opportunities that occur in the job group. (The standard deviation analysis and statistical

projections define that distribution).

o The County can strengthen its diversity at the Executive/Officials & Senior

Administrators level by hiring seven (7) minority employees into this job group in FY

2019.

22

o The third column “Opportunities to Hire,” shows how many opportunities there were to

hire an incumbent to fill positions into the job group of Executives/Officials & Senior

Administrators. There were eleven (11) opportunities to recruit into this job group during

FY 19, and four (4) minorities were hired, resulting in 36.4% of hiring efforts.

o The fourth column is “Employment Goals Achieved thru Hires.” This column shows the

number of minorities hired into the job group during FY18. In this case, there were four

(4) hires in FY18.

o The last column “Group with Employment Goals,” indicates the demographic that should

be increased through recruitment to meet the goal. In this case, the demographic groups

were Asian, Black, or Hispanic.

The table is the result of a proportionate analysis of the racial composition of the County workforce and

the available market candidate pool. The focus of the analysis is the impact of employment selections

within job groups.

Please note that hires as whole persons and not as fractions of a person. Therefore, a fraction of a person

is calculated as a person. Workforce statistics from the EEOC/US Labor Department and U.S. Census

Bureau are utilized to perform tests and to determine if there is a need to add minorities or females to

particular job groups. The tests compare hiring results and opportunities to employ against the availability

of similar persons in the employment market to determine the goals for the following year.