affirmative action plan for minorities, females & …...3 executive summary the county met the...
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Affirmative Action Plan for Minorities, Females & Individuals
with Disabilities
Fiscal Year 2019
Arlington County Government
Arlington Virginia
Mark Schwartz - County Manager
2
Table of Contents
Executive summary………………………………………………………………………......3
I. Introduction …………………………………….…………………………….……...........3
II. Responsibility for Implementation …….…………………………………........................4
III. Workforce Analysis, Demographics and County Workforce....…………………….........4
Review of Personnel Actions ….…………………………………………...............5
IV. Availability Analysis ...……………………………...……………………………………6
V. Goals & Achievements.……………………………………………………………...........7
Diversity Five Year Countywide Goals …………………………………….............8
VI. Program Strategies for Special Focus Recruitment Efforts ……………...……………….8
VII. Identification of Barriers & Problem Areas…………………………………………........9
VIII. Strategies to Achieve Affirmative Action Goals………………………………….……...9
IX. Tables.………………………………………………………………………………........11
Table A Demographics & County Workforce………......................................................11
Table B Personnel Actions…...........................................................................................12
Table C Promotions…......................................................................................................13
Table D Separations…………………………………………………………………….14
Table E Goals Achieved………………………………………………………………...15
Table F Placement Goals…...……………………………………………………...........16
Table G Diversity Targeted 5 Year Goals ……………………………………………...17
X. Recommendations & Conclusion ……….………………...………………………..........18
XI. Appendix………………………………………….…………......….……....……………19
3
Executive Summary
The County met the Affirmative Action Plan (AAP) placement goals in 4 of the 9 job categories
with AAP goals for FY 2018. The County met its AAP goal for the Professionals, Police
Officers, Firefighters/EMS, and Librarians job categories. Notably, the County’s Fire
Department had a historic and regionally1 unprecedented minority hire this year when it
promoted an African-American female to the position of Battalion Chief. Additionally, the
County’s Department of Libraries hired a Hispanic Librarian and a Black Librarian to meet its
goals. Of the 5 remaining job categories, the County met 66 percent of its AAP goal for the
Executives, Officials, and Senior Administrators job category and 33 percent of its AAP goal for
the Planners job category. The County continues to strive to fulfill its AAP goals for Blacks and
Hispanics in Executive, Officials, and Senior administrator positions, for female employees in
Trades and for Hispanic employees in IT Specialists positions. To assist the County in achieving
AAP job goals for all job categories, the Office of Human Rights (OHR) recommends the
creation of a standing cross-departmental Diversity and Inclusion Committee to review
recruitment strategies and share best practices. Additional recommendations by OHR are also
offered in this report.
I. Introduction
The AAP is based on the County’s Equal Employment Opportunity policy (EEO Policy),
Arlington County Administrative Regulation (A.R.) 2.9, and federal guidelines issued by the
Equal Employment Opportunity Commission (EEOC) in 29 CFR, Chapter 1608. AAP goals are
not intended to be quotas or discriminatory against otherwise qualified individuals for
employment and may be met through good faith efforts.
In developing the AAP, OHR performed a workforce utilization analysis, a job group analysis,
and an availability analysis. Each job group was analyzed. The AAP represents the County’s
efforts and strategies to implement the EEO Policy2 and to maintain a diverse workforce. The
analysis of employment data shows a commitment to equal employment opportunity.
The data analysis provided in this plan is based on information obtained from several sources,
including the County’s Department of Human Resources (HR) and the U.S. Census Bureau. The
analysis is based on the data that was available as of June 30, 2018.
1 “Regionally” refers to Northern Virginia. 2 Administrative Regulation 2.9§2
4
II. Responsibility for Implementation
Arlington County is a local government committed to its vision of a diverse and inclusive
workforce. The County Manager has overall responsibility for the implementation of the EEO
Policy and AAP. The County Manager is responsible for allocating resources and assistance in
support of the development and implementation of the AAP.
The County Manager has assigned primary management responsibility for ensuring compliance
with the AAP to the Assistant County Manager for Human Rights & EEO. The Director of
Human Resources (HR Director), department directors, and managers collectively share
responsibility for recruiting a diverse workforce and attaining AAP goals. The EEO Standing
Committee of the Human Rights Commission, composed of residents and employees of
Arlington County, provides advice and support to the County’s development of the AAP and
monitors its progress.
III. Analysis of the Workforce & Personnel Actions
The AAP covers all Arlington County government employees. Under A.R. 2.9 §3.3, employees
in Constitutional Offices are also included in the analysis. Constitutional offices may voluntarily
abide by County personnel policies and apply AAP goals and recommendations.
A. Composition and Analysis of the Workforce A.R. 2.9 §3.3
As of June 30, 2018, the County workforce had 3,543 employees of which 1,780 (50.2%) were
minorities, and 1,763 (49.8%) were non-minorities.3 When further divided by gender, the
workforce was comprised of 1,624 (46%) females and 1,919 (54%) males. Females are analyzed
as a minority group.4 There were a net reduction of 31 (.87%) employees in the County’s
workforce from the previous fiscal year.5
The workforce was compared to the 2010 U.S. Census Bureau’s report on the estimated
availability of qualified minorities and females within the demographics of the statistical area
analyzed. This analysis determines if there is underutilization by job group and the need, if any,
to establish placement goals under A.R.2.9 §3.4-5. An underutilization analysis was conducted
based on the U.S. Census population data of the qualified workforce and the application of a
standard deviation test.
B. Review of Personnel Actions
The county’s personnel actions, the overall application process, candidate screenings, and
decisions related to hiring, promotions, terminations, employment offers, compensation, and
disability accommodations were analyzed to identify potential impediments to equal opportunity.
(EEO Policy §B.2; A.R.2.9 §3.1 & 3.4.)
3 There was a reduction of 1.3% minorities from the previous fiscal year. There was an overall workforce reduction of 31 employees of which
74.2% were minorities (23) and 25.8% (8) were non-minorities 4 See the workforce demographic profile on page 12. 5 The previous year’s total workforce of 3,574 males decreased by 1.3% (25) while the percentage of females decreased by .37 (6) of a percent.
5
Applicants
The flow of applicants reveals that of the 32,730 persons who applied for employment with the
county, 21,867 (66.8%) were minorities, 9,769 (30%) were non-minorities and 1,093 (3.3%) did
not identify their race. Only 14,797 (45.2%) of the 32,730 total applicants were qualified after
the screening process was complete. A qualified applicant is one who meets position
requirements, passes the human resources screening process, and is referred to the hiring
manager. The percentage of qualified minority applicants reported was 63.4% while non-
minority applicants amounted to 33%; applicants who did not disclose information related to
race totaled 3.6% and qualified female applicants amounted to 49.8%.6 Individuals who did not
disclose their race or gender were less than one percent of the qualified applicants (.24%).
Thirty-five (35) qualified applicants did not identify their gender. There was an increase of
13.5% in the number of qualified minority applicants over the previous fiscal year.7 The
percentage of minority applicants compares favorably with the general availability for their
respective categories. The demographic distribution of qualified applicants was as follows:
American Indians 120 (.81%) Asians 1,063 (7.2%), Blacks 6,012 (40.6%), Hispanics 2,145
(14.5%), Pacific Islanders 43 (0.29%), non-minority 4,882 (33%) and unidentified race 532
(3.6%).8
As the groups moved through the recruitment and selection process, minorities were found to be
qualified at 192.2% over the rate of the non-minorities. There were 9,383 qualified minority
applicants for referrals and selections. Females were found to be qualified at a rate of 116.5%
over the rate of males.9 See, Applicants Table on page 12 for how selection rates are derived.
Hires
Arlington County hired 349 employees in the fiscal year 2018 of which 170 were minorities
(48.7%), 179 were (51.3%) non-minorities, 174 were females (49.9%), and 175 were males
(50.1%). After applying the four-fifths rule (80%)10 to the minority selection rate from the
number of qualified applicants, an adverse impact was found for minorities in the overall
selection rate by race or ethnicity. No adverse impact was found for females. At the executive
level, 6 division chiefs were hired of which 2 represented minority hires (33%) and 4 represented
non-minority hires (66%). An adverse impact on minorities was found in hires at the executive
level. At the Bureau Chief level, there were 5 hires, 3 minorities (60%) and 2 non-minority
(40%) candidates.
Overall, there were 32 minority new hires and 9 minority promotions into positions with AAP
goals during FY 2018 as follows: the Police Department hired 32 candidates of which 14 were
6 Qualified minority applicants were 9,383; females were 7,367, no race amounted to 532, and non-minorities were 4,882. There was an 11.1%
reduction in the total number of applicants from the previous fiscal year. During FY-17 the reduction of applicants was 9.1% over the number of applicants during FY16. 7An additional 1,123 qualified minorities over the previous fiscal year applied during FY-2018. 8 No gender 35 (.24%) no race 532 (3.6%) no race or gender identification for qualified applicants 30 (.20%). 9 Females continue to overcome employment barriers, with an overall hiring rate of 94.2%. 10According to federal guidelines, “a selection rate for any race, sex, or ethnic group which is less than four-fifths (or 80%) of the rate for the
group with the highest rate will generally be regarded by the Federal enforcement agencies as evidence of adverse impact.” In 1978 the EEOC,
Department of Labor, Department of Justice, and the Civil Service Commission, adopted a set of guidelines known as the Uniform Guidelines for Employee Selection Procedures, which provided the guidance and information on what constitutes a discriminatory test surrounding employment,
as well as all personnel decisions.
6
females, 10 were minorities and 22 were non-minorities; the Fire Department hired 6 females, 9
minorities, and 24 non-minority firefighters/EMS; and the Department of the Libraries hired 3
Blacks and 2 Hispanics into librarian positions. The Department of Libraries also hired a Black
Division Chief.
Promotion Practices
Ninety-one 91 (41.7%) of the 218 employees promoted in FY18 were minorities while 127
(58.3%) represented non-minorities.11 Seventeen (7.8%) of all promotions were into positions
with AAP goals. Constitutional Officers promoted 51 employees of which 33 (64.7%) were
minorities and 18 (35.3%) were non-minorities. See, Advancement and Development Table on
page 13.
There were also 3 promotions to the Division Chief level, of which 1 was a minority (33%) and 2
were non-minorities (66%). The analysis revealed 7 promotions and reclassifications at the
Bureau Chief level, of which 4 were minorities (57%) and 3 were non-minorities (43%).
Separations
In FY 2018, there were three hundred and seventy-five (375) voluntary terminations.
Resignations (237) accounted for 62% and retirements (138) accounted for 37% of voluntary
terminations. There were 33 (8.1%) involuntary separations of which 20 (60.6%) were minorities
and 13 (39.4%) represented non-minorities. See, Separations Table on page 14.
Individuals with disabilities
During FY18 the County identified nine (9) new hires as persons with disabilities. There were
thirty-six (36) requests for accommodations, all of which were granted. Thirty-four
accommodation requests arose from County employees while two requests came from
applicants. The County’s commitment to providing accommodations to employees and
applicants attests to its commitment to recruiting and retaining employees with disabilities.
IV. Availability Analysis
The availability analysis under A.R. 2.9 considers the relevant labor markets from which
applicants for County positions may be expected to apply and the current incumbency compared
to the estimated availability in the market as indicated by US Census data. An analysis of the
patterns of hiring and promotions from the available employment data for each of the 15 job
groups was completed.
The proportions of employees who entered county job groups directly as external hires and
through internal promotions were established. Where a job group had different job titles that
carried different availability rates, a composite availability figure was calculated.
11 There is a standard deviation of 2.59 against minorities in promotions. The statistical expectation was that 109 minorities should have been promoted. The promotion rate for minorities was 71 percent, slightly below the 80 percent required under the 4/5 rule. Promotions represent an
area of opportunity for the development and advancement of minorities and female employees within the county’s workforce.
7
The availability data was developed separately for minorities and women. For each job group,
the analysis examined two potential areas of availability: individuals with requisite skills outside
the County government workforce (external availability) and those within County government
who could be promoted (internal availability). To determine external availability, the United
States was defined as the recruitment area for those job groups with a national recruitment effort,
such as positions with high-level compensation and the DC-MD-VA for those job groups with a
local recruitment area.12 Statistics are from the United States Department of Commerce 2010
Census and updates as released by the US Census Bureau. See, Placement Goals and Diversity
Tables on page 16-17.
V. Goals and Achievements
Of the nine (9) job categories below for which the County set AAP goals, the County met the
AAP goals in four (4) job categories. The efforts of various departments were responsible for
achieving these goals. Below is a summary of the achievements by AAP job group. See, Goals
Achieved Table on page 17.
Professionals: The County met its AAP goal for this job group which includes all professional
positions except for the following: Engineers, Librarians, Social Workers, and Information
Technology. The 2018 AAP goal for this job group was to hire 25 minorities; the County hired
40 minorities (13 Asians, 22 Blacks, and 5 Hispanics).
Firefighters/EMS Fire: The County Fire Department met its AAP goal for this job group which
was to hire 9 minorities13 and 1 female firefighter. The Fire Department hired 9 minorities and 6
females. The Fire Department also promoted a Black female to the high-ranking position of
Battalion Chief. This is the first time a Black female has served as Battalion Chief in the history
of Northern Virginia.
Librarians: The County Department of the Libraries met its AAP goal for this job group which
was to hire 3 minorities. The Department of Libraries hired 2 Black and 2 Hispanic Librarians.
Police Officers: The County Police Department met its AAP goal for this job group which was
to hire 5 minorities; the County Police Department hired 17 minority officers (7 Blacks, 8
Hispanics, 1 Asian & 1 individual who identified as two races). The department continues to
strive to achieve its AAP goal to promote 4 minority officers and 1 female into supervisory
ranks.
Executives, Officials & Senior Administrators: The County’s AAP goal for this job group was
to hire 6 minorities (2 Asians, 2 Blacks, and 2 Hispanics). The County hired 4 minorities (1
Asian and 3 Blacks).
12 Washington Metro Area includes District of Columbia; Calvert County, MD; Charles County, MD; Frederick County, MD; Montgomery County, MD; Prince George’s County, MD; Arlington County, VA; Fairfax County, VA, Fauquier County, Clarke, Warren Counties, VA; Loudon
County, VA; Prince William County, Manassas County, Manassas City, VA; Spotsylvania County, VA; Stafford County, VA; Alexandria City, VA;
Fairfax City, Falls Church City, VA; Fredericksburg City, VA. In some cases, pools were extended to Pennsylvania, West Virginia and New Jersey for firefighter applicants. 13 5 Black,3 Hispanic, 1Asian, 1 two races.
8
Information Technology Specialists: The County’s AAP goal for this job group was to hire 1
Hispanic which was not met.
Planners: The County’s AAP goal for this job group was to hire 3 minorities. The County hired
1 Hispanic into this job group.
Trade Workers: The County’s AAP goal for this job group was to hire 1 female which was not
met. Additionally, four (4) female trade workers separated from county employment in FY
2018. The County continues to face challenges in recruiting female trade workers.
Unique AAP Position - Staff Management and Budget Specialist: The County identified this
position as a “feeder” position for higher level job groups such as the County, Deputy, and
Assistant Manager positions. As such, the County’s goal for this job group is to retain and
increase the number of minorities. There are currently 2 Blacks, 2 Hispanics and 5 non-minority
employees in this job category.
Placement Goals
The County established goals during 2018 to improve the representation of females and
minorities in job groups and sub-groups where U.S. Census data and market availability
indicated an opportunity to increase diversity in the workforce. There were thirty (32) minority
new hires and nine (9) minority promotions into positions with AAP goals. See Placement Goals
Table on page 16.
Five (5) Year Diversity Target Goals
Between 2014 and 2018, the county sought to hire females and minorities for job groups where
recruitment and availability in the labor market remains a challenge. This targeting responds to
the County’s commitment to promote and increase diversity at all levels. See Diversity Targeted
5 Year Countywide Goals on page 17.
VI. Program Strategies for Special Focus Recruitment Efforts - A.R. 2.9 § 2.1
Administrative regulation 2.9, Section 2.1 describes “Program Strategies for Special Focus
Recruitment Efforts” as a component of the AAP. Persons with disabilities are a special
recruitment area under the AAP.
Persons with Disabilities
The County continues to strive to recruit individuals with disabilities who represent a special focus
recruitment area under the AAP. The County is taking a proactive approach to overcome these
challenges. It currently refers all requests for reasonable accommodations by applicants for
employment as well as from county employees to the County’s Reasonable Accommodations
Coordinator in OHR for review. Additionally, OHR provides training on accommodations for all
new employees.
9
VII. IDENTIFICATION OF BARRIERS & PROBLEM AREAS A.R. 2.9 § 3.4
A. Identification of Problem Areas
An analysis of the county’s employment process, personnel actions, and workforce
demographics by department and job group revealed the need to explore the following areas:
1. The lack of identification of potential barriers to equal employment opportunities
2. The lack of regular cross-departmental reporting of data and sharing of best practices in
the recruiting and retention of minorities and females
3. The lack of interoperable data systems
4. The lack of formalized guidelines
B. Addressing the Barriers
The County is also committed to addressing identified problem areas. For example, plans for the
county to procure a vendor for the commencement of a traditional barrier analysis in 2019 are
underway as is a review of the feasibility of creating a standing Diversity and Inclusion
Committee to share best recruitment and retention practices.
The County is committed to continuing its efforts to mentor minority employees with
opportunities to advance to higher-level positions and into the executive and senior administrator
jobs as evidenced by the recent deployment of a formal county-wide mentorship program by HR
and other departments. HR is also developing a consistent methodology to improve record-
keeping practices and interoperability of HR information systems for recruitment, hiring and
tracking of personnel actions.
VIII. STRATEGIES TO ACHIEVE AFFIRMATIVE ACTION GOALS & WORKFORCE
DIVERSITY A.R. 2.9 § 3.1 & § 2.4
The recommendations below are made to assist departments in meeting their respective AAP
goals and should be incorporated into departments’ respective diversity recruitment and retention
strategies. Departments are requested to address the AAP goals and to draft implementation
plans that monitor results for affected job groups and to share such plans with OHR and HR.
On recent AAPs, OHR and HR met with department heads to discuss opportunities and design
short term strategies for the achievement of AAP goals. Some successes were evident utilizing
this strategy during the last two fiscal years. For example, the job groups of Engineers and
Engineers Technicians, Planners, Police, Fire, Senior, Executive, and Administrators achieved
their goals during FY18. Additionally, the Department of Libraries achieved its goals and
10
demonstrated substantial efforts to promote minorities, including the use of professional
recruitment firms.
The following are some general recommendations to increase the recruitment of female and
minority applicants:
General Recommendations
A. The reinvigoration of the standing Diversity and Inclusion Steering Committee to
share best practices on long-term recruiting and retention strategies.
B. The completion of a traditional barrier analysis
C. The development of recruitment strategies for positions with AAP goals.
D. Review of options to improve the interoperability of data systems
E. Guidance on the use of diverse interview panels, including a definition of “diversity”
and a method whereby departments can measure implementation
Suggested Strategies for departments in consultation with HR:
1. Create a method for the regular identification and communication of positions with
AAP goals to recruiters, hiring managers, and interview panelists at the outset of the
recruitment process
2. Ensure that the hiring process is aligned with AAP goals and that hiring managers
receive minority candidates for consideration particularly for job groups where AAP
goals were not met
3. Consider the utilization of professional recruitment firms specializing in diversity
recruitment where needed
4. Continue the recruitment strategy of using various professional and social network
sites to attract diverse candidates and assess its effectiveness
5. Consider formal departmental mentoring opportunities for minorities where none
exist in addition to continuing existing county-wide mentoring programs by HR and
WoW (Women Work).14
6. Consider the inclusion of the promotion of diversity and inclusion in the workplace
and/or the achievement of AAP goals as part of the performance review process for
all hiring managers.
14 WoW is an ERG (Employee Resource Group).
11
IX. TABLES
A. ARLINGTON DEMOGRAPHICS & COUNTY WORKFORCE
DEMOGRAPHIC ANALYSIS FY-2018
Workforce
Demographics
FY 2017
American
Indian/Alaska
Native
Asian Black Hispanic Hawaiian
Pacific
Islander
Two
Race
Female
(of All
Races)
Non-
Minority
White
Total Minority
Representation*
Total
Workforce
3,543
1
227
965
563
9
15
1,624
1,763
1,780
Percentages
County Gov.
Workforce
(By Group)
.03
6.4
27.2
15.8
.3
.42
46.3
49.8
50.2
Percentage of
Arlington
County
Population
(US Census
Jan. 2017
Most Recent
Estimates) **
.2
9.6
8.5
15.1
.01
3.7
50
69.4
37.115
County
Supervisors
717
0
32
168
60
0
1
336
456
261
Percentage of
Supervisors
by Group
0
4.5
23.4
8.4
0
.14
47
63.6
36.4
US Census’s most recent demographic data estimates of the Arlington County population reveal
that minorities represent 33.4%, plus 3.7% persons of two races, and females 50%. Please note
that the Census counts two races as minorities.
There was a 2% increase in Blacks and a 1.5% increase in females in supervisory positions
during the fiscal year. All other minority and non-minority individuals experienced decreases in
their representation at the supervisory/managerial levels. The number of minority employees
classified as supervisors in the County increased by nine (9) or 1.3% during FY-2018. Female
supervisors increased by 1.5% or eleven (11) positions from the previous FY.
15 Census data for County population of two or more races not of Hispanic origin is included here thus impacting this percentage by 3.7%. The
Census data is used to explain the presence of a two-race population in the County that otherwise would not be counted in the traditional groups. The County AAP Regulation requires specific count of race/ethnicity. Two races or no race identification are not contemplated by the regulation.
Data as provided by the Census appears to add up to over one hundred percent but that is how the US Census presents this data.
For total minority supervisors, we are including all minority supervisors as an aggregate. The female count by race/ethnicity is already included. * Aggregate includes American Indians/Alaska Natives, Asians/Hawaiian/Pacific Isl., Blacks, and Hispanics. Non-minority females are not
included in the count.
1. ** The County demographics as reflected in the chart represent the June 2017 percentage estimates provided by the US Census. HR Dept. allows employees to use “no race” or “two races” designations (not considered by the Arlington Code or the Adm. Reg.). US
Census does not provide a count for no-race and federal and local AAP regulations do not provide for such count either.
12
B. Year End Review of Personnel Actions FY – 2018 Selections Qualified Applicants/Hires
Personnel actions were analyzed to identify any impediment to equal employment opportunities.
EEO Policy § B.2; A.R.2.9 § 3.1 & 3.4
A. Qualified Applicants
Applicants
GENDER Applicants Amer. Ind. Asian Black Hispanic Pac. Is. All Min
Non-
Minority No Race Totals
Males 7,395 60 573 2,572 926 23 4,154 2,989 252 7,395
Females 7,367 60 488 3,437 1,219 20 5,224 1,893 250 7,367
No Gender 35 0 2 3 0 0 5 0 30 35
Totals 14,797 120 1,063 6,012 2,145 43 9,383
4,882 532 14,797 Representation Males % 50% 0.41% 3.8% 17.4% 6.3% 0.15% 28.1% 20.3% 1.68% 50%
Females % 49.8% 0.41% 3.3% 23.3% 8.2% .13% 35.3%
12.7% 1.68% 49.8% (+/-No Gender) .24% 0 .01% .02% 0 0 03% 0 .20% .24% Total % Applicants 100.00% 0.82% 7.1% 40.6% 14.5% 0.28% 63.4% 33% 3.6% 100.00%
Applicants
Hired
Selection Rate* Gender Min Selection Rate Males 100% 0% 97.3% 59.2% 100% 0% 74.4% 143.8% 76.8%
Females 100% 0% 103% 61.3% 118.3% 0% 78.8%
174%
Maj. Selection Rate
155.4%
B. New Hires
GENDER
Amer.
Hires Ind. Asian Black Hispanic
Pac.
Is.
All-Min Non-Min Two
Hires16 Races
Totals
Males
175 0 13 36 22 0 73
102 2 175
Females
174 0 12 50 34 0 97
77 1 174
Totals
349 0 25 86 56 0 170
179 3 349
Males
50.1% 0.00% 3.7% 10.3% 6.3% 0% 20.9%
29.2% .57% 50.1%
Females
49.9% 0.00% 3.4% 14.3% 9.7% 0% 27.8% 22.1% .29%
49.9%
Totals
100% 0.00% 7.1% 24.6% 16.0% 0.0% 48.6%
51.3% .86% 100%
16 The count includes 2 males with no race/ethnicity identification and one female with no race/ethnicity id. Counted under total for gender and all minorities.
13
*The applicant’s selection rate is calculated by dividing the hiring rate of new hires by the representation rate of the qualified applicants in a
particular group, to determine the selection rate of the applicants selected for employment (Example: Fem. Hiring rate 49.9% is divided by
49.8%, which is the representation rate of female applicants = 100% selection rate). When hiring rate of females or minorities is < 80% of the
non-minority selections, it may require affirmative action to prevent the adverse impact on the selection of minorities.
C. Promotion Practices
ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) COUNTY PROMOTIONS DURING THE FISCAL YEAR 2018
By RACE/ETHNICITY GROUPS
ADVANCEMENT & DEVELOPMENT (A.R. 2.9 §2.4) PROMOTIONS UNDER CONSTITUTIONAL OFFICERS DURING THE FISCAL YEAR 2018
By RACE/ETHNICITY GROUPS
GROUP NUMBER OF
PROMOTIONS
% OF TOTAL
PROMOTIONS
American Indian
0
0
Asian
20
9.1%
Black
47
21.6%
Hispanic
22
10.1%
Hawaiian & Pac. Islander
1
.46%
Two Races
1
.46%
Total Minority
91
41.7%
Non-Minority
127
58.3%
GROUP NUMBER OF
PROMOTIONS
% OF TOTAL
PROMOTIONS
American Indian
0
0
Asian
2
3.9%
Black
21
41.2%
Hispanic
9
17.6%
Hawaiian & Pac.
Islander
1
2.0%
14
D. Separation Tables
Separations 2018
*Involuntary separation is an inclusive term for dismissals, layoffs, and separations during probation.
Reasons for Involuntary Separations
Involuntary Separations by Reason or Cause 2018
Total Minority 33 64.7%
Non-Minority
18
35.3%
Reasons Totals Amer.
Indian
Asian Black Hispanic Two
Races
Hawaiian/Pac.
Islander
Total Minority Non-Minority
Involuntary
*
(8.1%)
33
0
1 = 3.0%
17 = 51.5%
2 = 6.1%
0 =0%
0 = 0%
20 = 60.6%
13 = 39.4%
Voluntary
(91.9%)
375
1 = .26%
39 =10.4%
88 = 23.5%
63 = 16.8%
2 = .53%
0 = 0%
193 = 51.5%
182 = 48.5%
Totals
408
1 = .25%
40 = 9.8%
105 = 25.7%
65 = 16%
2 = .49%
0 = 0%
213 = 52.2%
195 = 47.8%
Reasons Totals Amer.
Indian
Asian Black Hispanic Hawaiian/Pac.
Islander
Total Minority Non-Minority
Dismissal
(12.1%)
4
0 = 0%
0 = 0%
0 = 0%
0 = 0%
1 = 25%
1 = 25%
0 = 0%
2 = 50%
2 = 50%
Separation
During
Probation
(39.4%)
13
0 = 0%
0 = 0%
9 = 69.2%
0 = 0%
0 = 0%
9 = 69.2%
4 = 30.8%
Layoff
(48.5%)
16
0 = 0%
1 = 6.2%
7 = 43.8%
1 = .62%
0 = 0%
9 = 56.3%
7 = 43.7%
Totals
33
0= 0%
1 = 3%
17 = 51.5%
2 = 6.1%
0 = 0%
20 = 60.6%
13 = 39.4%
15
E - GOALS ACHIEVED BASED ON NUMBER OF HIRES DURING FY -2018 For further guidance on how to read this table, see the last page of the appendix in this document
IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION
WAS LOWER THAN AVAILABILITY
A.R. 2.9 § 3.5
(With a Deviation of Statistical Significance)
17 Employment goals are achieved by hiring the desired percentages of the affected class into the job groups with goals at every opportunity to
hire. Goals are established after an analysis of the availability based on data provided by the Census. 18 The achievement of employment goals is based on the opportunities to hire into the job group and the results in the hiring of minorities. 19 Libraries implemented recruitment strategies to attract minority librarians and made employment offers to minorities which were not accepted.
Job Group Name Employment
Goals 17 FY 2018
Opportunities to
Hire in 2018
from Total
Hires18
Employment
Goals Achieved
or Exceeded
thru Hires
in FY 2018
Group with
Employment
Goals or that
Exceeded
Goals Executives/Officials &
Senior Administrators
2
2
2
11
1
3
0
Asian
Black
Hispanic
Professionals
25
91
13
22
5
Asian
Black
Hispanic
Firefighters/EMS/Fire
FIR Supervisors
9
0
3
5
1
33
9
1
4
3
6
1
1
Minorities
Asian
Black
Hispanic
Females
Two Races
Female (Black)
Librarian19
3
5
2
2
Black
Hispanic
Information Technology Specialist
1
8
0
Hispanic
Police
1
0
4
1
32
0
5
4
8
Asian
Black
Hispanic
Females
Police
Sub-Group:
Police Supervisors
1
1
2
1
3
1
0
0
0
Asian
Black,
Hispanic
Females
Planners
1
2
8
0
1
Black
Hispanic
16
F - PLACEMENT GOALS for 2019
IN JOB GROUPS AND SUB-GROUPS WHERE REPRESENTATION
WAS LOWER THAN AVAILABLE IN THE AREA JOB MARKET-ONLY GROUPS
WITH GOALS ARE INCLUDED
A.R. 2.9 § 3.5
(With a Deviation of Statistical Significance)
Job Group Name Employment Percentage (%)
of Minority & Female
Incumbents by Job Group
FY - 2018
Employment Goals
FY 201920
Groups with Employment Goals
Executives/Officials & Senior
Administrators
Minority 16.5%
(=13 minorities)
Females 45%21 (=33 Females)
1
3
3 0
Asian
Black
Hispanic Female
Administrators Minorities50%
(=15 minorities) Females50% (=15 Females)
0
0 0
0
Asian
Black Hispanic
Females
Professionals
Minority (=574 minorities)
57
Minorities
Firefighters/EMS
Minority 24.4%
(=61 minorities)
Female 11.2%
(=28 females)
3
6
1
Black
Hispanic
Female
Librarian
Minority 27.3%
(=12 minorities)
0
Minorities
Information Technology
Specialist
Minority 44.9%
(=31 minorities)
1
Hispanic
Police
Minority 24%
(=74 minorities) Female 24.2%
(75 females)
1
6 2
Asian
Hispanic Female
Police Sub-Group:
Police Supervisors
Minority 24%
(= minorities)
Female 11.5% (=9 females)
1
1
1
Black
Hispanic
Female
Planners
Minority 19.7%
(=16 minorities)
1
2
Black
Hispanic
Trade Workers Female 4.1% (=13 females) 5 Female
20 Employment goals are achieved by hiring this number of employees and/or the desired percentages of the affected class into the job groups
with goals at every opportunity to hire. The goals assume the retention of minority employees in each job group. Goals are established after an
analysis of the availability based on data provided by the Census. When no goals for a group exist, it indicates that the group’s minority
employment representation meets or exceeds availability. The Achievement of goals can be impacted by factors such as hiring freezes, minorities
leaving the workforce, non-minority applicants hired into positions with goals, resignations, and retirements.
21Females constitute 45% the of Executive/Officials, Senior Administrator and Administrator positions. Absent any adverse impact and a
favorable hiring & selection process for females, there is no need to establish a hiring goal for females at this level.
17
G-DIVERSITY TARGETED 5 YEAR COUNTYWIDE GOALS BY JOB/GROUP & POSITION TITLE (2014-2018)
* = Goal Achi
Position/Titles in Job Group Departments Group
Staff
Level
In
FY 2014
Staff
Level
In
FY 2015
Staff
Level
In
FY 2016
Staff
Level
In
FY 2017
Staff
Level
In
FY 2018
Targeted 5 Year
Goals by Job
Group/Position
Title & Those
Achieved
FY -2018
Firefighters/EMS Fire Marshals/Inspectors
Total Incumbents -250
Fire Department Asian Black
Hispanic
Females Two
Races
6 35
17
19
6 36
16
19
5 40
13
23
7 33
14
23
6 37
16
28 2
6* 40*
27
33
Human Resources/OD
Specialist/Sr. HR Mgmt. Spec. /Staff R/OD Spec. Countywide
Total
Incumbents - 48
Human
Resources (at HRD 50)
(Countywide -
other than HRD 19)
Hispanic
3
3
3
3
2
3
Librarians Total Incumbents - 44
Libraries Asian Black
Hispanic
2- Races
2 3
4
2 1
4
2 1
4
2 2
4
1
0 5
6
1
3 5*
6*
0
Staff &Mgmt. Budget Spec
Total Incumbents- 45
Countywide:
DES/DHS/DPR/
DMF
Hispanic
1 DES
2
2
4
6
4*
Design Engineering
Total Incumbents -56
Department of
Environmental
Services
Asian
Hispanic
14
3
15
3
16
3
15
3
16
5
6*
3*
Engineering Tech II-IV
Total Incumbents - 17
Department of
Environmental Services
Asian
Black Hispanic
2
6 2
2
7 2
3
6 3
3
8 5
2
6 3
3*
6* 5*
Planners/Sup. Planner
Total Incumbent- 44
Community
Planning,
Housing & Development
Asian
Black
Hispanic
1
9
1
1
8
1
3
8
1
0
8
1
0
8
2
3
11
5
Planners
Total Incumbent- 29
Department of
Environmental Services
Asian
Black Hispanic
Females
1
2 1
11
1
2 2
9
0
3 1
15
1
2 3
12
2
3 1
13
2*
3* 3
14
Planner Total Incumbents 8
Department of Parks Rec.
Asian Black
Hispanic
0 1
1
0 0
1
0 0
1
0 0
1
0 0
1
0 1
1*
Police Corporal, Police Officer I&II
Total Incumbents- 310
Police Department
Asian Black
Hispanic
Females
13 30
31
64
13 30
32
67
10 28
28
64
10 27
30
68
8 32
34
75
22 33
44
68*
Facilities Maintenance
Mechanics, Machinist,
Motorized Vehicle Operator, Printer, Plumber, Sr. Trade
Workers, Control Systems
Technicians, Traffic Signal Field Technician, Multi-
Skilled, Trades Worker,
Delivery Driver, WSS Technicians, Wastewater
Technicians, Recycling, Plant
Plan Specialist Total incumbents-314
Department of
Environmental
Services
Females
12
15
16
17
13
18
18
X. RECOMMENDATIONS & CONCLUSION
General Recommendations:
1. Identify barriers that may impede the hiring of minority candidates at higher levels. The
County intends to conduct a barrier analysis in the upcoming months in support of this
recommendation.
2. Intensify retention efforts for minorities to increase diversity in underrepresented job
groups and positions (see, Placement Goals Table on page 19 for positions with goals).
3. Create guidelines to ensure the consistent use of diverse interview panels by all
departments.
4. Develop a methodology to formalize the use of diverse interview panels.
5. Inform hiring managers of AAP goals for positions within their units.
6. Inform panels of AAP goals before the interview process.
7. Flag job groups or position titles with AAP goals.
8. Continue to make Departments Directors accountable to the County Manager for their
efforts in diversifying their department’s workforce by including the achievement of AAP
goals and the advancement of diversity in hiring as factors of performance evaluation
criteria.
9. Develop and implement retention practices.
10. Reintroduce the practice of analyzing and reporting salary and compensation practices for
EEO compliance in the AAP.
Conclusion
The County’s vision statement commits it to diversity and inclusiveness which is reflected in
the demographics of the county workforce. The County government continues to make
affirmative action both a commitment and reality.
The AAP will remain in effect until a revision to the plan is made, or a new plan is adopted.
19
XI. APPENDIX A. - (A.R. 2.9)
D E F I N I T I O N S
AAP Job Groups
AAP Category
1 Executives/Officials & Senior Administrators – the most senior management
level positions in the County with responsibility for directing departments,
divisions or bureaus (or similar organizational units), for county management, and
executive level policy implementation.
2 Professionals – positions requiring Bachelors or higher-level degree or equivalent
experience with responsibility for engaging in the practice of a profession not
specifically defined elsewhere. Positions may also supervise others but do not
include bureau chief or higher-level positions in the field.
3 Librarians – positions normally requiring a Masters degree in library science or
equivalent experience with responsibility for professional research, collection
maintenance, selections, acquisitions, program management and/or other related
functions in a library setting. Positions may also supervise other professional
librarians but do not include bureau chief or higher-level positions in the field.
4 Information Technology Specialists – positions normally requiring a Bachelors
degree or equivalent experience responsible for programming functions develop
applications; coordinating systems operations, computer information systems,
databases and/or networks; and/or customizing utility programs and software.
Positions may also supervise other information technology specialists but do not
include bureau chief or higher-level positions in the field.
5 Planners – positions requiring a Bachelors degree or equivalent experience with
the responsibility to coordinate, develop, document, present, administer and/or
facilitate the implementation of community, facility, housing, land use and/or
facility planning, and/or economic development initiatives. Positions may also
supervise other planners but do not include bureau chief or higher-level positions in
the field.
6 Social Workers and Case Managers – positions requiring a Bachelors or higher-
level degree or equivalent experience with the responsibility to provide social,
eligibility, psychosocial, therapeutic, probation supervision, case management
and/or other related services for a wide array of clients. Positions typically conduct
intake, identify eligibility, facilitate services, provide services, and/or monitor and
assess client progress. Positions may also supervise other social workers or case
managers but do not include bureau chief or higher-level positions in the field.
7 Parks & Recreation Workers – positions that program and conduct recreation
activities with groups in public, private, or volunteer agencies, recreation, or nature
facilities. Includes Recreation Assistants and PRCR Programmers. Positions
typically organize and promote activities, such as arts and crafts, sports, games,
music, drama, social recreation, nature awareness and conservation, camping, and
monitoring or managing recreational areas, such as pools and parks to provide
assistance and protection to participants. Positions may supervise instructors and
assistant coaches, but do not typically supervise permanent County employees.
20
AAP Category
8 Technicians & Paraprofessionals – positions requiring technical experience,
training or skill in a specialized field (normally not requiring a Bachelor’s degree)
with responsibility for the application of theories and principles of a specific
discipline or field of expertise and/or the provision of support to professionals in a
field of expertise.
9 Administrative and Services Support – positions providing reception, clerical,
account, records, purchasing, supply, inventory, and other related support
functions. May also perform training, coordination, and supervisory functions to
support staff.
10 Mechanic/Skilled Trades Occupations – positions requiring specialized training
and/or certifications in the performance of specialized craft or mechanic functions.
Positions also include those with responsibility for trade operations supervision.
11 Trades Workers/Motor Vehicle Operators – positions that perform labor,
maintenance and/or driving functions in a variety of trade settings. Does not
include supervisory positions.
12 Firefighters/Emergency Medical Technicians – positions that control and
extinguish fires and respond to emergency situations where life, property, and/or
the environment are at risk. Duties may include fire suppression, fire prevention,
fire investigation, emergency medical services, hazardous material response,
search, and rescue, and disaster management. Positions may also supervise other
firefighter/emergency medical technicians but do not include division chief or
higher-level positions in the field.
13 Police Officers – positions that maintain order, enforce laws and ordinances, and
protect life and property in an assigned patrol district. Duties may include a
combination of the following: patrols, directing traffic, issuing traffic citations,
investigating crimes and accidents, responding to incidents as directed, and
apprehending and arresting suspects. Positions may also supervise other police
officers but do not include division chief or higher-level positions in the field.
14 Correctional Officers – positions include Sheriff Office officers and deputies.
Guards inmates in accordance with established regulations and procedures. May
guard prisoners in transit between jail, courtroom, prison, or other point. Includes
deputy sheriffs who spend most of their time guarding prisoners in a detention
facility. Maintains law and order in the courtroom and serves legal processes.
Positions may also supervise other correctional officers but do not include division
chief or higher-level positions in the field.
15 Other Protective Service – positions that are not members of the sworn public
safety staff but perform protective services such as patrols of public buildings and
parking lots; issuing parking citations; guiding or controlling vehicular or
pedestrian traffic; receiving emergency calls, and dispatching appropriate
emergency responders. Positions may also supervise others but do not include
division chief or higher-level positions in the field.
21
APPENDIX B.
HOW TO READ THE GOALS ACHIEVED TABLE
1. The table Goals Achieved Based on Number of Hires during the Fiscal Year on page 15 has five
columns, and should be read from left to right.
2. The table reflects the goals from the previous fiscal year (FY18) and the hiring results obtained
while trying to achieve these goals.
3. The first column “Job Group Name,” lists only the County job groups wherein a need to increase
the number of minorities or females during the previous year were identified.
4. A list of job groups appears in the Appendix on section XI of the plan.
• For example, the first job group in the table is Executives/Officials & Senior Administrators.
• The second column “Employment Goals,” shows the fiscal year 2018 AAP goal for
Executives/Official & Senior Administrators. The same column next to “Librarian” shows a
goal of four minority hires but reflects that there were five opportunities to hire for which five
minorities were hired.
• The figure is based on an availability analysis and a standard deviation.
o The County can increase the affirmative action effort and raise the employment
percentage of minorities in any job group with an affirmative action effort of 50% at
every opportunity to hire. At the Executives/Officials & Senior Administrators with an
affirmative effort statistically estimated at 7% of every 100 hires or promotional
opportunities that occur in the job group. (The standard deviation analysis and statistical
projections define that distribution).
o The County can strengthen its diversity at the Executive/Officials & Senior
Administrators level by hiring seven (7) minority employees into this job group in FY
2019.
22
o The third column “Opportunities to Hire,” shows how many opportunities there were to
hire an incumbent to fill positions into the job group of Executives/Officials & Senior
Administrators. There were eleven (11) opportunities to recruit into this job group during
FY 19, and four (4) minorities were hired, resulting in 36.4% of hiring efforts.
o The fourth column is “Employment Goals Achieved thru Hires.” This column shows the
number of minorities hired into the job group during FY18. In this case, there were four
(4) hires in FY18.
o The last column “Group with Employment Goals,” indicates the demographic that should
be increased through recruitment to meet the goal. In this case, the demographic groups
were Asian, Black, or Hispanic.
The table is the result of a proportionate analysis of the racial composition of the County workforce and
the available market candidate pool. The focus of the analysis is the impact of employment selections
within job groups.
Please note that hires as whole persons and not as fractions of a person. Therefore, a fraction of a person
is calculated as a person. Workforce statistics from the EEOC/US Labor Department and U.S. Census
Bureau are utilized to perform tests and to determine if there is a need to add minorities or females to
particular job groups. The tests compare hiring results and opportunities to employ against the availability
of similar persons in the employment market to determine the goals for the following year.