HomeMy WebLinkAbout02-16-2021 Auburn.Inclusive.Initiative.Final Report (1)I NCLUS I V E AUBURN I N I T I A T I V E
A S SESMENT REPO R T 20 20
RACING TO EQUITY
CONSULTING GROUP
Prepared by
Dr. Nikum Pon
Bernardo Ruiz
Anita Garcia Morales
Jordan Smith
Caitlin Hoover
Dr. Norma Zavala
Report Design
Brea Armbruster
RacingToEquity.org
The Racing to Equity Consulting Group would like to express our extreme
gratitude to Mayor Nancy Backus, The Auburn City Council, City of Auburn
Directors, The City of Auburn Staff, residents, and community members
for their collaborative partnership and strong commitment to advancing
the Inclusive Auburn Initiative. This Organizational Assessment was made
possible by the valuable contributions made by each of you. Your feedback
and input were key to developing this City of Auburn Organizational
Assessment for Racial Equity and Social Justice. Our hope is that you see
yourselves reflected in the key findings and recommendations contained in
this report to advance racial equity and social justice at the beautiful and
vibrant City of Auburn. We thank the fortitude, courage, and exemplary
leadership shown by Mayor Backus, the Auburn City Council Members,
City of Auburn Directors, and Auburn City Staff. We have every confidence
that this powerful team will guide and ensure the progress of the Inclusive
Auburn Initiative to move toward an inclusive City of Auburn where each and
every resident and staff are honored, valued and dignified for years to come.
“Belonging, or being fully human, means more than having access and
opportunity. Belonging entails being respected, honored, valued and
dignified at the basic human level that includes the right to both co-create
and demands of government and society.”
--John A. Powell
ACKNOWLEDGEMENT
RacingToEquity.org
3.
TABLE OF
CONTENTS
Executive Summary………………………………………......4
Introduction………………………………………………….....10
Research & Evaluation Methodology
Historical Research & Methodology
Qualitative Research & Methodology
Quantitative Research & Methodology
Conceptual Framework………………………......................20
Results…………………………………………........................22
The City of Auburn’s “Why”
The City of Auburn’s “How”
The City of Auburn’s “What
The City of Auburn’s Cultural Competency Baseline Assessment
Awareness
Knowledge
Skills
The City of Auburn Inclusion Value Gap
Key Findings …………………………...................................54
Recommendations ………………………….........................62
Conclusion …………………………......................................70
Resources ………………………….......................................72
Appendix A - F…...................................……………………..76
A - Historical Documents
B - City of Auburn Inclusive Satff Interview Questions
C - Focus Group & Interview Protocol
D - Staff Survey Questionnaire
E - Inclusive Auburn Survey for All Staff
F - Community Survey Questionnaire
EXECUTIVESUMMAR Y
KEY FINDINGS
We separated key findings into three categories, based on the Government Alliance for Racial Equity’s approach
to ensuring the sustainable forward momentum of racial equity: Normalize, Organize, and Operationalize .
PHASE ONE
Providing professional
development workshops to the
City’s senior leadership team
and City Council.
PHASE TWO
Gathering and analyzing
feedback from City leadership,
staff, and community
members. This three-pronged
approach included collection,
analysis and summary of
historical, qualitative and
quantitative data, for which the
culmination and summary is
the body of this report.
PHASE THREE
Professional Development for
Managers and Staff, informed
by findings from the data
collection and analysis phase
of the report. This training is
designed to help close the gap
between espoused values and
actual outcomes at the
City of Auburn.
We at Racing to Equity Consulting Group (R2E) have engaged in a partnership with the City of Auburn to assist
in carrying out phases one and two of the Inclusive Auburn Initiative. This document- an analysis and summary
of Phase Two’s efforts- is designed to be used as a guide and a benchmark as the City of Auburn moves forward
in its fervent dedication to becoming a city with equitable opportunities for all residents.
On July 15th, 2019, the City Council of the City of Auburn approved Resolution #5427 Inclusive Auburn
Initiative. This initiative was drafted and enacted to support the belief that the City of Auburn’s government
holds the responsibility of ensuring that every member of our community is heard, valued and respected, and
has equitable opportunities to participate in our democracy
N OR M A L I Z E
• There is no city-wide definition of racial equity or social
justice.
•There is a distinct lack of clarity around the intent and
implementation plan for the Inclusive Auburn Initiative.
• There is a lack of professional development opportunities
within city government within the City of Auburn.
• The relatively low and overburdened amount of city staff
(as experienced since the recession of 2008) contributes to
a lack of focus and a general sense of overwhelm when
attempting to engage in racial equity work.
• Stakeholders agree that ensuring the Inclusive
Auburn Initiative’s success should be a top priority
among city leadership and staff.
•There exists a lack of collective understanding of
the benefit and necessity of implementing the
Inclusive Auburn Initiative
5.
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https://www.racialequityalliance.org/wp-content/uploads/2018/05/1-052018-GARE-Comms-Guide-v1-1.pdf1
ORGANIZE
• The systemic support of the Inclusive Auburn
Initiative provided by City Leadership is of great
importance in ensuring lasting success.
• City of Auburn staff is unclear about the services
they provide to residents of color and other
historically marginalized populations.
• City of Auburn leaders believe they are committed
to ensuring the advancement of inclusion and racial
equity. Still, they cannot 1) identify which gaps
in services, opportunities, and supports they are
eliminating, or 2) specify how their professional role
is either perpetuating or mitigating the impact of
institutional racism within the City of Auburn.
• We found the City of Auburn staff are professional
and take their responsibilities of being public servants
very seriously.
OPERATIONALIZE
• We found no evidence that the City of Auburn has
a Strategic Plan for advancing racial equity and social
justice.
• The city currently lacks the systems or capacity
to regularly generate disaggregated data to guide
Inclusive Auburn initiative’s implementation.
• City of Auburn leadership has created and developed
strategies for incorporating inclusion racial equity
strategies into their work. However, the people whom
we interviewed could not identify these strategies.
Further, respondents were unable to define how these
strategies are being or will be implemented or how
outcomes will be attained and assessed.
• We found no evidence of a systemic approach to
engaging with ethnically and linguistically diverse
resident populations.
• All stakeholders would better understand city
expectations, priorities, and procedures if they
were consistently and clearly applied across all City
Departments.
• Not every City Department has set Specific,
Measurable, Attainable, Results-Oriented, Timely
Bound (S.M.A.R.T.) goals or benchmarks.
• City of Auburn leaders need to continue gaining more
in-depth knowledge of recognizing culturally sustaining
practices or the lack thereof.
• Disaggregated City services resident demographic data
is not currently available and therefore not regularly
utilized.
•We found no evidence that creating or implementing a
City of Auburn Racial Equity Team was not currently a
top priority for the City of Auburn due to COVID-19.
• There was no evidence that there were plans to
provide mandatory culturally sustaining professional
development for all City of Auburn Staff.
• There is collective agreement among the City of
Auburn staff and residents that the City of Auburn
Initiative’s implementation should start from within the
City of Auburn leadership and staff.
• It is necessary for City of Auburn residents, staff, and
administration to share their stories as people of color
in the City of Auburn and have their experiences
believed and validated.
• There is only one job description citywide in the City
of Auburn that has clearly outlined responsibilities for
implementing the Inclusive Auburn Initiative.
METHODOLOGY
SURVEY 3
“Inclusive Auburn Community Survey,” perhaps the
most robust of the three, was released to all residents
of the City of Auburn, as well as those individuals who
work but do not necessarily live within the city limits.
This survey gathered demographic data, attitudes and
perceptions about the Inclusive Auburn initiative,
attitudes and perceptions of the current state of race
relations and racial equity within the city, and a wealth of
data on perceived advantages and disadvantages of living
and working in Auburn. Two hundred forty responses
were recorded and analyzed.
Together, evidence gathered in all three surveys
informs the bulk of this report’s narrative, findings, and
recommendations.
Racing to Equity gathered historical research from multiple sources such as the Imagine Auburn report,
Auburn’s organizational chart, past evaluation reports, Human Resources documents, and other relevant
identity documents. A review of these documents focused on Auburn’s history as it relates to ensuring equitable
outcomes for all residents and analyzing historical factors and results that may help predict the success of new
policies, practices, and procedures introduced within the Inclusive Auburn Initiative.
Racing to Equity Consulting Group also conducted qualitative research through various vehicles, including focus
groups, interviews, and surveys for City of Auburn leadership, staff, and residents. Each interview was conducted
in person by three of our consultants and lasted an average of 30-45 minutes. We conducted four focus groups:
two for City of Auburn Staff and two for the Police Department. Each interview took between 90-120 minutes
to complete in-person (please see Appendices B & C for protocols). These interactions were then transcribed
and analyzed for trends and patterns.
The City of Auburn released three separate surveys, all conducted online via SurveyMonkey:
SURVEY 1
“Inclusive Auburn Comprehensive Value Statement Survey,” was released to City of Auburn directors and senior
management to gauge their understanding and perceived importance of each of the city’s stated values. Thirty
responses were recorded and analyzed.
SURVEY 2
“Inclusive Auburn Staff Survey,” was released to all City of Auburn staff. This survey was intended to gather
insight into City Staff’s general perception of the Inclusive Auburn initiative and attitudes toward and perceived
effectiveness of recent efforts made in connection with the initiative. This survey also gathered demographic data
about city staff, which allowed analysts to assess the level of representation among staff and how that might affect
7.
Like key findings, recommendations were separated into three categories based on the Government Alliance for
Racial Equity’s approach to ensuring the sustainable forward momentum of racial equity: Normalize, Organize,
and Operationalize . These recommendations were developed based on key findings and informed by widely
recognized best practices in advancing racial equity within cities. This report delves into each recommendation
in detail, including suggested implementation strategies, supporting recommendations, and reasoning behind
each recommendation.
CONCLUSION & RECOMMENDATIONS
NORMALIZE
• Ensure that the
implementation of the
Inclusive Auburn Initiative
becomes a collective. and
shared responsibility by each
leader and staff member at the
City of Auburn.
• Hire and retain leaders and
staff with a shared racial equity
analysis.
• Provide Adaptive Leadership
professional development.
•We recommend the City of
Auburn to make a public
statement via the Mayor and
the City Council about their
commitment to advance racial
equity and social justice
through the Inclusive Auburn
Initiative on their website and
at public meetings.
ORGANIZE
• Provide residents and staff
with the tools to engage in
informed decision making.
• Continue to grow and develop
the Office of Racial Equity and
Inclusion.
• Develop and maintain
partnerships with other cities/
governmental agencies and
officials.
• Create a system for
disaggregation and proper use
of data to identify & eliminate
access and opportunity gaps for
residents and staff.
OPERATIONALIZE
• Develop a comprehensive
City of Auburn Strategic Plan.
• Create a citywide Inclusive
Auburn Initiative strategy and
implementation plan.
• Implement the use of a racial
equity tool.
• Develop a citywide Racial
Equity Plan to advance the
Inclusive Auburn Initiative.
• Implement a city of Auburn
Racial Equity Policy.
• Build a Leadership
Development Pipeline or create
a succession plan to ensure that
the city leadership is reflective
of its resident population.
CITY OF AUBURNCITY OF AUBURN https://www.racialequityalliance.org/wp-content/uploads/2018/05/1-052018-GARE-Comms-Guide-v1-1.pdf2
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If implemented in an authentic way that honors the
urgency and importance of advancing racial equity
and social justice within the City of Auburn, these
recommendations will serve to institutionalize the
city’s values around equity and ensure that inclusivity
becomes a part of Auburn’s lasting DNA.
The City of Auburn has become increasingly racially,
ethnically, and linguistically diverse over its history. The
pervasiveness of racial hierarchy and institutionalized
racism have proven that diversity alone will not
dismantle these issues, but instead, they will continue
to become increasingly exacerbated. Without the
intentional, explicit, and systemic examination of
implicit and cultural bias, specifically examining the
role institutional racism plays in City Government—
oppression, marginalization, and discrimination
against Black, Indigenous, and other People of Color
will persist. Racing to Equity Consulting Group is
confident that under the leadership of Mayor Backus,
her Cabinet, and the Auburn City Council, the City
of Auburn will continue to advance racial equity
and social justice to honor, value, and dignify the
humanity of every one of its residents.
9.CITY OF AUBURNCITY OF AUBURN
INTRODUCTION
Dear Auburn Team, Residents, Business Owners, and Visitors,
In completing this assessment, we at the Racing to Equity Consulting Group (R2E) have learned that each of you
takes great pride in the trust that you hold with each other. Through 18 months of collaborative partnership, we
have found that you are committed to identifying and removing barriers for every person who resides in the City of
Auburn to pursue doing what they enjoy, in a safe place, with people they love in a learning environment.
Perhaps more than any other type of organization, you, as city government, hold the responsibility of ensuring that
every member of the City of Auburn community is heard, valued and respected and has equitable opportunities to
participate in our multicultural and pluralistic democracy and flourish in our city.
On July 15, 2019, the City Council soundly approved Resolution #5427 Inclusive Auburn Initiative to accomplish
the following goals:
•Eliminate systemic causes of disparities, racial and otherwise, in the City of Auburn Government
•Promote inclusion and create opportunities for full participation for every resident and business in the City
of Auburn
•Reduce, and eventually eliminate, disparities of outcomes in our community
Inclusive Auburn - City of Auburn. https://www.auburnwa.gov/city_hall/mayor/inclusive_auburn3
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The Inclusive Auburn Initiative currently contains three Phases:
PHASE ONE of the Inclusive Auburn Initiative was focused on providing professional development to the
City’s senior leadership team and City Council. The Mayor and Department Directors participated in a six-
session Inclusive Auburn Initiative professional development institute designed to help them address systemic
barriers, advance the Inclusive Auburn Initiative, and elevate opportunities within the City interweaving equity
and inclusion strategies, tools, and actions throughout their operations.
PHASE TWO was to solicit and analyze meaningful feedback from community members, city staff, and
city leadership to inform strategic recommendations. This work began by reaching out to staff and community
members for participation in both surveys and focus groups throughout the 2020 calendar. City of Auburn
staff and community members were encouraged to answer interview questions and surveys honestly, and their
responses remain confidential. The data that was collected was central to ensuring that we as a consulting group
were able to provide the Mayor and the City Council as well as the City of Auburn’s greater community with the
best specific and unique recommendations for professional development, training and solutions to advance the
Inclusive Auburn Initiative’s goals.
PHASE THREE of this crucial work involves professional development for managers and staff. It is
recommended for the City of Auburn to use the qualitative data collected from the Team Auburn interviews,
surveys, and focus groups (Team Auburn encompasses the City of Auburn Leadership, Staff, and Auburn City
Council) to design an Inclusive Auburn Initiative training. This training will support the City of Auburn in
narrowing the gap between their core values and their actions and outcomes. We are confident that the City of
Auburn can achieve this by eliminating systemic barriers, elevating opportunities, and interweaving equity and
inclusion strategies throughout City of Auburn operations and services.
Staff will participate in mandatory anti-bias and undoing institutionalized racism training during the 2021
calendar year. The Mayor has determined that this professional development will take four hours or less of the
city staff’s time. The Mayor stated that there would also be volunteer opportunities for employees interested in
participating beyond the mandatory commitment.
R2E challenges each Team Auburn member to embrace discomfort and honor the lived experiences,
perspectives, questions, and knowledge that you all bring to the table. The work that R2E began last year will
require each member of City of Auburn Leadership and Staff to move out of their comfort zones and to view
their world through a lens that may be unfamiliar or uncomfortable to many.
This work crucially requires courageous leadership, authenticity, and vulnerability by all Team Auburn members
to be truly successful in implementing the Inclusive Auburn Initiative. We at R2E encourage each and every
member of Team Auburn to honor and embrace the hard work that lies ahead, knowing that what you begin in
this year will have lasting impacts in the vibrant City of Auburn community and beyond.
In January 2020, City department Directors and Mayor Backus completed the last of six eight-hour professional
development learning sessions for Inclusive Auburn, the equity and implicit bias program approved by Council
in 2019 through Resolution 5427. In December 2020, the Auburn City Council completed their Governing for
Racial Equity professional development institute. This intensive course was designed to support a collective and
shared analysis of how to advance racial equity and inclusion through governance at the City of Auburn and
identify that inequities exist and how they are created, sometimes inadvertently, by city government.
These trainings were two meaningful, intentional, and strategic steps that the City of Auburn took to advance
the Inclusive Auburn Initiative’s vital work. Our hope at the Racing to Equity Consulting Group is that these
professional development opportunities serve as the foundation for leading for racial equity and social justice at
the City of Auburn. It is recommended that one of the City of Auburn’s next steps be to form a Citywide Racial
Equity Team to support cross-departmental collaboration to implement the Inclusive Auburn Initiative. 11.
It is also recommended that the City provides the necessary professional development and support for the
Racial Equity Team at the City of Auburn to be successful in their crucial work.
It was a pleasure to partner with Team Auburn during this 18-month collaborative partnership. We look
forward to hearing about the progress that this work will make in the years ahead to ensure that every
resident in Auburn has a place at the table and feels honored, valued, and dignified for their humanity.
BACKGROUND
“Racism – a system of advantage based on race – is pervasive, yet it can be dismantled through strategies that
promote systemic change along with real conversations about shared values and principles. For instance, by
reviewing racially discriminatory practices and policies that have led to the allocation of resources based on
geographical location, we can begin to understand why some communities have prospered while others have not.
Too often we try to address these racial disparities through “color blind” and/or “race neutral” approaches that
do not take into account the impact of unconscious biases influenced by racialized societal messages. We need
intentional strategies aimed at acknowledging the impact of structural marginalization and discrimination to
create meaningful and long-lasting change.”
Across the United States of America, regardless of geographical region, racial, and other inequities exist across
every indicator for life success—including health, education, employment, housing, criminal justice, and beyond.
According to GARE’s publication, “Racial Equity: Getting to Results,”
“We must recognize that from the inception of our country, government at the local, regional, state, and federal
level has played a role in creating and maintaining racial inequities. We know these inequities are incongruent
with our constitutional values and aspi¬rations as a nation.”
The Institute for Othering and Belonging at the University of California, Berkeley, in a joint research project
with the Government Alliance on Race and Equity (GARE), Race Forward, and the Center for Social Inclusion,
recognizes that local government and municipalities can and must do better to live up to the ideals of creating a
multicultural and pluralistic democracy. We understand that local government plays a crucial role in advancing
racial equity. Therefore, we are modeling at the local and regional levels how it is genuinely possible for a
government to promote equitable opportunities for all residents and develop into an inclusive and effective
democracy for all.
The City of Auburn has begun advancing racial equity and social justice in City Government. Based on national
research and effective practices, we know that change is possible when the process of advancing racial equity and
social justice is intentional, systemic, strategic, focused, and supported. Though we as a nation have made many
strides toward achieving racial equity, many policies, practices, laws, and procedures continue to create disparate
results for Black, Indigenous, and Other People of Color. This is the case even if the explicit intent to marginalize,
oppress, or discriminate is not present. The City of Auburn’s leadership recognizes that they are at a critical
juncture in history and wants to ensure proactive social justice advancement within city government.
The City of Auburn Leadership has specific goals of improving the life outcomes for all by focusing efforts on
those faring the worst. Deep¬ly racialized systems are costly for everyone and depress out¬comes and life
chances for ethnically and linguistically diverse communities. City Leadership understands that to advance racial
equity, city government must focus not only on individual programs but also on transforming systems, policy,
and institutional strategies that create and maintain inequities. The Government Alliance for Racial Equity
recommends using a three-part strategic approach geared to address all levels of institutional change . This
framework is outlined below in the context of the City of Auburn.
5
Cultural Anthropology, Appreciating Cultural Diversity, 17th Edition, Conrad Phillip Kottak via http://www.mml.org/wp-content/uploads/2020/08/Racial-Equity-Toolkit.pdf4
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Racial Equity: Getting to Results. https://www.racialequityalliance.org/wpcontent/uploads/2017/09/GARE_GettingtoEquity_July2017_PUBLISH.pdforg/wp-content/up-
loads/2020/08/Racial-Equity-Toolkit.pdf
5
6
https://www.racialequityalliance.org/wp-content/uploads/2018/05/1-052018-GARE-Comms-Guide-v1-1.pdf6
Achieving racial equity means that we can no longer predict disparities or life outcomes based on race,
background or circumstance. The Inclusive Auburn Initiative aims to improve results for all Auburn residents.
The City of Auburn Leadership believes that to disrupt deep and pervasive inequalities manifesting in the City,
they must intentionally develop culturally responsive opportunities for resident populations who have been
historically underserved, generate new possi¬bilities for community ownership of government, and establish
a new narra-tive for a genuinely inclusive democracy. Indeed, to live up to the United States of America’s
constitutional values, we must transform city government. We must transform the City of Auburn.
NORMALIZE
1.Use a racial equity
framework: The City of
Auburn must use a racial equity
framework that
clearly articulates their vision
for racial equity and the
differences between individual,
institutional, and structural
racism—as well as implicit and
explicit bias. It is important
that staff across the city develop
a shared understanding of these
concepts.
2.Operate with urgency and
accountability: Contrary to the
popular belief that change
happens slowly, we know that if
efforts are correctly prioritized
and given the resources they
need, change can actually occur
quite rapidly. The most
effective path to accountability
comes from creating clear
action plans with built-in
institutional accountability
mechanisms. Collectively, we
must create greater urgency
and public will in order to
achieve racial equity.
ORGANIZE
1. Build organizational
capacity: The City of Auburn
must commit to meaningful,
complete institutional
transformation so that impacts
are sustainable. While City
Leadership plays a crucial
role in mapping out Auburn’s
journey to inclusivity, change
takes place on the ground.
Auburn must construct an
infrastructure that creates
racial equity experts and teams
throughout local government.
2. Partner with other
institutions and communities:
The City of Auburn leadership’s
racial equity work is necessary
but not sufficient on its own
to create lasting change.
To achieve racial equity,
Team Auburn must work in
partnership with surrounding
communities and institutions.
OPERATIONALIZE
13.
https://www.racialequityalliance.org/wp-content/uploads/2017/09/GARE_GettingtoEquity_July2017_PUBLISH.pdf7
Institutional Change | Center for Social Inclusion. https://www.centerforsocialinclusion.org/our-work/our-four-strategies/institutional-change/8
1.Implement racial equity
tools: Racial inequities are
neither natural nor random—
they have been created and
sustained over time. Inequities
will not disappear on their own;
tools must be used to change
the policies, programs, and
practices that perpetuate
inequities. Using this report,
“Focusing on Racial Equity
Results,” the guide from GARE,
and other tools such as our
Racial Equity Tool, will help us
to achieve better results within
our communities. 7
2.Be data-driven: R2E
recommends a two-part
approach to measuring
success: first, to measure
the performance of specific
programmatic and policy
changes, and second, to
develop baselines, set goals,
8 and measure progress towards
these goals . Team Auburn
must use data in this manner to
ensure accountability.
C HARACTER means developing and preserving attractive and interesting places where people want
to be. We will create and maintain high quality neighborhoods, places, and spaces.
W ELLNESS means the promotion of community-wide health and safety. We will build and maintain
an environment that promotes public safety and healthy lifestyle options.
S ERVICE includes providing transparent government service. We will be an efficient, approachable,
and responsive City government.
E CONOMY includes encouraging a diverse and thriving marketplace for consumers and businesses.
We will provide a diverse and vibrant local economy with employment, retail, and entertainment
opportunities for citizens and a growing marketplace for homegrown and regional-scale businesses.
C ELEBRATION includes celebrating our cultures, heritage, and community. We will celebrate
diversity and creativity and come together to teach, learn, and have fun.
E NVIRONMENT means stewarding our environment. We will protect the natural environment,
preserve open space, and create appropriate access.
S USTAINABILIT Y means creating a sustainable future for our community. We will balance natural
resource protection, economic prosperity, and cultural vibrancy in order to build a thriving and long-
lasting community.
Arguably, the value gap (differences between espoused values and lived experiences of residents most impacted
by racial and other forms of inequities) is the most significant chasm in any organization or city government.
Racing to Equity has been called upon to partner with the City of Auburn to begin the process of closing the
city’s value gap by anchoring in the notion and reality of Inclusion.
According to The People’s Institute for Survival and Beyond’s Anti-Racist Principles,
“Necessary to reap any attempts at Diversity and Access, Inclusion efforts focus on the experiences of
belonging that staff and patrons feel. It is about seeing oneself reflected and represented in an organization
from a strengths-based frame, but it is also about being understood and trusted for one’s agency and
autonomy.”
To establish a baseline entry-point assessment to begin examining the city’s Inclusion Value Gap’s depth and
breadth towards transformational change, we believe a mixed-method systems evaluation approach is most
appropriate. Combining historical, qualitative, and quantitative data will provide a complete picture of such a gap
with critical recommendations to move the Inclusive Auburn Initiative forward.
Adopted Comp Plan Value Statements - City of Auburn. https://www.auburnwa.gov/city_hall/community_development/zoning__land_use/auburn_s_comprehensive_plan/
adopted_comp_plan_value_statements
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I N T R OD U C T I ON
The Inclusive Auburn Initiative is the City’s current priority. This initiative engages City leadership and
community in essential work that builds upon previous work inspired by Imagine Auburn, a process that
involved many internal and external stakeholders. Thanks to Imagine Auburn, a clear vision and core values
laid the foundation for the Inclusive Auburn Initiative. Imagine Auburn is a collective community vision that
sees the Auburn of 2035 become a city of connected and cherished places, from a vibrant downtown to quiet open
spaces and everything in between, where a community of healthy, diverse, and engaged people live, work, visit, and
thrive. Seven core values are driving this powerful vision :9
http://www.pisab.org/our-principles/10
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ORGANIZATIONAL CAPACIT Y
Organizations and institutions need to be committed to the breadth and depth of systemic and institutional
transformation. While the engagement in advancing racial equity by middle managers and leaders from
an organization is critical, substantial and sustainable changes occur on the ground. An infrastructure
that ensures racial equity experts and teams’ creation throughout departments and divisions within the
organization or institution is necessary. To achieve racial equity, organizations and institutions must work
with a network of partners: institutions, business, education, philanthropy, among others, and center the work
on impacted communities of color.
ORGANIZATIONALIZE — IMPLEMENT RACIAL EQUIT Y TOOLS
Racial inequities are not random—our systems are not broken; our systems are successfully producing the
results for which they were designed. These racial inequities have been created and sustained systemically
and structurally over time. Racial and other inequities will not disappear on their own. Creating equitable
laws, practices, policies, and procedures is necessary to ensure a socially just and pluralistic democracy.
Racial Equity Tools provide a framework by which to measure the equity focus of decisions large and small.
The City of Auburn must use these tools to change the policies, programs, and practices that perpetuate
inequities, as well as develop new policies and programs.
Being data-driven is crucial for advancing racial equity and social justice. Measurement must occur at two
levels — first, to measure the success of specific programmatic and policy changes. Second, to develop
baselines, set goals, and measure progress towards community goals.
NORMALIZE
the conversation about racial equity and social justice. Cities need to develop a common language and in-
depth racial equity analysis. It is imperative to use a racial equity framework that names the history of the
laws, policies, practices and procedures passed and implemented to create and maintain racial inequities,
oppression, marginalization, and discrimination against Black, Indigenous, and People of Color. Normalizing
the conversation about race and social justice helps us create a common language to use in this crucial work.
We develop clear and broad definitions of what it means to achieve racial equity and actively dismantle
racial inequities. Of great importance, as we normalize the conversation on racial equity and social justice,
we communicate and act with urgency. Urgency is crucial despite the widespread belief that change is hard
and takes a long time. We have seen repeatedly that when racial equity is an urgently felt priority, change is
embraced and takes place quickly. Building in institutional accountability mechanisms via a clear plan of
action will allow accountability. Collectively, we must create greater urgency and public will to achieve racial
equity.
15.
Systems evaluation is a vastly different approach from traditional evaluation. Typically, an evaluation follows
a linear logic model with the basic framework of measuring short-term, mid-term, and long-term outcomes.
Traditional evaluations address complex issues through symptomatic data (crime rates, educational outcomes,
healthcare disparities, housing inequalities, unemployment rates) as key indicators. Without a racial equity analysis,
traditional evaluation conclusions and recommendations put the onus and blame on communities of color and
other marginalized groups rather than examining the system in how it produces predictable outcomes based on
race, class, gender, and other social identity factors.
Alternately, systems evaluation focuses on systemic barriers. Disparities between Whites and Communities of
Color in all social sectors are merely symptoms of deeper issues called Opportunity Gaps or Institutionalized
Racism (policies, procedures, and practices that benefit Whites to the detriment of People of Color). Arguably the
most significant gap within a system is known as the Value Gap (the gap between our beliefs and current practices).
Systems transformation happens when current beliefs (mission, vision, and core values) inch closer and closer to
aligning with current practices and evidence of impact. In city with a small to nonexistent value gap, institutions,
communities of color, and other marginalized groups live in mutual accountability.
RESEARCH & EVALUATION
METHODOLOGY
• In what ways is the City of Auburn inclusive for every City resident?
• What do you believe are the barriers you confront when trying to
establish equitable opportunities and an inclusive environment, where do
you see room for improvement?
• Do you believe that City of Auburn residents feel honored, valued and
dignified?
• What do you need as a City employee to advance equity in the context of
your work?
• How has the City built more character into the City government?
• How does the City of Auburn promote health and safety?
HISTORICAL RESEARCH & METHODOLOGY
Historical research provides a fundamental analysis with which to understand the collective identity of the
City of Auburn. Historical methodology and data collection come from an epistemological stance known as
postmodernism. Postmodernism represents an intellectual position that one can only know something from
a particular point of view. It challenges the modernist idea that one can only gain knowledge through human
reasoning and science. Postmodernism considers the power structure of society and values marginalized
communities’ viewpoints. The historico-cultural context becomes paramount in seeking to understand the
meaning of any person or group. Historico-cultural context investigates the influential forces throughout time
that shape a person or society, in our case, the forces of systemic oppression and exclusion. R2E has worked
with the City of Auburn leadership team to collect historical data from the following sources: Imagine Auburn
report, organizational chart, past evaluation reports, Human Resources documents, and other relevant identity
documents (please see Appendix A).
QUALITATIVE RESEARCH & METHODOLOGY
In addition to historical data, qualitative research emphasizes an inductive approach, which refers to the process
of deriving general meaning and insights by working “backward” from particulars, rather than “forward” in a
deductive fashion from already established theoretical formulations. The primary concern of qualitative research
is to find meaning in context. In other words, qualitative research evaluators are passionately interested in how
different people make sense of their lives. Qualitative methodology includes conducting focus groups and
interviews with key internal constituents. The primary data came from structured focus groups and interviews.
Each interview was conducted in person by three of our consultants and lasted an average of 30-45 minutes. We
conducted four focus groups: two for City of Auburn Staff and two for the Police Department. Each interview
took between 90-120 minutes to complete in-person (please see Appendices B & C for protocols). Our goal was
to hold ten additional community focus groups. However, due to the Center for Disease Control and Washington
State Health restrictions resulting from COVID 19, we were unable to host these focus groups. Once all focus
groups and interviews were transcribed, R2E data analysts thoroughly reviewed the transcripts. Afterward, the
transcripts were “open coded” to identify keywords and common themes.
Themes from the focus groups derived from these research questions below:
Do you believe that it is the responsibility of the
City of Auburn to establish equity?
17.
• How has the City of Auburn encouraged a diverse and thriving marketplace
for consumers and businesses?
• How has the City of Auburn stewarded our environment to protect the natural
environment, preserve open space, and create appropriate access?
• How has the City of Auburn created a sustainable future for our community?
Whereas themes from staff interviews derived from these sets of questions:
• Have you heard about the Inclusive Auburn Initiative? Please share what you
How has the City of Auburn celebrated
cultures, heritage, and community?
What is your knowledge about
diversity, equity, inclusion,
and its impact on residents and City staff?
know about the initiative and what you would like to know.
• Is the City of Auburn making progress in creating an inclusive environment
where every staff member feels honored, valued and dignified?
• Do you feel comfortable to discuss and address inclusion, inequities, and
institutional racism with colleagues to strengthen the Auburn Inclusive
Initiative?
• Do you feel knowledgeable enough to discuss and address inequities,
institutional racism, and inclusion with colleagues to strengthen Auburn’s
Inclusive Initiative?
• Keeping your knowledge and comfort in mind, how can the City of Auburn
support you to address inclusion, inequities, and institutional racism in
the context of your job so that all staff and residents have the access,
opportunities, and support to excel?
• What could be done within your department or program to strengthen
inclusion to eliminate institutional racism and other inequities?
• What characteristics should leadership embody to work towards
institutional equity? Are there needs that must be met in this process?QUESTIONS
QUANTITATIVE RESEARCH & METHODOLOGY
Quantitative data allows research evaluators to look at larger sample sizes to see specific populations’
generalizations, especially those impacted most by racial and other forms of inequities. Data explored derives
from three sets of surveys - The Inclusive Auburn Initiative Staff, Inclusive Auburn Comprehensive Value
Statements Survey (for the city’s directors and senior management team), and Community Surveys. Surveys
were administered via Survey Monkey to all staff who work for the City of Auburn with 198 respondents, 30
respondents for the values staff survey, and a total of 240 respondents for the community survey (please see
survey instruments in Appendix D). These staff and community perception patterns will give us more insights
into the City of Auburn Inclusion Value Gap. All three types of data were analyzed through three specific
frameworks - Simon Sinek’s Golden Circle, Cultural Competency, and Inclusion Value Gap.
How has the City of Auburn been efficient,
approachable, and responsible?
Do you believe it is the city’s responsibility
to establish equity and inclusion
for staff and city residents?
• Share examples when the City of Auburn or your department
demonstrated an environment of inclusion and equity for staff and city
residents.
• Do you believe the work you have identified on ensuring equity and
inclusion will make a positive and long-lasting impact in eliminating
opportunity and achievement gaps? If yes, why do you believe this? If no,
why do you believe this?
• Is there anything else that you would like to add that we did not ask you?
Lastly, quantitative data provide insights into patterns of staff and
community perceptions.
19.QUESTIONS
CONCEPTUALFR AMEWORK
After the data collection, three conceptual
frameworks - Simon Sinek’s Golden Circle, Cultural
Competency, anAfter the data collection, three
conceptual frameworks - Simon Sinek’s Golden
Circle, Cultural Competency, and Inclusion Value
Gap - were applied to and guided the equity analysis.
In the first framework, according to Simon Sinek
in his Ted Talk, ‘How Great Leaders Inspire Action,’
“Every organization in the world knows what they do,
100%, while some organizations know how they do it,
few organizations know why they do what they do.”
Furthermore, he stated, “Great leaders are in pursuit
of ‘why.’ They hold themselves accountable to ‘how’
they do it. And ‘what’ they do, serves as the tangible
proof of what they believe.” To understand and work
toward closing the Inclusion Value Gap, we must
have an analysis of the City of Auburn Golden Circle
(“Why,” “How,” and “What”). Based on historical data,
the City of Auburn leadership team and many others
within the organization had previously developed
and implemented many programs within the city and
community at large. We will align with and build upon
this work by adopting an existing framework (Cultural
Competency) from those historical documents.
Sue, D.W., and Sue, D. Sociopolitical considerations of trust and mistrust (pp. 63–91). In: Counseling the Culturally Diverse: Theory and Practice. 4th ed. New York: John
Wiley and Sons, 2003.
12
11
http://www.pisab.org/our-principles/13
https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en11
21.
In the second framework, we use Sue and Sue’s
definition of cultural competency as the ability to
interact effectively with people of different cultures.
Cultural competency framework comprises four
components: 1) Awareness, 2) Knowledge, 3) Skills,
and 4) Advocacy/Action. In short, awareness is the
process of understanding injustice and how one
contributes to it. The knowledge component is the
process of understanding other people’s cultures. As
for the skills component, it is the process of behaving
differently in a positive manner towards cultural
differences. Lastly, the action/advocacy component
is the process of working towards institutionalized
change.
The third framework is based on the concept and
practices of Inclusion. Again, according to The
People’s Institute for Survival and Beyond’s Anti-
Racist Principles, Inclusion is “about seeing oneself
reflected and represented in an organization from
a strengths-based frame, but it is also about being
understood and trusted for one’s agency and autonomy.”
The gap between this espoused value (Inclusion) and
current practice/reality is known as the Inclusion
Value Gap.
All three of these frameworks will provide leadership
with insights into the City of Auburn baseline
assessment of its Inclusion Value Gap and key
recommendations based on historical, qualitative, and
quantitative data.
12
13
CITY OF AUBURNR E S U LT S
Simon Sinek’s Golden Circle provides us a snapshot
overview and context of the City of Auburn system. At
the center of the Golden Circle is a shared purpose that
anchors and connects every policy, procedure, process,
practice, department and staff member together.
Without it, systems can easily be misaligned. In other
words, every department, activity, and other systems
components end up operating in silos, and as a result,
The City of Auburn’s “Why”
moving in different directions. Based on the city’s
historical documents and website, there appeared to
be an absence of a collective “Why.”
We recommend that the City of Auburn leadership
team go through a similar process as the Imagine
Auburn collective vision to co-create the city’s
shared purpose or mission statement. Concerning WHY
23.
Inclusive Auburn work, the city is ready to go through
such a process. Based on staff focus groups and
interviews, when asked, “Do you believe that it is
the responsibility of the City of Auburn to establish
equity?” The staff responded with a resounding, yes!
Furthermore, when asked, “Do you believe the work you
have identified on ensuring equity and inclusion will
make a positive and long-lasting impact in eliminating
opportunity and achievement gaps? Why, or Why not?”
Three themes emerged. The first theme falls into the “I
don’t know category.” Whereas, the second theme staff
expressed, “I hope so” and “I think so” category with the
caveat as described by a staff member, “As long it created
The City of Auburn’s “How”
In systems thinking, core values drive systems in
that they drive procedures and practices to move
organizations toward their mission statement and
collective vision. In other words, an organization’s
“how” comes from living into its core values. Through
work within the Imagine Auburn initiative, the city
adopted seven core values. Again, they are 1) Character
- developing and preserving attractive and interesting
places where people want to be. We will create and
maintain high-quality neighborhoods, places, and
spaces; 2) Wellness - promoting community-wide health
and safety. We will build and maintain an environment
that promotes public safety and healthy lifestyle
options; 3) Service - providing transparent government
service. We will be an efficient, approachable, and
responsive City government; 4) Economy - encouraging
a diverse and thriving marketplace for consumers and
businesses. We will provide a diverse and vibrant local
economy with employment, retail, and entertainment
opportunities for citizens and a growing marketplace
for homegrown and regional-scale businesses; 5)
Celebration - celebrating our cultures, heritage, and
community. We will celebrate diversity and creativity
and come together to teach, learn, and have fun; 6)
Environment - stewarding our environment. We will
protect the natural environment, preserve open space,
and create appropriate access; and 7) Sustainability -
creating a sustainable future for our community. We
will balance natural resource protection, economic
prosperity, and cultural vibrancy in order to build a
thriving and long-lasting community.
Responses to the Inclusive Auburn Comprehensive
Plan Value Statements Survey for the city’s directors
and senior management team (a sample size of 30)
provide insights into the city’s collective “how.”
Specifically, they provide an overview of systems
alignment or misalignment in that they offer a step-
by-step guide in aligning the leadership team’s beliefs,
thoughts, and actions. On the following page are
the responses from the vantage point of the City of
Auburn Directors and Senior Management Team.
part of city policy to make it long-lasting, rather
than Mayor by Mayor.” Another staff member shared
that, “Previous efforts have failed, and hopefully,
the research being conducted today, and the results
will make future projects more meaningful.” Lastly,
the third theme is an affirmative, yes, because
“the leadership is involved” and “once you start, it
snowballs.” Overall, this quote encompasses the staff
sentiment, “We are glad this work is happening in the
City of Auburn.” Once the City’s collective or shared
purpose is established, the City’s collective “how” can
be created.
HOW
CHARACTER - developing and preserving attractive and interesting places where people
want to be. We will create and maintain high quality neighborhoods, places, and spaces.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
25.
It is clear that the city’s directors and senior management have a
working idea of what is meant by the core value ‘character’ and believe
that this value is an essential focus for city decision making. However,
respondents were less confident (76.66% indicated only ‘somewhat’ or
‘neutral’) that city leadership strives to consider this value when making
decisions and investments in the community. Further, a large majority of
respondents (60%) refute the belief that all areas of the community have
equal outcomes as it relates to the value ‘character.’ From these responses,
we can see the value gap begin to take shape. Though the definition and
motivation behind including ‘character’ as a core value are clear to city
directors and senior management, this group does not see this value
consistently prioritized in decision making. Further, they do not believe
that this value is applied to ensure equal outcomes for all neighborhoods.
The concept that this value is important to city directors and senior
management is carried through in the indication that 60% of
respondents ‘always’ or ‘sometimes’ factor in the value ‘character’ when
considering their approaches to work. However, less than half of the
respondents (46.67%) have ideas on better incorporating this value
into their work. This finding could be interpreted in two ways: That
respondents feel that their current efforts are sufficient or that there is an
opportunity to explore additional ways to incorporate this value. More
research is necessary to draw a firm conclusion. We know from these
responses this: City directors and senior management see ‘character’
as necessary enough to factor it into their own professional decisions,
but they do not that this value is equally evident throughout various
neighborhoods within the community.
CHAR ACTER
WELLNESS - promoting community-wide health and safety. We will build and
maintain an environment that promotes public safety and healthy lifestyle options.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
27.
According to the results of this survey, the value of ‘wellness’ is
easy to understand and should be a priority when making deci-
sions (as indicated by 82.14% of respondents). 71.43% of respon-
dents believe that city leadership either ‘definitely’ or ‘somewhat’
strives to consider this value when making decisions. Even though
‘wellness’ receives support and integration at the city direction
and management level, we again see over 60% of respondents in-
dicating that this value is not equally evident from neighborhood
to neighborhood in Auburn. Just over half of the respondents
to this survey have ideas on better incorporating this value into
their work. Collectively, these responses indicate a commitment
to continuing to center wellness as a value, an observation that
there is an opportunity to ensure that wellness is equally present
from neighborhood to neighborhood, and a slight majority of city
directors and senior managers who have ideas on how to make
that happen.
WELLNES S
SERVICES - providing transparent government service.
We will be an efficient, approachable, and responsive City government.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
29.
The value of Service seems to be one that is well-embedded
in the functions of city government. It is widely understood,
consistently prioritized, and remains a core value at the city
government’s individual and collective levels. 41.38% of
respondents believe that various neighborhoods throughout
Auburn have somewhat equal outcomes where the value of
‘service’ is concerned. While this is a more affirmative response
than previous values, 24.14% of respondents still believe that
this notion is ‘not really’ true. Again, we see a gap between an
overwhelmingly affirmative response to the idea that ‘service’
is essential, clear, and widely prioritized, yet only somewhat
equally evident throughout neighborhoods. We can identify
a theme here- a disconnect between values, intentions, and
implementation at the city level and actual, visible equality at the
neighborhood level. 66.67% of respondents have ideas on how to
better incorporate the value of ‘service’ into their work, indicating
a potentially untapped wealth of knowledge that may ensure
that this value is experienced equally throughout all Auburn
neighborhoods.
SERV ICES
ECONOMY - encouraging a diverse and thriving marketplace for consumers and
businesses. We will provide a diverse and vibrant local economy with employment, retail,
and entertainment opportunities for citizens and a growing marketplace for homegrown and
regional-scale businesses.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
31.
The responses to the value of ‘economy’ are quite fascinating in
their contradictions. This value is overwhelmingly ‘understood’
(no respondents indicated a lack of understanding) and
‘important’ (no respondents indicated that this value was not
important), and 71.43% of respondents believe that city leadership
at least somewhat strives to consider this value when making
decisions. Beliefs around whether this value is equally present
in various neighborhoods are widely varied, with only a 14.28%
spread from the most chosen answer ‘neutral’ and the least
selected answers ‘definitely’ and ‘not at all.’ Further examination
around this question would help identify why this data is so
evenly inconclusive. Though respondents indicated that they
have a strong understanding of the value ‘economy,’ 77.78% of
respondents indicated that they don’t have any ideas on better
incorporating this value into their work. This finding could
suggest that though there is a strong conceptual understanding
of this value at the city level, there may be some opportunity to
increase knowledge of its practical implementation.
ECONOMY
CELEBRATION - celebrating our cultures, heritage, and community. We will
celebrate diversity and creativity and come together to teach, learn, and have fun.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
33.
The emerging trend of recognizing a value as
important yet failing to see it equally represented within
Auburn’s different neighborhoods continues. Like
‘wellness’ and ‘economy’, respondents overwhelmingly
indicated that the value ‘celebration’ is understood and
important. They also recognized that city leadership
strives to consider this value when making decisions
and investments in the community. Over half of the
respondents indicated that they factor this value into
their approaches to their work. However, 66.67% of
respondents are either ‘neutral’ or believe that ‘not
really’ all areas of the community have equal outcomes
as they relate to the value ‘celebration’. Again, we see a
disconnect between a value’s perceived importance and
its presence in community outcomes.
CELEB R ATION
When asked whether they have ideas on how
to better incorporate ‘celebration’ into their
work, 66.67% of respondents indicated that
they did not. One individual suggested that “it
would be nice if we had more downtown events
celebrating different cultures. Other cities in
the area have ethnic fests, which are fun”. This
response highlights a critical strategy: looking
for successful, replicable examples of including
this value in similar cities. Another response
commends the Museum for their wonderful
celebration of diverse cultures, noting that they
are unsure whether the city promotes these
celebrations. This response identifies another
opportunity to examine and encourage areas
where this value is already being clearly illustrated.
ENVIRONMENT - Stewarding our environment. We will protect the natural
environment, preserve open space, and create appropriate access.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
35.
As with previous values, the value of ‘environment’ is
widely understood and recognized as important. The majority
of respondents indicated that the city leadership ‘somewhat’
strives to consider this value when making decisions. An
overwhelmingly ‘neutral’ response to the question around equal
outcomes related to the value of ‘environment’ has two potential
implications. This response could indicate a lack of understanding
of what a thriving ‘environment’ looks like from neighborhood
to neighborhood or a lack of concern for this value’s equitable
presence among all communities in Auburn. Again, a ‘neutral’
response to whether respondents factor this value into their
approaches to work underscores the previous response’s notions.
Respondents overall do not have ideas on how to incorporate this
value into their work. Long-form comments cite things such as
removing forested areas and a lack of environmentalists on city
staff as reasons the city is falling short of this value. Alternately,
several respondents mentioned park development as a positive
outcome of having ‘environment’ as one of Auburn’s core values.
ENVIRONMENT
SUSTAINABILIT Y - Creating a sustainable future for our community. We will
balance natural resource protection, economic prosperity, and cultural vibrancy in order to build
a thriving and long-lasting community.
Does this statement provide a clear understanding of what it means?Do you concur that this is an important value that should be used to guide
decision making and investments in our community?
Do you believe that City leadership strives to consider this
value when making decisions and investments in the community?
When you think about the various neighborhoods within the community,
do you believe that all areas of the community
have equal outcomes as it relates to this value?
Do you factor in this value when you consider
your own approaches to your work?
Do you have ideas on how to better incorporate
this value into your work?
37.
Responses for ‘sustainability’ follow a similar pattern to other
stated values, in that the value is understood and its importance
is recognized. As the definition of sustainability as a value in
the City of Auburn encapsulates other values as well, including
environment, economy, and cultural celebration, survey
responses to this question can potentially be seen as an aggregate
commentary on the city’s communication of its values as a whole.
When asked about whether the various neighborhoods within
the community have equal outcomes related to ‘sustainability,’
44.44% of respondents chose the option’ neutral.’ It may be
beneficial to explore further the reasons behind the high
percentage of responses in the ‘neutral’ category. Perhaps this is
due to sustainability being a more long-term outcome than the
other values. Perhaps the indicators of a successfully sustainable
neighborhood are more ambiguous than for different values.
SUSTAINAB ILIT Y
CHARACTER
Focus Groups & Interviews Themes:
How has the City government built more ‘character’ into the City of Auburn?
• In terms of the City’s core value of Character, the theme was the lack of residents’ awareness of
programs within the City due to lack of staff and budget capacity and resident accessibility.
• As for the City’s core value of Character, staff members believe the City offers many attractive and
interesting places where people want to be.
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
When examining how the city may be falling short in delivery of this value, a few respondents cited the long-
standing inequities from neighborhood to neighborhood. One respondent stated that “Some areas have access
to quality restaurants, services, etc., while other neighborhoods don’t even have a decent grocery store to shop
at.” One respondent pointed out that the city’s definition of the value of character is centered on aesthetics and
suggested that people play a large part in defining a place’s character as well. A few respondents expressed the
sentiment that disparity between neighborhoods is natural and will be an enduring fact of life.
However, respondents say that the City of Auburn engages in several activities that convey their commitment
to the value of ‘character.’ Most notably, several respondents indicated the development and maintenance of
parks as evidence of this point. Additionally, respondents believe that recreational programming, the Façade
improvement program, code enforcement, and murals are all examples of character throughout the community.
WELLNESS
Focus Groups & Interviews Themes:
How does the City government of Auburn promote health and safety for each one of the residents?
• The first theme was that staff members did not believe it is the City’s responsibility to promote health
and safety for each of the residents.
• The second theme- staff members believe Auburn is dangerous at night time..
In terms of the City’s core value of Wellness, there was no particular theme. Responses range from “we have a PD
and an FD” to “we have a team who engages with people who have concerns about speeding and sidewalk trips.”
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
Responses from the values survey echo focus groups and interviews in pointing out that staff members don’t
believe Auburn is safe at nighttime. Additionally, several respondents indicated that lower-income or “older”
areas of the city don’t have the same access to the value of ‘wellness’ as more affluent or recently developed areas
of Auburn. One respondent cited a lack of relationship between the City Council and the Police Department as a
shortcoming and a reason why Auburn may not convey this value to the best of their ability.
Alternately, respondents noted that, while Auburn may not convey this value at this time, the city is working
to prioritize wellness and incorporate it into all aspects of city government. One respondent pointed out that
though the city has the opportunity to, and does, promote the value of wellness, it is ultimately the individual’s
choice to engage in this practice or not. This finding speaks to the theme identified in focus groups that
promoting this value may not be the city’s responsibility. One respondent stated the addition of bicycle officers as
an effective way to convey the importance of wellness and safety in the City of Auburn.
The City of Auburn’s “What”
39.
SERVICE
Focus Groups & Interviews Themes:
In terms of the City’s core value of Service, there was no specific theme. Staff mentioned the Civics Academy
program will be translated digitally. Furthermore, staff is present in the community.
Communication was a heavy theme in responses relating to service. One respondent pointed out that, while
the city does a great job in responding to residents when they are contacted, they don’t do as well at soliciting
feedback from those residents who are less likely to make initial contact themselves. Improvements in areas such
as increased diversity training among city staff, increased transparency in the budgeting/ budget development
process, increased frequency and improved value of outreach, and translation of public meetings and notices to
multiple languages as potential areas of improvement for conveying this value.
As far as areas in which the city is excelling related to service, several respondents noted that the city does an
excellent job of acknowledging and responding to resident issues or complaints. The words ‘responsive’ and
‘approachable’ each came up multiple times. A few respondents also mentioned that the city does a great job
engaging in numerous communication formats, such as website, magazine, newspaper, and social media.
ECONOMY
Focus Groups & Interviews Themes:
• As for the City’s core value of Economy, there was no theme emerged. Discussion on this question was
short.
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
Business in Auburn and whether the city is an easy or worthwhile place to do business came up in various
thoughts regarding shortfalls in economy. One respondent mentions the belief, especially among the older
generation of residents, that taxes and permit fees are often barriers or deterrent to businesses who may
otherwise consider Auburn for their operations. Several respondents mentioned business retention. One
respondent expressed the idea that a lack of community and an increase in the frequency of shopping online
has left many storefronts vacant. Focusing on rebuilding that sense of community may help reverse this
phenomenon.
There was a general lack of feedback regarding the city’s delivery of positive outcomes involving economy. Many
respondents declined to answer this request for positive outcomes, possibly indicating a lack of familiarity or a
lack of evident city involvement in its economic position. Those who did respond noted supporting developers
in moving their projects through the city’s processes and investing in infrastructure to attract developers, as
examples of positive outcomes.
WHAT
CELEBRATION
Focus Groups & Interviews Themes:
The main theme was that there are many celebrations throughout the year. (Staff provided many examples of
holidays and events).
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
While several respondents stated that there are many celebrations in the city throughout the year, such as
the Veteran’s Day parade, a few respondents indicated the belief that the city can improve in the diversity of
its events. One respondent points out that “we do really good with some groups/ cultures and yet others are
ignored.” Some possible focuses identified by respondents include Indigenous People celebrations (hosted by
the city and not just the Muckleshoot tribe), a Latinx celebration, and an Ethnic Festival. The White River Valley
Museum was mentioned multiple times as a leading positive example of cultural celebration.
ENVIRONMENT
Focus Groups & Interviews Themes:
• As for the City’s core value of Environment, the department no longer exists. “Wondering - Should this
still be a core value of the City of Auburn?”
• As for the City’s core value of Environment, staff members discussed the issue of homeless people in the
parks.
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
Themes in the environment portion of the Value Survey were clear and concise. Clearing forested areas and a
dwindling focus on the environment were mentioned as reasons the city may be falling short of living by this
value. However, several respondents said parks development and maintenance as a positive outcome of this
value.
SUSTAINABILIT Y
Focus Groups & Interviews Themes:
• As for the City’s core value of Sustainability, there was a clear need to build the City’s capacity toward
sustainability.
• One participant’s voice summed up the discussion, “I’d say we have some work to do.”
From the Inclusive Auburn Comprehensive Plan Value Statements Survey:
In keeping with the themes identified in focus groups and interviews, the central theme among respondents to
the survey is that, though the city has expressed a greater focus on sustainability, few to no actions are easily or
directly attributed to this value. One respondent said that, though senior leadership believes that sustainability
is important, they feel “a little directionless.” A couple of activities mentioned that indicate a long-term focus on
sustainability include electronic archival of documents and sustainable infrastructure redesign.
41.
The cultural competency framework examines four key components - Awareness, Knowledge, Skills, and Action/
Advocacy - to provide a baseline assessment of the City of Auburn staff cultural competency. The purpose of
establishing such baseline assessment is to build upon, continue the work of, and fulfill the collective vision of
Imagine Auburn.
AWARENESS
According to the framework, the first process to fulfill the Inclusive Auburn Initiative’s collective vision is to
understand injustice and how one contributes to it. This process begins with awareness of the Inclusive Auburn
Initiative itself. Based on the question, “Have you heard about the Inclusive Auburn Initiative?” the overall answer
is that every staff member has heard of the Inclusive Auburn Initiative via email. Also, some staff went into
details in the initial implementation of the initiative in that “training begins with the Mayor and executive level
with six sessions, and then, it will trickle down through the leadership to other employees.” Again, the entire staff
is aware of the initiative. The next set of questions from staff focus groups and interviews will provide a baseline
assessment of City Staff’s understanding of injustice.
When analyzing the question, “What do you believe are the barriers that you confront when trying to establish
equitable opportunities and an inclusive environment, where do you see room for improvement?” five themes
emerged. The first theme was the barrier and room for improvement related to homelessness. The barrier
was the “lack of understanding of root causes of homelessness.” The opportunity to improve was to “gather
more information to understand root causes.” In the second theme, the barrier and room for improvement
were related to voluntary participation with the Inclusive Auburn initiative. Staff expressed “a lack of clarity
whether this initiative was voluntary or mandatory for staff.” The other barrier was “the heavily paperwork
driven process.” The opportunity for improvement was to “streamline the process and understand that the
initiative is mandatory, not voluntary.” As for the third theme, no staff members mentioned or suggested any
room for improvement. In the fourth theme, staff members believe the barriers are the residents’ “upbringings
and speaking different languages.” In other words, the cultural differences between City Staff and many of
the residents make it challenging to establish equitable opportunities and an inclusive environment. Lastly,
some staff members believed that “we have been doing a good job establishing equity.” The last equation of the
awareness process is understanding the impact of injustice or diversity, equity, and inclusion on residents and
staff.
Responses to the question, “What is your knowledge about diversity, equity, inclusion, and its impact on residents
and City staff?” vary significantly within a spectrum. For instance, one group of staff said their “knowledge
is limited, and they simply don’t know.” Whereas another group of staff said they “don’t see any inequities.”
Furthermore, one group of staff recognizes that “the city staff needs more diversity,” while a smaller group said
they are “well-versed in diversity, equity, and inclusion.” Finally, a larger group said, “the city is doing a good job
with diversity, equity, and inclusion.” The awareness component of the Cultural Competency framework allows
the City of Auburn to understand where the staff is as a whole along the awareness spectrum so the City can
continue to build staff capacity to move the work of inclusion forward.
The City of Auburn Cultural Competency Baseline Assessment
“Accountability and inclusion are crucial.
Reaching out to all areas and residents
of the city is very important.
KNOWLEDGE
The knowledge component of the Cultural Competency framework is the process of understanding other
people’s cultures. Before understanding other people’s culture, it is imperative first to understand your culture
and the culture in the City of Auburn. In honoring, valuing, and dignifying the ethnic and linguistic diversity in
Auburn, we must understand each resident’s assets to the city government. When asked the question, “Do you
feel comfortable to discuss and address inclusion, inequities, and institutional racism with colleagues to strengthen
the Auburn Inclusive Initiative?” two themes emerged. In the first theme, most staff feel comfortable discussing
and addressing inclusion, inequities, and institutional racism with colleagues to strengthen the Auburn
Inclusive Initiative. In the second theme, some staff are very hesitant to do so. They only “feel comfortable in
their departments.” This finding is a clear sign that the City of Auburn must increase that cross-departmental
collaboration to break down silos that thwart the successful implementation of the Inclusive Auburn Initiative.
When asked, “Do you feel knowledgeable enough to discuss and address inequities, institutional racism, and
inclusion with colleagues to strengthen Auburn’s Inclusive Initiative?”, staff responses can be placed into three
categories. The first category is that staff wouldn’t feel knowledgeable enough to discuss and address inequities,
institutional racism, and inclusion with colleagues and will need more education about the topic and issues. The
second category is the “sometimes yes, and sometimes no” depending on the context and situation. The third
category is that staff feel knowledgeable enough to have and address such discussion and issues. In DEI work,
it is important to first build a culture to feel comfortable and knowledgeable enough to discuss and address
inequities, institutional racism, and inclusion amongst one another. Building this type of staff capacity will
allow the City of Auburn to engage with and understand cultural differences of residents of color and those
historically marginalized. In the latter portion of the Result section of this report, the City of Auburn will get the
opportunity to hear the voices and perspectives of the community based on the Inclusive Auburn Community
Survey. The community perspective will provide a clearer baseline assessment of the City’s knowledge towards
understanding cultural differences.
SKILLS
Once all of the City of Auburn staff become aware of injustices and the impact of inequities and have built a
culture to understand cultural differences, the Cultural Competency framework’s Skills component will provide
practical strategies to move the Inclusive Auburn work forward. Again, the Skills component is the process of
behaving positively towards cultural differences. Three themes emerged when asked, “Keeping your knowledge
and comfort in mind, how can the City of Auburn support you to address inclusion, inequities, and institutional
racism in the context of your job so that all staff and residents have the access, opportunities, and support to
excel?” The central theme was a need for more training around this topic in addressing these issues. Another
theme is that staff had the desire to break down silos to collaborate more across departments. The last theme was
specific support staff requested:
• “Better communication”
• “Support in policy work”
• “Support with issue of homelessness”
• “Language support with residents”
• “Need to listen to community to gain feedback”
• “Normalize conversation from leadership”
• “Support with environment impact on communities”
• “We are moving toward the right direction”
As for support and/or work that can be done within departments or programs, below were specific suggestions
from staff:
• “Listen to understand rather than react.”
• “Be persistent”
• “Continued hiring with diversity in mind, get away from white-male centric”
43.
• “Improve working relationship with the Muckleshoot tribe (opportunity for healing work)”
• “If the expectation is real, then management really needs to follow through”
• “Better communication”
• “Ensure the same standards are held across the board”
• “Outreach to LBGTQIA+”
• “We need more resources for people who speak languages other than English”
The ideas and suggestions from staff provide valuable insights to building the City of Auburn’s skills capacity to
move the Inclusive Auburn Initiative’s work forward in useful ways. In the next section, we will explore the last
component of the Cultural Competency framework to gain a baseline assessment of the City of Auburn level of
Actions/Advocacy.
ACTIONS/ADVOCACY
Lastly, the action/advocacy component is the process of working towards institutionalized change. Again,
within the context of the City of Auburn, institutional change means moving closer to fulfilling Imagine
Auburn’s collective vision and living into its core values. When asked, “In what ways are the City of Auburn
inclusive for every City resident?” two types of examples emerged - programs and affinity groups. Some of the
programs and affinity groups include, but not limited to:
• Special programming - City Recreation, Sister City program
• Book Clubs
• White river Buddhist Temple
• Iraqi Women’s Cultural Group
• Indigenous celebration of the winter holidays
• Website to communicate with linguistic diverse groups
As staff list ways they have been inclusive for residents, the next question asked for evidence or examples
of inclusion and equity - “Share examples when the City of Auburn or your department demonstrated an
environment of inclusion and equity for staff and city residents.” Three themes emerged. The first theme is
simply, they “do not know of any examples.” The second theme, staff gave specific examples of what they believe
to be inclusion and equity, mainly categorized as events and perceptions. For instance:
• “We have good wellness programs”
• “Homeless drop-in center, senior center, youth center, low-income utility financing.
• Annual summer neighborhood picnic. “Picnics are well attended by the community and City Staff.”
• “We work hard to make contact with the customer.”
• “The hiring process seems to be more inclusive.”
• “Checking water meters for leaks...I do not take the neighborhood into consideration for service.”
• “National Night Out”
• “Civics Academy”
• “I see that every day, folks coming in that do not speak English and we try to communicate as ethically
as possible.”
The third theme, staff expressed examples of opportunity for improvement:
• “People who live in marginalized neighborhoods had to call many times to get service.”
• “An initiative called “Healthy Auburn 2020,” to increase the life-expectancy for Auburn residents,
which is lower than the average. A group of Latino/a community members is being interfaced with but
not meeting them at their level.”
SUMMARY OF FINDINGS
Notes on the data: Data analysts struck responses if they did not make sense in answer to the question, if the
respondent indicated “N/A,” or if the respondent indicated “see the previous response,” as there was no way to
link survey responses from question to question after confidentiality filters were applied. Since several questions
encouraged participants to list multiple answers, each topic addressed within an answer was analyzed for trends.
For example, if a question had 100 responses and one response listed five separate items or ideas, their answer
might contribute to 5 different response categories. Since percentages are calculated by total responses recorded,
the percentages mentioned will add up to be greater than 100. “The City” and “COA” are assumed to refer to
the City of Auburn. “APD” is thought to refer to the Auburn Police Department. “GRCC” is assumed to refer
to Green River Community College. “Mayor” or “The Mayor” is considered to refer to current Mayor Nancy
Backus. Responses without a percentage next to them had 1-2 occurrences only.
RESPONDENT DEMOGRAPHICS
The largest population of respondents to this survey were white (51.04%) women (57.45%) between the ages
of 51 and 64 (35.47%). Respondents were overwhelmingly born in the United States (92.74%). The majority of
respondents do not have a disability (82.48%). It is interesting to note that, while the majority of respondents
(48.07%) have lived in Auburn for over 15 years, the next most frequent (17.17%) subcategory of respondents
have lived in Auburn for under 3 years. Most respondents (61.08%) spend over 15 hours of each day in Auburn
and have between 0 and 3 interactions with City of Auburn staff during a month (84.26%). While over 50
different neighborhoods were listed as home for respondents, the majority concentration came from Lakeland
Hills, with 44 out of 206 responses (21.35%)
CIT Y OF AUBURN COMMUNIT Y SURVEY
The most robust indicator of the success of these actions/advocacies by the City will be communities’ voices
and perspectives most impacted by exclusion and inequities. Again, the Inclusive Auburn Community Survey
will provide such insights. Furthermore, institutional change requires the City leadership to partner with the
community. We asked the staff, “What characteristics should leadership embody to work towards institutional
equity? Are there needs that must be met in this process?” Three main themes emerged, in which staff believes
these characteristics leadership should embody to work towards institutional equity. The first theme is a leader
should be “vulnerable and compassionate.” For instance, one staff member expressed, “Openness to learning
and expressions of not understanding to admit that we have permitted systems of oppression that hurt people.”
While another, “The openness, the kindness. The desire to do better, the desire to know people is admirable.”
The second theme is “trustworthiness and integrity,” and the third theme is the “ability to bring people together.”
Both parts of the equation (residents/communities most impacted by exclusion and inequities + the City of
Auburn leadership) have the potential for practical actions with strong evidence of impact toward institutional
change. Before we add each part together, we will look at the current reality of the equation. In other words, the
next section will explore the Inclusion Value Gap of the City.
INCLUSION VALUE GAP
Inclusion is about seeing oneself reflected and represented in an organization from a strengths-based perspective,
and it is also about being understood and trusted for one’s agency and autonomy. During the staff focus groups
and interviews, participants were asked, “Do you believe the City of residents feel honored, valued, and dignified?”
No themes emerged. However, one participant responded with “not everyone,” while some staff members do
not believe residents feel honored, valued, and dignified “due to cultural and language gap.” Within the staff’s
respective departments, most believe that the City has made progress in creating an inclusive environment where
everyone feels honored, valued, and dignified. Some went further, citing the reason for this progress is “new
leadership.” A few staff stated that more could be done to honor staff. We will explore these general statements
in more depth based on the Inclusive Auburn Staff and Community Surveys. Both surveys will give us great
insights into the City of Auburn’s Inclusion Value Gap (what the City says about inclusion versus the lived
experience/reality of communities/residents).
45.
What makes you proud about the City of Auburn? 198 responses analyzed
Respondents to this survey listed over 90 different reasons they are proud of Auburn. Most frequently, the topics
of people and community came up. 17.85% of respondents mentioned pride in some aspect of their community,
their people, or their neighbors in their answers. Respondents described Auburn’s people as friendly, helpful and
caring, and indicated that there was a sense of community support. Additionally, respondents indicated being
proud of Auburn’s parks and nature access (20.63%), the small-town feel (11.73%), its schools (7.6%), location
and proximity to other large cities (7.14%), and its support of veterans and first responders (11.22%)
Also, worth noting: 16.8% of survey participants felt they have nothing to be proud of about the City of Auburn.
What are you most proud of in your neighborhood in the City of Auburn? 187 responses analyzed
Of 55 different reasons noted that people are proud of their neighborhood, respondents were most proud of the
people in their neighborhoods (26.20%), the community feel of their neighborhoods (10.16%), and the diversity
within their neighborhoods (9.6%). Respondents described their neighbors as friendly, nice, caring, and helpful.
Several respondents indicated that they were proud of the way that their neighbors look out for one another. A
few people described their neighborhoods as inclusive and accepting and were proud of the fact that everyone’s
culture is welcomed and respected. Other things respondents were proud of include that their neighborhoods
were well-maintained, that there is a low crime rate, and that they are close to big trees and nature.
9.62% of respondents feel that there is nothing or not much to be proud of about their neighborhoods.
What are the core values of City Government in Auburn? 178 responses analyzed
42.13% of respondents indicated that they don’t know what the core values of the City Government in Auburn
are.
The second most frequent response was inclusion, as mentioned in 12.35% of responses. The following values
were mentioned several times: Community support and development (8.43%), Honesty/ integrity (4.49%),
public safety, maintaining city infrastructure, fairness, equality, compassion, and helping residents.
The following perceived core values were also mentioned: Increasing homelessness (3 responses), liberal leanings
(3 responses), and greed (2 responses).
How are these values permeated through the City government and your neighborhood? 138 responses
analyzed
Carrying over from the previous question, 35.5% of respondents indicated that they don’t know how these values
are permeated through the City Government and their neighborhoods.
Respondents. 18.1% of responses feel that these values are permeated through operations of and
communications from the City. Examples of such communications include communication through email and
social media, mayor videos, push to better hear from and serve the community, and posters. Respondents noted
that the city is easy to get ahold of, that there is a sense of openness at City Hall, and that the Mayor is visible and
participates in events throughout the city. An additional 7.2% of respondents indicated that these values were
permeated through events hosted by the city.
7.9% of respondents felt that the City’s core values were not being permeated through the City Government and
their neighborhoods.
In what ways does the City Government in Auburn inform, cultivate, nurture and support these values? 153
responses analyzed
28.1% of respondents indicated that they did not know the answer to this question.
28.75% of respondents mentioned communication from the city in their responses to this question. Particularly
the Mayor’s weekly emails (6.5%), newsletter (6.5%), utilizing social media (4.5%), and mailings (3.26%).
Community events were also mentioned frequently- in 12.41% of responses. Other responses to include that
the Mayor does a good job of keeping the people informed, that residents appreciate the SeeClickFix option for
reporting issues, and that the city is continuously working to improve communications and their website.
Though there were no patterns in negative responses (1 occurrence of each), some examples include:
• The city supports greed
• The city provides lip service
• There is a lack of police response
• There is no enforcement of rules that will solve problems in the city
Are you aware about the City Government’s Inclusive Auburn initiative? If yes, how did you hear about it?
203 responses analyzed
53.20% of respondents were not aware of the Inclusive Auburn initiative. Of the 46.80% of respondents who
are aware of the initiative, the majority indicated that they learned of it online or through email (30.53%).
Other sources included street signs (12.63%), Facebook (7.37%), newsletter/ weekly updates (6.31%), and the
newspaper (6.31%). Several respondents had heard about it from a friend, from the Mayor, or from city staff.
What are the underlying causes of inequity in the city of Auburn and in your community? 175 responses
analyzed
While the most commonly occurring response to this question was “Don’t know”, at 14.85%, there was a great
diversity in response otherwise. This is where we see the data start to stratify, and we can separate answers either
in support of or in opposition of exploring/ investing time in rectifying the inequities within the city. This trend
will continue through the remaining long form questions within the survey.
Most commonly indicated responses include homelessness (7.39%), income inequality (6.87%), poverty (5.71%),
policing (5.14%) and racism (4.57%). 7 respondents (4%) also indicated a lack of understanding as a potential
cause. Drug addiction (4%), crime (3.43%), and education (2.85%).
A few examples of responses that indicate an opposition to this initiative:
• The choices people make (2 responses)
• People dividing everyone by things they can’t change. We need unity, not diversity.
• Whining liberals
• Selfishness
• Efforts to “diversify” bring in groups of people who would not have been a match for our community before
What are the immediate actions that you would like the city government in Auburn to take to ensure
inclusion for each and every resident? 175 responses analyzed
Another question with many different, widely varied responses, again the response with the most frequent
occurrence is “don’t know”, at 8.57%.
The two responses with the highest frequency otherwise centered around police reform (7.43%), community
involvement (6.29%), and respectful interaction with residents (5.14%).
47.
Examples of suggestions around police reform:
• Drastically change the way the Police Department speaks about and acts toward people of color
• Increased police training on implicit bias
• Mental health workers to teach de-escalation tactics to police
• Overhaul the organizational structure of the police department
• Hire more police officers of color (2 occurrences)
Examples of suggestions around community involvement:
• Have a specified different person representing the different cultures and groups in Auburn
• Work with community representatives to make an equity statement for the city
• Increased opportunities to gather communities
• Change the face of leadership so that it is reflective of the community
Examples of suggestions around respectful interaction:
• Improve communication with residents (3 occurrences)
• More opportunities for open dialogue
• Reach out to silent residents who don’t always get a voice.
A few responses (3) indicated that the city was doing a great job taking action presently, and to keep it up. 3
responses also indicated that improving programming would be helpful. These responses suggested programs to
work toward homeownership for low-income folks, to increase opportunity in education, and in employment.
How will we know that we are advancing inclusion and equity in the City of Auburn? 155 responses analyzed
Yet again the most common response to this question was “Don’t know”, with 19.35 of the responses.
7.09% of respondents indicated that a lower crime rate will be a signifier of progressing toward this goal. The
same percentage of respondents indicated a belief that we can measure progress by investing in data collection
and reporting.
One interesting concept that was represented in answers with a variety of different angles was that we will know
we’re progressing toward this goal when our diverse communities begin to interact more frequently and feel safer
in interacting with one another. 4.5% of responses expressed a sentiment in contribution to this point.
A few responses indicate that participants believe that we will never know whether we are progressing toward
this goal (3 responses), and two responses indicated that there is no need to measure this and that it is not
important.
How are you able to support City Government in establishing an inclusive environment in which every
resident feels honored, valued and dignified? 141 responses analyzed
10.64% of respondents indicated that they didn’t know how they could support.
There were some strong themes that emerged with this question, including:
• Civic involvement (participating in the political process, voting, serving on or organizing committees,
attending public and town meetings, etc.) (14.89%),
• Practicing inclusivity (Treat people equally, be inclusive of all people regardless of race, include everyone, etc.)
There was a very high number (7) of mentions of the “golden rule”, i.e. ‘treat everyone like you want to be treated’.
In total, mentions of inclusivity or inclusive behavior totaled 12.05%
Other responses included treating everyone with kindness and/or respect (11.35%), supporting neighbors
and community (9.22%), participating in community events (7.80%), volunteering (7.09%), staying informed
(4.23%), speaking up (3.55%), giving feedback (2.84%) and supporting local businesses (2.13%).
4.26% of respondents feel that they are already doing their part in supporting these efforts.
What are specific actions City Government of Auburn can take to progress toward equity and inclusion? 135
responses analyzed
11.1% of respondents didn’t know how to answer this question.
With 12 responses (8.89%) each, participants indicated that actions around police reform and continuing to
diversify representation were actions they’d like to see. Some examples include:
Police reform
• Train and educate the police in handing the mentally ill
• Implement an independent, citizen-led police review board
• Police show up in neighborhoods just to say hi
• Work with police on use of force guidelines and training
Diversifying representation
• Increase diversity in our politicians and school administrators
• The new diversity in City Council is a great start
• Make sure that new voices are constantly being heard and included in policy decisions
• Hire more black police officers and city workers
•Hire more POC within the city (2 occurrences)
49.
Also indicated in 12 responses was the sentiment that these efforts are “not the government’s job”. Responses in
this category ranged from “the government can’t change people’s ways of thinking”, to “leave me alone” and “let
me live my life”.
Following in frequency include educating constituents and professionals on the topics of education and
inclusion (6.38%), engaging in community outreach (5.67%), enforcement of laws already in place/ sustaining
or increasing traditional police presence (4.96%), holding city government accountable (4.26%), focusing on
cleanliness (3.54%) and increased frequency and quality of events (2.83%)
Perception of progress and respondent priorities
The majority of respondents to this survey believe that equity and inclusion in the city of Auburn is good
(42.92%), and that equity and inclusion in the city of Auburn have stayed the same (53.37%) over the last two
years. They believe that race relations in the city of Auburn are good (43.19%), and that race relations in the city
of Auburn have stayed the same (62.98%) over the past two years.
In order of importance, the majority of respondents ranked the following issues from most to least important:
Crime
Homelessness
Behavioral Health
Education
Employment environment
Neighborhood quality
Healthcare
Housing
Development impacts
TRENDS IN ANALYSIS
As mentioned previously, the tone of responses to questions starts
out fairly neutral, then begins to stratify around question 17 (What
are the underlying causes of inequity in the city of Auburn and in
your community?). We see responses clearly indicating support of
(and therefore investment of time in thinking about answers to)
the Inclusive Auburn initiative, and responses which either repeat
the same anti-inclusion sentiment over and over again, or do not
directly answer the question and instead use the forum for another
complaint or issue.
This trend continues through to completion of the survey.
Topics that came up most frequently include community
(development, involvement, engagement by the City), diversity and
inclusion (as it relates to neighborhoods and the initiative), and
police reform.
Common criticisms of the city/ the Inclusive Auburn initiative
include that it is liberal, costs some groups for the benefit of some
other groups, that the city operates on greed or hypocrisy, or that
issues such as these should not be handled at the government level.
“Listen to our story as people
of color; be intentional about
removing barriers; hire a diverse
city staff and police.”
Description of demographic data among Staff and Community survey respondents:
The largest population of City of Auburn Staff who responded to the survey is white, non-Hispanic, with 51.52%
of respondents indicating that this is the case for them. Additionally, White/ Western European and White/
Eastern European demographics make up a combined 25.26% of staff survey respondents. In total, white
respondents make up over three-fourths, or 76.78% of staff survey respondents. This is slightly higher than the
percentage of white community survey respondents. The proportion of staff members who identify as men, at
53.64%, is markedly higher than the 38.3% of community respondents who identify as men. Respondents from
both populations are overwhelmingly straight, and each survey saw several responses which mentioned the
question of sexual orientation being “inappropriate” or “irrelevant”. About the same proportion of respondents
from both surveys were born in the United States, at 93.91% for the staff survey and 92.71% for the community
survey. There is a notable gap in the percentage of staff respondents who identify as having a disability (6.06%)
and community respondents who identify as having a disability (17.52%). Staff participating in the survey were
younger, on the whole, than community members, with their majority age group falling in the 35–50-year range,
as opposed to 51 to 64 for community members. The sample size of the community survey is slightly (15.4%)
larger than that of the staff survey, with 234 and 198 responses respectively.
INCLUSION VALUE GAP
*Inclusion is about seeing oneself reflected and represented in an organization from a strengths-base frame.
Driving question - Is the community reflected in the staff demographic?
https://www.census.gov/quickfacts/fact/table/auburncitywashington/SEX255219#SEX25521914
14
51.
S TA F F
Q.19 Relationships between employees of different
ethnicities and/or racial groups in my work setting
are positive and collaborative.
Result: 81.63% (Agree and Strongly Agree)
Q. 20 In my work setting, input from economically
diverse communities and ethnically/racially/
culturally diverse communities of color is sought
out and valued.
Result: 38.97% (Neutral); 46.16% (Agree and
Strongly Agree)
Q22. I can identify people similar to me in
leadership positions at the City of Auburn.
Result: 22.68% (Neutral); 58.77% (Agree and
Strongly Agree)
Q23. I often interact with colleagues from different
race or ethnic groups in my department.
Result: 72.96% (Agree and Strongly Agree)
Q24. I feel prepared to identify opportunities
to advance equity and inclusion in the City of
Auburn.
Result: 39.29% (Neutral); 49.49% (Agree and
Strongly Agree)
Q28. Diversity, equity and inclusion are part of
the conversation and/or decision-making in my
department or program.
Result: 43.43% (Neutral); 38.89% (Agree and
Strongly Agree)
Q30. I feel competent in my interactions with
ethnically and linguistically diverse colleagues, city
resident populations and communities.
Result: 68.68% (Agree and Strongly Agree)
Q32. The leaders in my work setting support
STAFF & COMMUNIT Y SURVEY
Inclusive Auburn Staff Survey (What the City of Auburn Staff say and believe)
Inclusive Auburn Community Survey (Actual experience and reality of the community)
dialogue about how to ensure diversity, equity and
inclusion in the City of Auburn.
Result: 56.35% (Agree and Strongly Agree)
Q33. The City of Auburn values examining the impact
of systemic inequities, institutional racism and
marginalization in my work setting.
Result: 55.28% (Agree and Strongly Agree)
Q34. The City of Auburn demonstrates a strong
commitment to ensuring diversity, equity and
inclusion in the context of the services we provide to
our residents.
Result: 65.66% (Agree and Strongly Agree)
Q35. The City of Auburn provides culturally
responsive outreach to ethnically and linguistically
diverse residents, business owners and communities
to make them feel included.
Result: 45.88 (Neutral); 47.94% (Agree and Strongly
Agree)
STAFF
COMMUNITY
Q26. Order of most important to least important:
CRIME | 6.81
HOMELESSNESS | 6.02
BEHAVIORAL HEALTH | 5.7
EDUCATION | 5.4
EMPLOYMENT EVIRONMENT | 4.57
DEVELOPMENT IMPACTS | 3.98
HOUSING | 4.08
HEALTHCARE | 4.14
NEIGHBORHOOD QUALITY | 4.28
C OMMUNIT Y
Q22. I believe equity and inclusion in the City of Auburn is ______.
Result: 58.49% (Good or Very Good); 24.06% (Only fair); 17.46% (Poor or Very Poor)
Q23. I believe race relations in the City of Auburn is ____________.
Result: 56.34% (Good or Very Good); 30.05% (Only Fair); 13.61% (Poor or Very Poor)
Q24. Over the last two years, equity and inclusion in the City of Auburn have _____.
Result: 53.37% (Stayed the Same)
Q25. Over the last two years, race relations in the City of Auburn have _________.
Result: 62.98% (Stayed the Same)
53.COMMUNITY
KEYFINDINGS
The following key findings are based on the qualitative and quantitative data we
gathered and is organized in a manner that aligns with National Best Practice for
undoing institutionalized racism .
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55.
NORMALIZING
We found no evidence that the City of Auburn has a Citywide definition of Racial Equity and Social Justice.
Establishing a coherent and precise definition of racial equity and social justice at the City of Auburn is crucial
to galvanizing the City of Auburn staff and community efforts on infusing a racial equity framework in their
everyday work and lives. Additionally, establishing that definition will support moving these efforts forward in a
cohesive, intentional, and strategic manner to ensure the Inclusive Auburn Initiative’s success. The Racial Equity
work at the City of Auburn should be guided by this clear definition rather than by relativistic and subjective
perspectives.
Clarity and Coherence
Throughout the interviews with the City of Auburn Staff, a common theme was that there was no specific plan
to implement the Inclusive Auburn Initiative citywide. We were also informed that there were plans to develop
a City of Auburn strategic plan. However, to the date our contract with the City of Auburn ended, we did not
find any evidence of a developed strategic plan. These interviews also provided us with critical data showing that
there is a lack of focus, clarity, and coherence throughout the City of Auburn. Furthermore, we found a lack of
professional development opportunities and training in the City of Auburn. Professional development training is
necessary to identify and address racial and other inequities and implement the Inclusive Auburn Initiative.
Staff at the City of Auburn informed us that they currently have a tremendous number of responsibilities
and deficient staffing levels; in fact, several staff members indicated that they are still operating under the
staff reductions implemented during the recession faced in 2008. This notion helped us understand current
understaffing realities at the City of Auburn, which have thwarted the Inclusive Auburn Initiative’s systemic
implementation. This lack of adequate funding and increased responsibility creates a general sense of
overwhelm for both the City of Auburn Staff and the Auburn Police Department Officers. Overwhelm takes
time, focus, and prioritization away from concentrating on advancing racial equity and social justice at the City
of Auburn. This work is currently seen as an “add on” that is not part of leadership and staff job descriptions or
responsibilities.
The City of Auburn stakeholders with whom we spoke agreed that ensuring the Inclusive Auburn Initiative’s
success is or should be a top priority for the City of Auburn. To advance racial equity and social justice within
the City of Auburn, we must meet stakeholder learning needs. This will allow them to serve the continuously
growing ethnically and linguistically diverse population in the City of Auburn. However, collected interview
and survey data also revealed that most City of Auburn Staff found it very difficult to name and articulate
any strategies that they are, or their directors are, currently using to advance the Inclusive Auburn Initiative.
Additionally, City of Auburn staff who responded to the Staff Survey had little knowledge about how, or if,
the work was being implemented city wide. Among those staff members who were aware of some strategies,
there was a sense that participating in the Inclusive Auburn Initiative was voluntary rather than a professional
expectation for all City of Auburn Leadership and Staff and that the follow-through was inconsistent.
Of additional concern is a lack of a collective understanding about the benefit and necessity of implementing
the Inclusive Auburn Initiative to strengthen a Citywide focus to advance racial equity and social justice. We
also found that a belief exists among many staff members that having a racial equity focus is very important for
some areas of the city but not others. Many staff members did not see the connection between their jobs and
advancing the Inclusive Auburn Initiative. This lack of collective understanding is accompanied by a fear that
areas not outwardly impacted by racial inequities will suffer a loss (budget, resources, staff, prioritization) if a
racial equity focus is gained by regions of the city affected by racial and other inequities. To numerous internal
and external stakeholders more closely connected to City services and departments with a majority population,
efforts to implement the Inclusive Auburn Initiative are seen as a possible threat to their ability to access City
programs, services, staff, and resources.
The high degree of individualism in the City of Auburn exacerbates the uneven understanding of the Inclusive
Auburn Initiative among stakeholder groups. Creating a uniform perception and knowledge of the Inclusive
Auburn Initiative will generate authentic loyalty by City personnel, residents, and stakeholders at all organization
levels. We also experienced that some staff refused to work with other City Staff to Implement the Inclusive
Auburn Initiative.
Our understanding is that the City of Auburn Department Directors were aware of this situation but did not seek
to increase collaboration. A lack of cooperation actively thwarts the cohesive implementation of the Inclusive
Auburn Initiative.
The continuous and rapid change in the City of Auburn demographics and the urgency of the needs
accompanying that change should be articulated and understood to mitigate the distrust and apprehension that
change engenders in City of Auburn staff and residents. People do not fear change; they fear loss—whether that
loss is actual or perceived.
ORGANIZING
Leadership Matters & It Matters Greatly
Systemic support for the Inclusive Auburn Initiative provided by the Mayor, senior City of Auburn Staff, the
City Council, and City Leadership is essential. This support makes it possible to create a paradigm shift and
ensuring a long-lasting, transformational and sustainable inclusive and racial equity focus that will revolutionize
the City of Auburn’s culture. Every group we interviewed cited this systemic support as essential to progress
in this initiative. The City of Auburn must also define, secure, and demonstrate (with systemic actions and
budgetary allocations) its unwavering and unapologetic commitment to successfully implementing the Inclusive
Auburn Initiative. Of course, the goal is to increase opportunities for each resident while eliminating service and
opportunity gaps for historically marginalized and underserved resident populations.
In every city in the state or the nation where inclusion and racial equity are emerging as foundational strategies,
the Mayor, City Senior Leadership, and City Councils have stepped up as engaged leaders to advance inclusion
and racial equity. These leaders have become spokespeople and champions for social justice.
The Auburn Inclusive Staff Survey results paint a blurry picture about the perception which internal City of
Auburn stakeholders have of the services they provide to residents of color and other historically marginalized
populations. This information, coupled with feedback received during interviews, points to the misalignment
between what stakeholders perceive as inclusion and racial equity strategies and the implementation of the
City of Auburn’s core values. Additionally, these results indicate a lack of clarity on eliminating barriers to
opportunities within the context of their role in the City of Auburn.
City of Auburn leaders believe they are committed to ensuring the advancement of inclusion and racial equity.
Still, they cannot 1) identify which gaps in services, opportunities, and supports they are eliminating, and 2)
specify how their professional role is either perpetuating or mitigating the impact of institutional racism within
the City of Auburn.
We heard loud and clear from the City of Auburn staff that they are dedicated to serving all City of Auburn
residents and work hard every day to ensure that this happens. We found the City of Auburn staff are
professional and take their responsibilities of being public servants very seriously. We also found that it is
necessary to establish consistent, transparent, cohesive and coherent communication about the importance of
the City of Auburn’s Inclusive Auburn Initiative. Additionally, the City of Auburn needs to improve individual
and systemic efforts to break down systemic silos that thwart intentional communication and collaboration
efforts.
57.
Interviewees of the City of Auburn Staff also stated that all stakeholders would better understand city
expectations, priorities, and procedures if they were consistently applied across all City Departments. This lack
of clarity thwarts their understanding and opportunities to work collaboratively and cross-departmentally and
their efforts to meet the specific and unique needs of ethnically and linguistically diverse residents at the City of
Auburn.
During the interviews, Respondents shared that not every City Department has set Specific, Measurable,
Attainable, Results-Oriented, Timely Bound (S.M.A.R.T.) goals or benchmarks. These actionable goals are
imperative to support the Inclusive Auburn Initiative’s implementation and eliminate racial and other inequities
in the City of Auburn. This lack of defined goals creates a barrier to monitoring progress promptly, making it
impossible to objectively improve professional practice and meet ethnically and linguistically diverse residents’
specific needs.
We also found that City of Auburn leaders will need to continue gaining more in-depth knowledge of how to
recognize culturally sustaining practices or the lack thereof in city services. Continued education will ensure the
progress and success of the Inclusive Auburn Initiative and eliminate racial and other inequities. Respondents
noted that they have found it very beneficial when City Leaders create opportunities for cross-departmental
collaboration. Collaboration such as this fosters a deeper understanding of community needs and provides an
opportunity to solicit feedback on services to ethnically and linguistically diverse populations. Respondents
suggested that City leaders create more formal opportunities for their departments to collaborate and break
down organizational silos to collaborate with, observe and learn from their colleagues more often to advance the
Inclusive Auburn Initiative.
Disaggregated resident data is not currently available and therefore not regularly utilized to inform practice,
meet residents’ needs or provide access and adequate support to each resident at the City of Auburn. Ensuring
access to future disaggregated data is an essential priority in learning, identifying, and implementing practices
for diverse communities that make up the City of Auburn.
Create a cross-departmental city-wide Racial Equity Team
We found no evidence that creating or implementing a City of Auburn Racial Equity Team was a top priority
for the City of Auburn. In outlining our partnership, the Mayor, the City Council, and the Racing to Equity
Consulting Group agreed that such a team’s creation was paramount to successfully implementing the Inclusive
Auburn Initiative. However, real constraints created by COVID-19 thwarted the implementation of this Racial
Equity Team during our contract. This Racial Equity Team would be developed and trained to provide support
and technical assistance to City of Auburn Departments and their staff to implement the City of Auburn
Initiative systemically.
The City of Auburn Racial Equity Team would also be a direct support and assistance team composed of
members from many different departments across the city’s hierarchy. This team should support, design,
coordinate, and orga nizing racial equity plans and activities across city departments and be committed to
advancing inclusion initiatives and equitable, and socially just systems change. In cities like Auburn, the Racial
Equity Team serves as the engine for change, leading the way, inviting others along, chugging through sometimes
challenging terrain, keeping things on track, and moving a diverse community of people in a com¬mon and
cohesive direction. It also supports building the movement and momentum to arrive at the destination of racial
equity and social justice throughout the City of Auburn. This team should receive specific training to support
their work, meeting weekly to work together to advance the Inclusive Auburn Initiative. To succeed, this team
should also be supported by their supervisors when they make recommendations that are not popular but are
focused on achieving the Inclusive Auburn Initiative.
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OPERATIONALIZING
We found no evidence that the City of Auburn has a Strategic Plan for Racial Equity. Long-term strategic
planning is critical when responding to existing and new challenges in cities and municipalities across the
State of Washington and the United States. Interconnected planning that engages the residents of their cities
as co-creators of the strategic plan has emerged locally and nationally as especially urgent, given the rapidly
multiplying complexities and dependencies in which cities are immersed. These complex environmental factors
are further exacerbated by decades of urban sprawl, re-alignment of economic capabilities, and social exclusion
and marginalization pockets. Holistic strategic planning incorporates economic development, environmental
sustainability, racial equity and inclusion, and community purpose. It thus addresses the full range of
perspectives and possibilities of a city’s future to thrive in a multiracial and pluralistic democracy.
This strategic plan should focus on the City of Auburn’s future, should be long term, should be sustainable, and
should include a clear vision and strategies to ensure that the City of Auburn becomes a more inclusive and
racially equitable city for every resident.
Strategic Plans provide a means to think and plan long term and act consistently over a long development cycle
within a culture that is often short term in nature.
City Strategic Plans should be integrated plans that are socially just and provide a means to see clear linkages
between the successes of different aspects of city development. They should support understanding complex
phasing and sequencing issues and forge critical paths to advancing each resident’s opportunities and well-being.
This strategic plan should include measurable priorities to ensure the systemic and sustainable implementation
of the Inclusive Auburn Initiative. The City of Auburn Strategic Plan must provide a mechanism for prioritizing
key projects and interventions to advance the racial equity and social justice strategies that will most impact
long-term priorities
Leading the Inclusive Auburn Initiative means developing and stating clear goals with specific metrics and
ensuring that inclusion and racial equity become strategic priorities infused in the City of Auburn’s Mission,
Vision, and Values statements. With these goals in mind, Team Auburn must operationalize the Inclusive
Auburn Initiative by changing the job description of City Directors and other Staff to include key performance
indicators designed to successfully implement the Inclusive Auburn Initiative. Also, Mayor Backus and City
Directors should become responsible for implementing specific areas of the Inclusive Auburn Initiative. City
Directors should be in charge of developing opportunities for their teams to participate in anti-racism training,
monitor disaggregated demographic data to identify and address racial disparities and inequities, and hold teams
and departments accountable for implementing the Inclusive Auburn Initiative.
The Auburn City Council also plays a critical role in governing for racial equity. The City Council may support
this initiative in a few ways; By approving budget line items for training and hiring more staff in support of the
initiative by passing a City-wide Racial Equity Policy and ensuring the systemic implementation of the Auburn
Racial Equity Tool. Racial equity will become the umbrella policy from which all other current and new policies
should be reviewed
Disaggregated Data Must Drive Work & Conversation
Several interviewees shared the importance of using disaggregated data to point out where specific inequities lie
within Auburn. Still, the city currently lacks the systems or capacity to regularly generate disaggregated data to
guide the Inclusive Auburn Initiative’s implementation. Disaggregated data provides an objective and accurate
illustration of what is happening to historically underserved populations within city government. Having access
to disaggregated data can create a paradigm shift for City leaders and staff as, currently, many of these inequities
are not apparent or visible to the dominant culture. Disaggregated data also offers an objective way to engage in
meaningful and courageous conversations about addressing and eliminating institutional racism, implicit bias,
microaggressions, and other topics that require in-depth exploration.
59.
Measuring the Inclusive Auburn Initiative Progress Will Create Challenges & Opportunities
City of Auburn leadership has created and developed strategies for incorporating inclusion racial equity
strategies into their work. However, interview respondents were unable to identify these strategies and clearly
define how these strategies are being implemented or how outcomes will be attained and assessed. “How will we
know if we are successfully implementing the Inclusive Auburn Initiative?” The inclusion and racial equity lens is
currently not built into staff performance goals or tracked through a formal performance evaluation process.
Many interviewees also voiced that they would be better situated to implement the initiative if strategies were
clearly defined, leadership supported them to implement these strategies, and these strategies were accurately
measured in their performance evaluation. Our experience indicates that increased racial awareness of ourselves
and others and how it impacts us as human beings, as well as shifts in our thinking, attitudes, and behaviors,
which can often be challenging to quantify, are the actions that will change the narrative, culture, and experience
of living and working in the City of Auburn. From a leadership perspective, seeking input from all department
leaders and their teams on creating measurable rubrics for this work will help hold them accountable. It will also
make possible tracking, evaluation, and progress on implementing the City of Auburn Initiative.
Partnering with Ethnically and Linguistically Diverse Community Based Organizations
We found evidence of random acts of excellent community engagement. However, we found no evidence of
a systemic approach to engaging with ethnically and linguistically diverse resident populations. Partnering
for Inclusion and Racial Equity means creating a meaningful and strategic collaboration with ethnically and
linguistically diverse communities throughout the City of Auburn. This partnership ensures that the work is
owned by many leaders and staff and is not the sole responsibility of one leader or staff person.
Strengthening culturally sustaining collaborations between the Muckleshoot Tribe, the Latino/a and Mexican
Black, Russian, Marshallese, Pacific Islander, Korean, Vietnamese, Philippine, Chinese, Indian, and other
emerging communities will support the City of Auburn efforts to connect with the hearts, minds, and voices
of their ethnically and linguistically diverse communities. Once that connection is established, all stakeholders
may work collaboratively to support the Inclusive Auburn Initiative’s implementation to achieve inclusion, racial
equity, and social justice. This community engagement work should seek to leverage the expertise and funds of
knowledge of both City of Auburn residents and staff and inform iterative improvements and build a systemic
capacity for inclusion and racial equity.
Universal City of Auburn Professional Development for Staff to Sustain the Implementation of the Inclusive
Auburn Initiative
Our assessment revealed no evidence that there were plans to provide mandatory culturally sustaining
professional development for the City of Auburn Staff to significantly and positively impact the implementation
of the Inclusive Auburn Initiative within the context of their work. The Harvard Kennedy School of Government
states “that for every unit of responsibility there must be a unit of support.” It is imperative to the success of
the Inclusive Auburn Initiative that the City of Auburn provides and requires every City of Auburn staff to
participate in racial equity and anti-bias professional development and trainings.
“Accountability and inclusion are crucial.
Reaching out to all areas and residents
of the city is very important.
Analyze Professional Practice & Share Staff Stories and Experiences
There is collective agreement among the City of Auburn staff and residents that the Inclusive Auburn Initiative’s
implementation should start from within city leadership and staff.
Almost every one of the interviewees we spoke with pointed out that the City of Auburn leadership must
incorporate inclusion and racial equity principles into their professional leadership practice and into everything
they do. Asking their teams and other staff to explore significant shifts without the City of Auburn Senior
Leadership leading these efforts would mean an inauthentic institutional and structural commitment to doing so.
Real shifts in city residents’ opportunities and life outcomes can only come from personal and interpersonal
discussions about life experiences and the effects that racism, lack of opportunities, and other inequities have on
their experience at the City of Auburn.
Many survey respondents indicated that they needed to share their stories as people of color in the City of
Auburn and have their experiences be believed and validated. This type of sharing and listening will enable all
parties to arrive at a deeper understanding of how to work together to create equitable systems, opportunities,
and supports to improve the City of Auburn’s vibrancy and prosperity.
Develop Explicit Standards in All Job Descriptions and Evaluations for Performing Racial Equity Work at all
Levels of the City of Auburn
We found that there is only one job description with explicit standards citywide in the City of Auburn that has
clearly outlined responsibilities for implementing the Inclusive Auburn Initiative.
An efficient way to ensure the adoption and effective implementation of the Inclusive Auburn Initiative into
Auburn’s DNA is to revise job descriptions at all city organization levels, specifically at the leadership levels.
This revision will ensure that this work is prioritized, valued, and respected. What gets measured gets done.
Reviewing job descriptions to include Key Performance Indicators to ensure systemic implementation of the
Inclusive Auburn Initiative will also ensure continuity, sustainability, and the long-lasting positive impact from
the Inclusive Auburn Initiative regardless of changes in City Leadership. Additionally, explicit standards in
all job descriptions and evaluation for performing racial equity work is essential at all levels at the City of
Auburn.
Pipeline or Succession Plan to Ensure that the City Leadership is Reflective of City of Auburn’s Its Resident
Population
Institutional and structural racism has conditioned our society to accept the myth that including people of color
in leadership positions and majority-white workplaces, especially Black people, means lowering the bar. This
framing is incorrect and discriminatory against Black, Indigenous, and other Staff of Color.
According to research studies by many prestigious universities, ensuring that people from historically
marginalized, oppressed, and underrepresented communities are recruited and supported in advancement is
far more beneficial for city government than any one individual or change strategy. Inclusion and racial equity
efforts attempt to rectify historical wrongdoings and provide equitable opportunities for diverse city staff. The
product of these efforts is a nourishing environment that allows the best ideas to flourish. Connecting talented
individuals from underrepresented backgrounds with opportunities to which those in the majority often
have unfair access increases and diversifies the innovative power on a team and empowers city governments
and municipalities to thrive. Creating an inclusive environment in Auburn will yield increased opportunity,
innovation, safety, prosperity, and a city prepared for ongoing societal changes.
61.
“Educating themselves on issues they are weaker on
like equity and inclusion is very important; Working
in partnership with other local entities on area-wide
issues (like homelessness); Valuing enrichment
things like parks and recreational programming.
“I think it is human nature to live life in your
own bubble, interacting with people who
are within range of your bubble. Not many
people attempt to reach out to, learn about,
and interact with people outside of their
bubble. I believe that the Inclusive Auburn
Initiative will help us interact with people
outside our bubble.
“Mayor Backus has managed the city well, displaying
progressive and inclusive values, while carefully
managing the budget. There is work to do on police
reform and how to handle the growing homeless
population, but the increasingly diverse council and
a reform-minded mayor should be up to the task.
CITY OF AUBURNRECOMMENDATIONS
The following key recommendations are based on the qualitative and quantitative data we gathered and is
organized in a manner that aligns with National Best Practice for undoing institutionalized racism.
After conducting the City of Auburn Racial Equity Organizational Assessment, the Racing to Equity
Consulting Group is formally putting forth the following recommendations. These recommendations are
intended to support the implementation and success of the Inclusive Auburn Initiative in the following
areas:
1) Normalizing: Coherence, Alignment, and Leadership (Capacity Building Work),
2) Organizing: (Stakeholder Engagement and Community Partnerships); and,
3) Operationalizing: (Systemic Work).
If the above areas are intentionally, systemically, and sustainably implemented and improved, Team
Auburn and city staff will be better equipped to identify systemic inequities and address them. Then it
will be possible to advance inclusion and racial equity for each of its residents and staff, specifically Black,
Indigenous, and other People of Color.
63.
NORMALIZING
Ensure that Cross Departmental Teams Work Collaboratively to Meaningfully, Intentionally and
Strategically Engage Ethnically and Linguistically Diverse Communities at the City of Auburn
If the City of Auburn Leadership and Team members break down silos and actively collaborate, then they will be
more efficient in meeting the specific needs of diverse residents, strengthening the implementation and success of the
Inclusive Auburn Initiative.
To accomplish this, we recommend the following:
• The responsibility of engaging with ethnically and linguistically diverse communities does not exclusively fall
on one or a small number of staff members. The City of Auburn leadership and staff’s collective responsibility is
to build and strengthen relationships with ethically and linguistically diverse community members to enhance
participation in city government.
• The few staff members who have worked tirelessly to build and strengthen relationships with ethnically and
linguistically diverse communities must proactively collaborate with staff from other departments at the City
of Auburn to ensure that all Team Auburn members share responsibility for community engagement. This
collaboration will strengthen the Inclusive Auburn Initiative by engaging the people most impacted by the city
government’s decisions, policies, ordinances, and procedures. This engagement will allow Team Auburn to
identify and mitigate potential and current negative impacts that ethnically and linguistically diverse residents
experience due to systemic inequities.
Ensure that the Implementation of the Inclusive Auburn Initiative Becomes a Collective and Shared
Responsibility by Each Leader and staff Member at the City of Auburn
When the City of Auburn embeds specific key performance indicators for advancing the Inclusive Auburn Initiative
in every job description and evaluation, the disruption and dismantling of systemic inequities will become a
collective responsibility. Auburn will leave a legacy of racial equity and social justice.
To accomplish this, we recommend the following:
• The Human Resources Department should review and re-write current job descriptions to ensure that each
leader and staff member becomes responsible and accountable to implement the Inclusive Auburn Initiative
within the context of their role in city government.
• The Human Resources Department should provide a series of asynchronous training and professional
development opportunities for current and new staff via NeoGov to strengthen the knowledge and strategies
needed systemically to advance the Inclusive Auburn Initiative.
• The City of Auburn should develop Key Performance Indicators for each City Department to identify and
address the root causes of inequities and disparities that residents and staff experience in city government.
“I am proud that the City of Auburn is working
to produce equitable outcomes for all.
Provide Adaptive Leadership Professional Development
If the City of Auburn builds the capacity of its leaders to solve the adaptive challenge of eliminating racial and
other inequities that ethnically and linguistically diverse residents face in city government, then its leaders will
be able to influence long-lasting, sustainable, cultural change. Thus enabling the City of Auburn to advance the
Inclusive Auburn Initiative so that every resident has the opportunity to thrive.
To accomplish this, we recommend the following steps:
• The City of Auburn, via its Human Resources Department, should provide Adaptive Leadership professional
development for its leadership and staff.
• The City of Auburn should view challenges through an Adaptive Leadership for Racial Equity perspective
to understand the different aspects of their work in service of the community. Some are technical or issues
for which we have a known solution. Some are adaptive in that they require meaningful engagement and
collaboration with city residents and staff to find the right answers.
Most importantly, adaptive leadership for Racial Equity requires leaders to engage the people most impacted by a
given challenge or issue to be part of the solution by honoring their lived experiences.
• The City of Auburn should develop their curriculum to ensure that these trainings meet the City of Auburn
Staff’s specific needs. Growing City of Auburn staff to become facilitators of these learning opportunities by
providing them with a ‘train the trainer’ professional development will ensure sustainability, ownership of this
vital work, and significant investment savings. Many cities and municipalities across the Washington State and
the nation have already built internal capacity to support, sustain and advance racial equity and social justice in
city government.
• The City of Auburn should hire four Equity and Race Specialists to support the City of Auburn Manager of
Racial Equity and Inclusion to more effectively advance the Inclusive Auburn Initiative.
Hiring and Retention of Leaders and Staff with a Shared Racial Equity Analysis
• When the City of Auburn hires culturally responsible, focused leaders and staff who have a racial equity
analysis, they will more effectively advance the Inclusive Auburn Initiative and meet the unique and specific
needs of Black, Indigenous, and other Residents of Color. To accomplish this, we recommend the following:
• The Human Resources Department should implement a system for recruiting, hiring, and retaining ethnically
and linguistically diverse leadership and staff by ensuring that these processes are not exclusive. There are no
Directors at the City of Auburn who come from ethnically and linguistically diverse backgrounds.
• It is recommended that Directors, Managers, and Supervisors in charge of hiring staff go through anti-bias
training.
• The Human Resources Department includes a component to measure culturally responsive leadership abilities
in both the screening and interview processes. This component will ensure that new leaders and staff hired by
the City of Auburn have strong culturally responsive leadership and professional practice backgrounds.
• The Human Resources Department should create a bank of interview questions to help identify which potential
candidates would be the best suited for advancing the Inclusive Auburn Initiative.
“I will follow the City of Auburn’s
lead in how they approach and
talk with and about disadvantaged
groups; and support the election &
re-election of leaders who strive to
ensure an inclusive environment.
65.
National League of Cities Municipal Guide on Advancing Racial Equity in Your City
Make a Public Declaration of the City of Auburn’s Inclusive Auburn Initiative
The City of Auburn must make public declarations of commitment to advancing racial equity and social justice
by the systemic implantation of the Inclusive Auburn Initiative. City of Auburn staff, residents, business owners,
and visitors will then recognize that the City of Auburn is a welcoming city for everyone.
To accomplish this, we recommend the following:
• The City of Auburn should inform its residents about their efforts to dismantle systemic racial and other city
government inequities. The City of Auburn’s responsibility is to inform its residents that Auburn City Council,
the Mayor, and staff are strongly committed to advancing the Inclusive Auburn Initiative. City leaders and
staff should use their platforms as public servants to ensure that their constituents know that one of the City
of Auburn’s top priorities is to ensure racial equity and social justice by implementing the Inclusive Auburn
Initiative. A public statement or announcement is a bold stance that builds strong connections and partnerships
among Black, Indigenous, and other Residents of Color and governing bodies.
• City of Auburn Leadership and Staff should hold informational town hall meetings to gain broader support for
the Inclusive Auburn Initiative. These town halls will also highlight work currently taking place to advance racial
equity and social justice.
These town halls open the door for meaningful two-way communication between leaders and impacted residents
and staff.
ORGANIZING
Provide residents and staff with the tools to engage in informed decision making.
The City of Auburn must forge intentional partnerships with other city and governmental agencies to support the
Inclusive Auburn Initiative implementation. The City of Auburn will be better resourced, supported, and equipped to
meet the needs of ethnically and linguistically diverse residents and staff.
To accomplish this, we recommend:
• The City of Auburn should build effective, sustainable, intentional, and strategic partnerships with the Mayors
and County Executives of their neighboring cities and municipalities to structurally advance racial equity and
social justice and implement the Inclusive Auburn Initiative. The City of Seattle and King County have been
recognized nationally for advancing race and social justice. The City of Auburn could learn effective strategies
from their neighbors’ experience leading this work for decades.
Create a system for disaggregation and accurate use of data to identify & eliminate access and opportunity
gaps for residents and staff.
The City of Auburn must implement disaggregated data collection practices. The City of Auburn Leadership and
Staff should then use these data points to show the variances and discrepancies of services for different resident
groups. This data can also be used for program development and progress monitoring.
To accomplish this, we recommend:
• Disaggregated resident data should become available to City of Auburn Leaders, Staff, and Community
Members to make data driven decisions and more efficiently allocate resources based on residents’ need to
advance the Inclusive Auburn Initiative.
• Leaders, Staff, and Community Members should regularly utilize disaggregated resident data to inform their
leadership and professional practice and positively programmatic decisions.
OPERATIONALIZING
Coherence, Alignment and Leadership: The recommendations in this area include identifying and sustaining
common short-term and long-term goals and connections, among seemingly different initiatives, by creating a
coherence and alignment tool. It focuses on systematic and mutually reinforcing policies, ordinances, programs,
Citywide and Departmental initiatives and actions with an aim towards advancing the Inclusive Auburn
Initiative.
Develop Comprehensive City of Auburn Strategic Plan
The City of Auburn needs to develop and implement a comprehensive Citywide Strategic Plan. The City of Auburn
will then be better equipped to proactively address the complex societal and historical factors that contribute to the
racial and other inequities at the City of Auburn. This Strategic Plan will enable the City of Auburn to confront the
challenges of the 21st Century and develop specific strategies to establish predictable economic, environmental and
demographic growth. This plan will also address the institutional bias that results in the predictability of residents’
life outcomes based on race, background, zip code, and circumstances.
67.
To accomplish this, we recommend the following:
• The City of Auburn should engage in the development and implementation of a comprehensive Strategic Plan.
This plan will guide strategic directives, including the implementation of the Inclusive Auburn Initiative. The
city should also establish and implement a race and equity policy that will identify and address the historic and
systemic racism in the City of Auburn, which has thwarted the participation of Black, Indigenous, and other
Residents of Color in city government.
Create a City of Auburn-wide Inclusive Auburn Initiative Strategy and Its Implementation Plan
If the City of Auburn develops a comprehensive, cohesive, coherent and clear plan to eliminate systemic racial and
other inequities that holds both internal and external stakeholders accountable to engage with and collaborate with
residents of color effectively, then ethnically and linguistically diverse residents in the City of Auburn will have the
access, supports and opportunities to grow, learn and develop the knowledge and skills needed to engage in City
Government in a meaningful way.
To accomplish this, we recommend the following:
• The City of Auburn should create a Citywide Racial Equity Plan
Implement a Racial Equity Tool
If the City of Auburn implements a racial equity tool, it will support individuals, groups, departments, and schools
to reflect on goals and decisions. This tool will delineate a process using specific questions to analyze issues and
address their impact on eliminating opportunity gaps.
To accomplish this, we recommend the following:
• The City of Auburn Racial Equity Analysis Tool should specify a transparent process and a set of questions
to guide the development, implementation, and evaluation of significant policies, ordinances, initiatives,
professional work, programs, and budget issues to address the impacts on racial and other inequities in city
government. To do this requires ending individual racism, institutional racism, and structural racism. The
concept of racial equity fosters a barrier-free environment where each resident in the City of Auburn, regardless
of their race, ethnicity, language, zip code, background, or circumstance, has the opportunity to achieve success
at the city of Auburn. To accomplish this goal, the City of Auburn must differentiate resource allocations to serve
every resident with the support and opportunities they need to succeed at the City of Auburn.
• The City of Auburn should systemically implement the Inclusive Auburn Initiative Racial Equity Analysis Tool
that R2E has co-developed with the mayor and the City Council’s input. This tool will ensure that a racial equity
lens is applied when making decisions that will impact residents.
• The City of Auburn provides training for City Directors and their Teams on how to implement the City of
Auburn Racial Equity Analysis Tool to intentionally, meaningfully, and proactively interrupt systemic and
structural inequities from taking place at city government. Implementing the City of Auburn Racial Equity
Analysis Tool creates a system to monitor and assess decision making to ensure it advances the Inclusive Auburn
Initiative.
• City leadership and staff should use the City of Auburn Racial Equity Analysis Tool to create an equity lens for
Team Auburn: The Racial Equity Analysis Toolkit provides a set of guiding questions to determine if existing and
proposed policies, ordinances, budgetary decisions, programs, professional development, and citywide practices
are likely to eliminate racial and other inequities at the City of Auburn.
Develop a Citywide Racial Equity Plan to Advance the Inclusive Auburn Initiative. Individual Departments
Develop Plans to Implement the Citywide Racial Equity Plan to ensure the success of the Inclusive Auburn
Initiative.
The City of Auburn should develop a Comprehensive Racial Equity Plan for eliminating racial and other inequities.
The Inclusive Auburn Initiative’s implementation will then be monitored at all organization levels with clear lines of
accountability and responsibility.
To accomplish this, we recommend the following:
• The City of Auburn should develop a multi-year plan with specific actions and metrics to advance the Inclusive
Auburn Initiative.
• City and Departmental plans to support the City of Auburn Initiative’s implementation should be
comprehensive, ongoing, and designed to support the Inclusive Auburn Initiative. It is recommended that the
Citywide plan and the Departmental plans be completed by the beginning of 2022.
The city of Auburn should dedicate infrastructure to ensure implementation of the Inclusive Auburn Initiative by
designating Senior leadership to play an integral role in its implantation and oversight.
• The City of Auburn should engage the private sector to raise external resources needed to implement the
Inclusive Auburn Initiative.
• The City of Auburn should dedicate new or existing resources to support implementing the Inclusive Auburn
Initiative across its departments.
• The City of Auburn should identify opportunities to support staff and residents motivated by ensuring racial
equity and social justice at the City of Auburn.
Implement a City of Auburn Racial Equity Policy to Systemically and Strategically Advance the Inclusive
Auburn Initiative
If the City of Auburn Implements a Racial Equity Policy Citywide, then the City of Auburn will structuralize the
implementation of the Inclusive Auburn Initiative into City Government.
To accomplish this, we recommend the following:
• City Council should adopt the Racial Equity Policy proposed by R2E. The mayor and her Departmental
Directors should develop an implementation plan for a system-wide rollout of the Racial Equity Policy.
• The City of Auburn Racial Equity Implementation plan should include clear accountability and metrics, which
will result in measurable outcomes and improvements for City of Auburn residents of color.
• The Mayor or her designee shall report monthly progress on implementing the City of Auburn Racial Equity
Policy and the Inclusive Auburn Initiative to the Auburn City Council.
Build a Leadership Development Pipeline or Create a Succession Plan to Ensure that the City Leadership is
Reflective of its Resident Population
• The City of Auburn should create institutional and structural practices to disrupt and dismantle
institutionalized racism. Our society, institutions, and city government have been conditioned to accept the myth
that including people of color in leadership positions, specifically in Departmental Directorship positions, in
majority-white workplaces, especially Black people, equates to lowering the bar in these leadership roles.
• The City of Auburn should create a comprehensive structural succession plan that provides access,
opportunities, and supports for Black, Indigenous, and other Staff of Color to occupy leadership positions within
the City of Auburn. This succession plan will ensure that their brilliance and genius increase the City of Auburn’s
vibrancy and prosperity.
69.
We recommend that the City of Auburn embraces the reality
that implementing the Inclusive Auburn Initiative is a life-
long journey. Auburn will not complete the Inclusive Auburn
Initiative and racial equity in our lifetimes; this work never
ends in actuality. We can’t ever check it off the list and state that
we have arrived. However, many of the very promising steps
undertaken by the City of Auburn in the name of the Inclusive
Auburn Initiative have just begun. Our interviews revealed that
the newest initiatives are not well communicated or understood,
depending on the person. As a result, these initiatives’ impact
on the effort to reduce disparities and improve life outcomes for
ethnically and linguistically diverse of the City of Auburn have
not yet reached significant milestones.
RACIAL EQUITY
& SOCIAL JUSTICE
IS A JOURNEY,
NOT A DESTINATION
CITY OF AUBURNCONCLUSION
To achieve justice, we must claim our shared, collective, and common humanity. For centuries, we as a nation
have carried the burden and the weight of the mythology of a hierarchy of human value and white supremacy,
allowing it to negatively impact our communities and hinder the opportunities and development of our Black,
Indigenous, and other People of Color. The explicit discrimination of Jim Crow laws has been replaced with
redlining segregation through neighborhood covenants and unwritten arrangements. Today, the City of Auburn,
like many other cities in the United States, has become racially, ethnically, and linguistically diverse.
However, the pervasiveness of racial hierarchy and institutionalized racism have proven that diversity alone will
not dismantle these issues, but instead, they will continue to become increasingly exacerbated. Professor John
Powell from the University of California Berkeley Law School indicates that even though overt institutional
and governmental supports for the current racial caste system in the United States have been dismantled, “race-
neutral” policies, practices, laws, and procedures perpetuate the status quo.
Until now, we have seen racial hierarchy reinscribed in city government in many different ways. Without the
intentional, explicit, and systemic examination of implicit and cultural bias and explicitly examining the role
institutional racism plays in city government, oppression, marginalization, and discrimination against Black,
71.
Indigenous, and other People of Color will persist.
It is pivotal to understand that Black, Indigenous,
and other People of Color will become the majority
demographic in this country in the coming decades.
Further, most of the children born across the United
States today are children of color; therefore, creating
an environment that allows them to realize their
full potential must be the most important thing this
country and city government does.
It is of paramount significance that through this
organizational assessment, we have found that
a majority of internal and external stakeholders
acknowledge that racism still exists in the City of
Auburn. Further, racism perpetuates racialized
collective bias across every indicator for life
success—including health, education, employment,
housing, criminal justice, and beyond, provided by
and within the City of Auburn.
Overall, the data collected demonstrates a collective
and consistent desire for a positive change to
institutionalize racial equity throughout the City
of Auburn to eliminate the opportunity gaps
between affluent white residents and residents of
color experiencing racism and other systems of
oppression.
We heard from the staff interviews and focus groups
that there is a readiness of the City of Auburn
Leadership and Staff to find and support innovative
ways to challenge the status quo and improve each
resident’s outcomes. We are heartened that this
assessment suggests that the community in Auburn
is ready to meaningfully engage and implement
new and innovative approaches to unapologetically
address and combat racism in every context in which
it manifests within the City of Auburn. We must also
emphasize that advancing racial equity is not the sole
responsibility of the City of Auburn. It requires a
City-wide, County-wide, State-wide, and Country-
wide conversation about race and how to advance
racial equity and social justice together. It also
requires partnering with nearby municipalities and
institutions to structuralize racial equity and social
justice. While normalizing the conversation on
dismantling systemic oppression is needed, it cannot
be the only action the City of Auburn takes. This
action alone minimizes the broader, comprehensive
work of organizing and operationalizing practices,
policies, and procedures that need to be done
to dismantle institutionalized racism and white
supremacy. There is often a tendency to
collectively think that when organizations
normalize conversations about racial equity, the
oppression, marginalization, and discrimination
of Black, Indigenous, and People of Color will
eliminate themselves.
The assessment indicated that the City of Auburn
stakeholders could identify the impact of racism
across the City government. Still, it also identified
City Staff’s inability to recognize how their
individual leadership/role/work contributes to
exacerbating the negative impacts of systemic
racism and implicit bias in their departments and
divisions. We are inspired to share the hopefulness
shown by City Leadership and staff and the fact
that hundreds of people are ready for progress and
understand it will take individual and collective
learning, strategy, and decisive action. The City of
Auburn must strengthen their commitment and
willingness to offer the necessary support, vision,
strategies, funding, and courage to lead with racial
equity at the forefront. As Mayor Backus has stated
numerous times, “this is one of the most, if not the
most, important issues of our time.”
Today’s changing demographics coupled with
historical systemic inequities are now driving
public discourse towards a tipping point on the
necessity to address institutionalized racism
through policy development and beyond. Until
the City of Auburn invests the human and
financial resources needed for the long term and
complicated work required to unearth and undo
the embedded belief in the hierarchy of human
value, the ideals of life, liberty, and the pursuit
of excellence and racial equity will not be fully
realized. The Racing to Equity Consulting Group
is confident and hopeful that under the leadership
of Mayor Backus, her Cabinet, and the Auburn
City Council, the City of Auburn will advance
racial equity and social justice to honor, value, and
dignify the humanity of each and every resident
and city staff.
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Francisco, CA.
Betit, Eugene, D. (2019). Collective Amnesia: American Apartheid African American’s 400 Years on North America,
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Heifetz, Ronald. Grashow, A., Linsky, Marty. (2009). The Practice of Adaptive Leadership: Tools and Tacticts for
Changing Your Organization and the World. Harvard Business Press, Cambridge, Massachusetts.
Hatrlep, Nicholas. (2010) Going Public: Critical Race Theory and Issues of Social Justice. Tate Publishing and
Enterprises LLC. Mustang, Oklahoma.
National League of Cities (2017): A Municipal Guide for Advancing Racial Equity in Your City. National League of
Cities
RacialEquityAlliance.org: Advancing Racial Equity In City Government: A Resource Guide to Put Ideas Into
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RacialEquityAlluance.org: Racial Equity Teams: The Engines of Institutional Change. Government Alliance on
Racial Equity
Stroth, David, P. (2015). Systems Thinking for Social Change: A Practical Guide to Solving Complex Problems,
Avoiding, Unintended Consequences, and Achieving Lasting Results. Chelsea Green Publishing, White River
Junction, VT.
powell, john, a. (2012). Racing to Justice: Transforming Our Conceptions of Self and Other to Build an Inclusive
Society. Indianan University Press, Bloomington Indiana
Bregman, Rutger. (2019). Human Kind: A Hopeful History. Hachette Book Group, New York, NY.
Eichholz, Juan C. (2017). Adaptive Capacity: How Organizations Can Thrive in A Changing World. LID
PublishingLtd. London, England.
Kouzes, James M., Posner, Barry Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen
in Organizations 6th Edition. Jossey-Bass Publishing, San Francisco, CA.
Thompson, A. R., Gregory, A. (2011). Examining the influence of perceived discrimination during African
American adolescences’ early years of high school. Education and Urban Society, 43(1), 3-25.
Staats, C. (n.d.). Understanding Implicit Bias. Retrieved October 12, 2016, from http://www.aft.org/ae/
winter2015-2016/staats
Stanton-Salazar, R. D. (1997). A social capital framework for understanding the socialization of racial minority
groups. Harvard Education Review, 67(1), 1-40.
Arnett, J. J. (2003). Conceptions of the transition to adulthood among emerging adults in American ethnic groups.
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Phinney, J. S., Horeczyk, G., Liebkind, K., Vedder, P. (2001). Ethnic identity, immigration, and well-being: An
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Howard, T. C. (2008). Who really cares? The disenfranchisement of African American males in preK-12 schools: A
critical race theory perspective. Teachers College Record, 110(5), 954-985.
Flores, A. (2007). Examining disparities in life outcomes: Achievement gap or opportunity gap? University of North
Carolina Press.
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Seaton, E. K., Yip, T. (2009). City, School and neighborhood contexts, perceptions, of racial discrimination, and
psychological well-being among African American adolescents. J Youth Adolescence, 38: 53-163.
Benner, A. D., Graham, S. (2013). The antecedents and consequences of racial/ethnic discrimination during
adolescence: Does the source of discrimination matter? Developmental Psychology, 49(8), 1602-1613.
Horton, H. D. (1998). Toward A Critical Demography of Race and Ethnicity: Introduction of the “R” Word. Paper
presented at the Annual Meeting of the American Sociological Association in San Francisco, CA.
McColl, A. (2010). Constitutional Tales. Retrieved August 29, 2016, from http://constitutionaltales.org/
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editions/ nchist-newsouth/4408
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2016, from http://www.newsobserver.com/news/local/community/ chapel-hillnews/article41748738.html
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(Rep.). (2013). Retrieved August 31, 2016, from UNC Center for Civil Rights website: http://www.
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75.REFERENCES
“Our neighborhood has become increasingly diverse
over the 13+ years we have lived here, and it has
stayed safe and welcoming. We feel fortunate that
our children are growing up with friends from a wide-
range of ethnic backgrounds. I feel our neighborhood
is reflective of the broader city.”
“We may have a female Mayor and racially
diverse council, but Auburn still very much
exemplifies the stereotypical standard
expected in society: Money talks, and if
you’re not an old white guy your opinion
and voice don’t matter. The attempts at
progression unfortunately appear to be
window dressings at this point.”
“I think of Auburn as a place where the city
government wants all of its citizens to lead
happy, successful lives and is willing to help them
achieve that through education and community
support. The Inclusive Auburn Initiative is an
example of this.”
APPENDIXA - F
HISTORICAL DOCUMENTS
1. 2020 Q4 Workforce Counts (Benefited Employees); As of March 31, 2020.
2. City of Auburn Community Needs Assessment; November 2019.
3. 2019 King County Analysis of Impediments to Fair Housing Choice.
4. Cultural Diversity Program Power Point.
5. City of Auburn Community Engagement Process DRAFT Stakeholder Report.
6. Imagine Auburn | City of Auburn Comprehensive Plan | Core Plan.
7. Auburn Financial Report 2018.
8. Auburn Economic Development Strategic Plan.
9. EEO Utilization Report.
10. City of Auburn Core Competencies.A
77.B
CIT Y OF AUBURN INCLUSIVE INITIATIVE STAFF INTERVIEW QUESTIONS
1. Have you heard about the Inclusive Auburn Initiative? If you have, what do you know about it? If you have
not, what would you like to know?
2. Do you believe that is a responsibility of City Government in Auburn to ensure equity and inclusion for staff
and City residents?
3. Is the City of Auburn making progress in creating an inclusive environment where each and every staff
member feels honored, valued and dignified?
If your answer is yes, please give examples to support your response. If your answer is no, please give suggestions
on how to create a more inclusive City of Auburn to strengthen inclusion to eliminate racial and other inequities.
4. What is your “current reality” regarding knowledge about diversity, equity and inclusion and its impact on
City residents and City staff?
5. To what extent do you feel comfortable to discuss and address inclusion, inequities, institutional racism and
inclusion with colleagues to strengthen the Auburn Inclusive Initiative? Please provide specific examples.
6. To what extent do you feel competent to discuss and address inequities, institutional racism and inclusion with
colleagues to strengthen the Auburn Inclusive Initiative? Please provide specific examples.
7. What would it take for the City of Auburn to adequately support your competency and your comfort level to
address inclusion, inequities, and institutional racism in the context of your job so that each and every staff and
resident has the access, opportunities, and support to excel?
8. What could be done within your department, or program to strengthen inclusion to eliminate institutional
racism and other inequities?
9. What type of leadership must be in place and what needs must be met to ensure there is the necessary trust to
have the discourse that will lead to the appropriate actions to replace institutional inequities with institutional
equity?
10. Name some specific examples in which the City of Auburn or your department is ensuring an environment
of inclusion and equity for the staff and city residents?
11. Do you believe that the work you have identified on ensuring equity and inclusion that City of Auburn is
undertaking will make a positive and long-lasting impact in eliminating opportunity and achievement gaps? If
yes, why do you believe this? If no, why do you believe this?
12. Is there anything else that you would like to add that we did not ask you?
FOCUS GROUP & INTERVIEW PROTOCOL
Focus Group & Interview Protocol
Read the introduction part that explains who you are, why you are doing this focus group, and what the
expectations are for the group.
Introduction
“Hi, my name is _________________________. I am a researcher at Race to Equity Consulting. I am
gathering information to find out how well the City of Auburn lives into its mission statement. Everything you
share with me will be kept confidential. There are no “right” or “wrong” answers to the questions I ask. Some of
you may have different opinions and that is good for me to hear. Most of all, I appreciate your honesty.
I would like to record our conversation. This helps me gather some great quotes that I might miss if I just take
notes. I am the only person who will listen to this recording. If anyone objects to recording our conversation,
we won’t record it. Is it OK to use the recorder?
Focus Group Questions (and prompts for more detail if necessary):
●Do you believe that it is the responsibility of the City of Auburn to establish equity?
●In what ways are the City of Auburn inclusive for every City resident?
●What do you believe are the barriers that you confront when trying to establish an equitable
opportunities and exclusive environment, where do you see room for improvement?
●Do you believe the City of residents feel honored, valued and dignified?
●What do you need as a City employee to advance equity in the contact of your work?
●How has the City built more character into the City of government?
●How does the City of Auburn promote health and safety?
●How has the City of Auburn been efficient, approachable, and responsible?
●How has the City of Auburn encouraged a diverse and thriving marketplace for
consumers and businesses?
●How has the City of Auburn celebrated cultures, heritage, and community.
●How has the City of Auburn stewarded our environment to protect the natural environment, preserve
open space, and create appropriate access?
●How has the City of Auburn created a sustainable future for our community?
Staff interview questions (and prompts for more detail if necessary):
●Have you heard about the Inclusive Auburn Initiative? Please share what you know about the initiative
and what you would like to know.
●Do you believe it is the city’s responsibility to establish equity and inclusion for staff and city residents?
●Is the City of Auburn making progress in creating an inclusive environment where every staff member
feels honored, valued and dignified?
●What is your knowledge about diversity, equity, inclusion, and its impact on residents and City staff?
● Do you feel comfortable to discuss and address inclusion, inequities, and institutional racism with
colleagues to strengthen the Auburn Inclusive Initiative?
● Do you feel knowledgeable enough to discuss and address inequities, institutional racism, and inclusion
with colleagues to strengthen Auburn’s Inclusive Initiative? C
79.C
● Keeping your knowledge and comfort in mind, how can the City of Auburn support you to address
inclusion, inequities, and institutional racism in the context of your job so that all staff and residents have the
access, opportunities, and support to excel?
● What could be done within your department, or program to strengthen inclusion to eliminate
institutional racism and other inequities?
● What characteristics should leadership embody to work towards institutional equity? Are there needs
that must be met in this process?
● Share examples when the City of Auburn or your department demonstrated an environment of inclusion
and equity for staff and city residents.
● Do you believe the work you have identified on ensuring equity and inclusion will make a positive and
long-lasting impact in eliminating opportunity and achievement gaps? If yes, why do you believe this? If no, why
do you believe this?
● Is there anything else that you would like to add that we did not ask you?
General Tips for Focus Groups and Interviews
Watch your time and pace the questions so that you can gather some thoughts for each of the three questions.
For focus groups - For most questions, just ask the question and let whoever wants to respond speak. For other
questions, go around the room and ask each youth to respond. If some staff have not spoken as much as others,
direct a question to them or ask them what their thoughts are on the question.
For all questions, keep in mind the purpose of the questions. Think about the factors that the questions are
exploring. Use prompts to elicit better responses – more focused, more depth, more detail. For example:
• Would you give me an example of that?
• Can you tell me more about that?
• Can you elaborate on that idea?
• Would you explain that further?
• I’m not sure I understand what you’re saying. Tell me more
• Is there anything else you can say about that?
Try not to sum up their statements for them – ask them to sum up.
• Can you sum up what this group has been saying?
STAFF SURVEY
City of Auburn Comprehensive Value Questions (Directors and Senior Managers)
Character means developing and preserving attractive and interesting places where people want to be. We
will create and maintain high quality neighborhoods, places, and space.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and investments
in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas of
the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Wellness means the promotion of community-wide health and safety. We will build and maintain an
environment that promotes public safety and healthy lifestyle options.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and investments
in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas of
the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text boxD
81.D
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Service includes providing transparent government service. We will be an efficient, approachable, and
responsive City government.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and investments
in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas of
the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Economy includes encouraging a diverse and thriving marketplace for consumers and businesses. We will
provide a diverse and vibrant local economy with employment, retail, and entertainment opportunities for
citizens and a growing marketplace for homegrown and regional-scale businesses.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and investments
in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas of
the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
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8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Celebration includes celebrating our cultures, heritage, and community. We will celebrate diversity and
creativity and come together to teach, learn, and have fun.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and
investments in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas
of the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Environment means stewarding our environment. We will protect the natural environment, preserve
open space, and create appropriate access.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and
investments in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas
of the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
Sustainability means creating a sustainable future for our community. We will balance natural resource D
83.
protection, economic prosperity, and cultural vibrancy in order to build a thriving and long-lasting
community.
1. Does this statement provide a clear understanding of what it means?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
2. Do you concur that this is an important value that should be used to guide decision making and
investments in our community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
3. Do you believe that City leadership strives to consider this value when making decisions and investments
in the community?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
4. When you think about the various neighborhoods within the community, do you believe that all areas of
the community have equal outcomes as it relates to this value?
● Definitely ● Somewhat ● Neutral ● Not Really ● Not at All
5. Do you factor in this value when you consider your own approaches to your work?
● Always ● Sometimes ● Neutral ● Rarely ● Never
6. Are there examples of ways the city falls short of living by this value?
Insert free form text box
7. Are there examples of ways that the city delivers positive outcomes for this value?
Insert free form text box
8. Do you have ideas on how to better incorporate this value into your work?
● Yes ● No
D
E
INCLUSIVE AUBURN SURVEY FOR ALL STAFF
1) How do you identify yourself by race or ethnicity?
● Middle Eastern
● East Asian
● Southeast Asian
● South Asian
● Asian Pacific Islander
● Native Hawiian
● American Indian
● Black / African
● Black / Caribbean
● Latinx / Caribbean
● Mexican
● Latinx / Central American
● Latinx / South American
● American Indian / Alaska Native
● White, non-Hispanic
● White / Western European
● White / Eastern European
● Multiracial
● Other (SPECIFY) _____________________
2. Gender (optional; select all that apply):
● Agender
● Genderqueer
● Gender fluid
● Man
● Non-binary
● Questioning or unsure
● Transgender
● Trans man
● Trans woman
● Woman
● Additional gender category/identity: please specify ________________
● Prefer not to disclose
3. Sexual Orientation (optional; select all that apply):
● Straight
● Lesbian
● Gay
● Bisexual
● Queer
● Other
85.E
4. Were you born in the United States or another country?
● United States
● Another country
● If responding another country (Please Specify):
5. Are you a person with a disability?
● Yes
● No
6. Is your age between:
● 15 and 25
● 26 and 35
● 36 and 50
● 51 and 64
● 65 year of age or older
Please mark the correct response for the ____ space:
1. I have been in my position at my work setting ____ years.
0-3 years 4-7 years 8-11 years 12-15 years 15+ years
2. Beyond contract expectations, I spend _____ additional hours “on the job” in my work setting.
0-3 hours 4-7 hours 8-11 hours 12-15 hours 15 hours+
3. In the past 12 months ____ hours of diversity, equity and inclusion focused professional development
have been offered to me.
0-3 hours 4-7 hours 8-11hours 12-15 hours 15 hours+
4. In the past 12 months, I have participated in ____ hours of diversity, equity and inclusion focused
professional development on my own.
0-3 hours 4-7 hours 8-11hours 12-15 hours 15 hours+
On a scale of 1-5, 5 being the highest and 1 being the lowest, please mark your response:
RESPECT
5. Do you feel that your unique attributes, traits, characteristics, skills, experience and backgrounds are
valued and honored at work?
1 2 3 4 5
6. To what extent do you feel comfortable bringing/being your whole self at work?
1 2 3 4 5
7. Do you mas or downplay any aspect of your physical, cultural, spiritual, emotional self or gender
identity at work?
1 2 3 4 5
BELONGING
8. Do you feel like you belong as a staff member at the City of Auburn? Why or why not?
1 2 3 4 5
9. Do you feel that you are a valued and essential member of your department, division or workgroup?
1 2 3 4 5
10. Do you ever feel like you are left out or important projects, activities and/or meetings at work? Socially?
1 2 3 4 5
11. Do you feel that your contributions are valued and honored at work?
1 2 3 4 5
12. Do you feel emotionally and socially supported at work?
1 2 3 4 5
13. Relationships between employees of different ethnicity and/or racial groups in my work setting are
positive and collaborative.
1 2 3 4 5
14. In my work setting, input from economically diverse communities and communities color is sought and
valued.
1 2 3 4 5
EMPOWER
15. Have you faced any obstacles in your career progression or ability to fully participate in work processes
that are not experienced by the majority of your colleagues?
1 2 3 4 5
16. Can you identify people similar to yourself in leadership positions at the City of Auburn?
1 2 3 4 5
17. How often do you interact with colleagues from a different race or ethnic group in your department? In
the City of Auburn?
1 2 3 4 5
18. Do you know which specific projects or programs your department can focus on to increase equity and
inclusion in the City of Auburn?
19. Do you feel prepared to identify opportunities to advance equity and inclusion in the City of Auburn?
1 2 3 4 5
Professional Development Supports
20. Have you been provided with diversity, equity and inclusion professional development supports?
1 2 3 4 5E
87.
21. The diversity, equity and Inclusion professional development I have been provided by the City of Auburn
has been relevant to my professional practice.
1 2 3 4 5
22. Diversity, equity and inclusion are part of the conversation and/or decision-making in my department or
program.
1 2 3 4 5
23. I am comfortable talking about diversity, equity, inclusion and institutional racism with my supervisor
and/or colleagues
1 2 3 4 5
24. I feel competent in my interactions (serving) with ethnically and linguistically diverse colleagues, City
resident populations and communities.
1 2 3 4 5
25. I have participated in the following professional development. Please mark all that apply
A. Undoing institutionalized racism
B. Interrupting Microaggressions
C. Culturally responsive leadership/teaching
D. Implicit Bias
E. Adaptive Leadership
F. Critical Race Theory
G. Historical national and local context or racism
H. Privilege and power
COMMUNITY ENGAGEMENT
26. The leaders in my work setting support dialogue about how to ensure diversity, equity and inclusion in
the City of Auburn.
1 2 3 4 5
27. The City of Auburn values examining the impact of systemic inequities, institutional racism and
marginalization in my work setting.
1 2 3 4 5
28. The City of Auburn demonstrates a strong commitment to ensuring diversity, equity and inclusion in the
context of the services we provide to our residents.
1 2 3 4 5
26. The City of Auburn provides culturally responsive outreach to ethnically and linguistically diverse residents,
business owners and communities to make feel included.
1 2 3 4 5
27. At my work setting, we have protocols in place to ensure that support for refugees and
immigrants is readily available.
1 2 3 4 5
28. The City of Auburn provides adequate supports to Native American residents and their communities.E
1 2 3 4 5
Work Advancement
29. Have you faced or witnessed prejudice, bias or discrimination in your work setting?
1 2 3 4 5
30. What characteristics, traits, contributions, and behaviors are most valued, honored and rewarded at the City
of Auburn? In your department?
1 2 3 4 5
31. What kind of specifics supports do you need from your immediate supervisor or the
City of Auburn to advance and get ahead at work?
1 2 3 4 5
F
COMMUNIT Y SURVEY
Thank you for your participation in the City of Auburn Inclusive Initiative survey. The purpose of this survey is
to capture the voices of our residents to give us valuable insights to better serve all of you by becoming an inclu-
sive Auburn. This short survey will only take approximately 15 - 20 minutes. Please answer the questions below
to the best of your ability. Again, thank you very much for your participation!
Demographics
2) How do you identify yourself by race or ethnicity?
● Middle Eastern
● East Asian
● Southeast Asian
● South Asian
● Asian Pacific Islander
● Native Hawiian
● American Indian
● Black / African
● Black / Caribbean
● Latinx / Caribbean
● Mexican
● Latinx / Central American
● Latinx / South American
● American Indian / Alaska Native
● White, non-Hispanic
● White / Western European
● White / Eastern European
● Multiracial
● Other (SPECIFY) _____________________
89.F
3. Gender (optional; select all that apply):
● Agender
● Genderqueer
● Gender fluid
● Man
● Non-binary
● Questioning or unsure
● Transgender
● Trans man
● Trans woman
● Woman
● Additional gender category/identity: please specify ________________
● Prefer not to disclose
4. Sexual Orientation (optional; select all that apply):
● Straight
● Lesbian
● Gay
● Bisexual
● Queer
● Other
5. Were you born in the United States or another country?
● United States
● Another country
● If responding another country (Please Specify):
6. Are you a person with a disability?
● Yes
● No
7. Is your age between:
● 15 and 25
● 26 and 35
● 36 and 50
● 51 and 64
● 65 year of age or older
Please mark the correct response for the ____ space:
7. I have been living in the City of Auburn for ____ years.
0-3 years 4-7 years 8-11 years 12-15 years 15+ years
8. How many hours of your day do you spend in the City of Auburn _____ hours?
0-3 hours 4-7 hours 8-11 hours 12-15 hours 15 hours+
9. How many interactions do you have with the City of Auburn staff during a month?
0-3 months 4-7 months 8-11 months 12-15 months 15+ months
Short Answers
10. What makes you proud about the City of Auburn?
11. What are you most proud about in your neighborhood in the City of Auburn?
12. What are the core values of City Government in Auburn?
13. How are these values permeated throughout the City government and your neighborhood?
14. In what ways does the City Government in Auburn inform, cultivate, nurture and support these values?
15. Are you aware about the City Government’s Inclusive Auburn Initiative? If yes, how did you hear about
it?
16. What are the underlying causes of inequity in the City of Auburn and in your community?
17. What are the immediate actions that you would like the City Government in Auburn to take to ensure
inclusion for each and every resident?
18. How will we know that we are advancing inclusion and equity in the City of Auburn?
19. How are you able to support City Government in establishing an inclusive environment in which every
resident feels honored, valued and dignified?
F
91.
Based on each statement, please circle your answer.
20. I believe equity and inclusion in the City of Auburn is ________.
Very good Good Only fair Poor Very Poor
21. I believe race relations in the City of Auburn is ________.
Very good Good Only fair Poor Very Poor
22. Over the last two years, equity and inclusion in the City of Auburn have _______.
Improved Stayed the same Gotten Worse
23. Over the last two years, race relations in the City of Auburn have _______.
Improved Stayed the same Gotten Worse
24. Please rank in order from most important to least important issues facing Auburn today?
___ Behavioral Health
___ Crime
___ Development Impacts
___ Education
___ Employment
___ Environment
___ Healthcare
___ Homelessness
___ Housing
___ Neighborhood Quality
___ None
___ Other
F
Racing to Equity’s mission is to catalyze communities, government, and other institutions
to dismantle structural racial inequity and create equitable outcomes for all.
We design and apply tools and strategies to dismantle structural racial inequity,
in order to achieve racial equity.
The Racing to Equity consulting group believes in the brilliance, strength, and beauty
of every person in the world. We are responsible for supporting leaders, cities,
municipalities and countries to honor, value and dignify the humanity of Black,
Indigenous and People of Color.
racingtoequity.org