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SAN LEANDRO EQUITY PLAN34 >Poor inter-departmental communications in general >>Many departments across the city are perceived as separate silos—each with disparate, wavering levels of commitment to DEI depending on their leadership—though many are perceived to fall short of the ideal. Poor communications between the City’s departmental leadership vs. line staff and personnel RECOMMENDATIONS// EMPLOYEE EXPERIENCE RECOMMENDED STRATEGIES/ACTIONS: > > > > City Manager’s Office create framework for development of DEIB values and principles. It is recommended that: Recommend the City Manager’s Office, in partnership with the HR Director estab- lish anonymous complaint system that protects the anonymity of whistleblowers City Manager’s Office direct ongoing DEIB analysis of city functions and services City Manager’s Office develop City DEIB goals in collaboration with Department heads and assess compliance. > > > > > > > > The City build in a mechanism for feedback and regular review and evaluation. Use historical and real time data (red-lining maps, health outcomes by neighborhood, mapping for environmental justice data, etc.) to assess success and impact of initiatives The framework includes specific equity indicators and metrics. The City build a collaborative network with surrounding cities to enable interactive benchmarking & sharing of best practices (suggestion: countywide DEIB committee) Investigate incidents of discrimination and recommend solutions for further train- ing when necessary, and consult with neutral, 3rd party arbitrators when necessary DEIB framework should be synced with the city-wide training plan and ambassador cohort to help implement changes across the organization and departments. The DEIB framework and values/principles be developed with input from community and staff. Monitor City DEIB goals against actual results and accomplishments