• Nearly all departments have broadened and diversified recruitment practices
• Over a quarter of City departments launched or expanded paid internship/fellowship/apprenticeship programs, including but not limited to partnerships with San Francisco State University and Historically Black Colleges and Universities
• The Civil Service Commission has trained over 650 staff on demystifying the civil service system

• The Department of Human Resources is modernizing "minimum qualifications" for hundreds of classifications in partnership with departments, focusing on obstacles like supervisor-journey-level discrepancies
• Over a dozen departments have enhanced internal training or piloted mentorship programs
• Largest departments increased oversight to ensure consistent and equitable application of corrective action policies, including reviewing outcome patterns, such as racial disparities

• Almost all departments created new processes, such as surveys and focus groups, to understand staff needs and experiences
• Some departments have adjusted their facilities and shift schedules to create safer, healthier, and more accessible worksites
• The Department of Human Resources launched an Equitable, Fair, and Respectful Workplace Policy to a establish a code of conduct at all City worksites

• Many departments are expanding community engagement to reach a broader range of underserved and vulnerable populations, particularly those facing obstacles to accessing City services or participating in public processes
• Some departments have created formal strategies or plans to address racial disparities in their public services, ahead of a citywide process

Culture

• Integrated racial equity into strategic plan
• Reduced workplace discrimination incidents and increased staff confidence in EEO reporting process
• Installed personal protective equipment vending machine to facilitate distribution to swing and night shift employees
• Created universal breakrooms available to all airport workers, regardless of employer. Established new inclusive design guidelines and stakeholder engagement process for staff spaces
• Supported employee resource groups, with up to 100 events coordinated and 2,600 employees engaged
• Recommended that all staff engage in wellbeing and professional development programs for up to 8 hours a month; developed resource guide for staff

Pipelines

• Removed unnecessary special requirements from job positions
• Provided career programming to high school and middle school students. Summer internship placements included but were not limited to students from HBCUs, Airport Minority Advisory Council, and bilingual students, supporting broader and more inclusive pathways into public service
• Provided onboarding support and “buddy” to more than 400 new hires

Pathways

• Established senior management committee to review proposed corrective actions for consistency and fairness. Reviewed 68 cases to date, with 24% resulting in alternative corrective action outcomes
• Held department-wide professional development conference for over 800 staff across three shifts, including overnight and swing shifts, with a 90%+ satisfaction rate
• Developed career lattice guides for 11 different airport divisions
• Expanded mentorship program to over 200 staff

Community

• Revised museum collection plan to display a larger variety of exhibits, including art that uplifts the experiences and perspectives of different racial and ethnic communities, women, and LGBTQIA2S people
• Assessed procurement process for obstacles for small or disadvantaged business. Held workshops and events to support contract readiness, access to capital. In FY25, half of leases were with disadvantaged businesses

Pipelines

• Analyzed demographic data for department leadership to identify potential racial disparities; implemented optional, anonymous demographic survey for job applicants
• Contracted equity-focused recruitment firm to diversify candidate pool for executive hiring

Pathways

• Conducted salary surveys for all positions and adjusted salary ranges to reduce turnover
• Moved to assessing data on job applications, new hires and promotions, and separations on a quarterly basis instead of annually

Culture

• Budgeted staff time for racial equity initiatives

Community

• Analyzed funding allocations across neighborhoods and evaluated projects to ensure disadvantaged communities in need of services are not left out
• Developed processes for project teams to assess relevant racial disparities during project planning. Reviewed past community engagement across divisions and identified that lack of alignment resulted in scope changes, project delays and budget increases
• Provided compensation for volunteer advisory communities, budgeting for these expenses on an ongoing basis

Pipelines

• Launched Climate Action Fellows program and summit for students from eight SFUSD high schools
• Identified unnecessary, inefficient minimum qualifications for the Environmental Specialist classification series through extensive staff engagement
• Expanded outreach to non-traditional outlets, community college systems, workforce development providers, professional networks of color

Pathways

• Rotated acting assignments for vacant classifications, creating opportunities for more staff to gain leadership experience
• Institutionalized exit and stay interviews, quarterly staff engagement surveys to understand reasons for staff turnover and increase employee retention. Example changes made: changed workflows to create more feedback loops with managers; added opportunities for staff to exercise more technical skills

Culture

• Expanded strategic planning process to include all staff
• Doubled number of certified bilingual staff by assessing program language needs and standardizing procedures for bilingual pay program
• Directed staff to avoid scheduling events on major religious and cultural holidays, in addition to those listed on the payroll calendar. Created programming to improve cohesion and cultural understanding across the department, including with commissioners

Community

• Required all policies to be assessed for racial equity impacts
• Issued RFP to partner with community-based organizations on engagement in marginalized communities
• Removed requirement for commissioners to be U.S. citizens and registered voters
• Held corridor walks with bilingual staff and community partners to support local businesses in increasing environmental sustainability of their operations; 60% of commercial reuse businesses and 20% of newly recognized green businesses had language needs in Mandarin, Cantonese, Vietnamese, and Spanish

Pipelines

• Revised minimum qualifications to remove unnecessary degree requirements, allow effective substitutions

Pathways

• Increased fairness of Skelly hearings (pre-disciplinary meetings) by separating the roles of hearing manager and charging manager
• Implemented human-centered approach to corrective actions in the Transit division; held weekly supervisor meetings to ensure uniformity

Culture

• Provided training on creating and managing an equitable workplace to over 2,300 staff

Community

• Held first youth roundtable to discuss perspectives of youth transit riders, such as impacts of cutting Free Muni for Youth
• Made capital improvements and adjusted timed transfers to increase sense of safety at “hot stops” for overcrowding and harassment
• Trained over 400 staff on dignity-based community engagement

Pipelines

• Cultivated outreach partnerships with local public schools, community colleges, community-based organizations, professional organizations of color
• Improved effectiveness and efficiency of recruitment and hiring processes through regular data review and process analysis

Pathways

• Identified promotional pathways for classifications with the least career growth, added missing “rungs” on the career ladder to supervisor roles
• Evaluated disparities in pay by classification, and adjusted for parity on the basis of expertise and experience
• Provided career planning sessions for staff to demystify promotional process and civil service rules
• Monitored progression of corrective actions to reduce the need for further interventions and to reinforce positive performance

Pipelines

• Analyzed internship and job applications to identify underrepresented demographics; increased outreach to professional organizations, universities, and community organizations to expand diversity of applicant pool

Pathways

• Evaluated job classifications and identified changes needed for clear and relevant promotive pathways. Created data tool to identify potential career pathways for all classifications
• Implemented rotational assignments for staff to gain experience for career progression
• Launched formal mentorship program across the department, with most mentees focused on skills development or career change. Almost 9 out of 10 participants reporting a meaningful experience
• Implemented software to track corrective actions and analyze potential racial disparities
• Expanded Skelly officer pool and provided training to ensure fair, consistent, and nondiscriminatory disciplinary hearings aligned with City policies and legal requirements
• Modernized system for performance reviews, adding roadmaps for skills development and promotion

Culture

• Increased staff perception of department ability to manage a diverse workforce by 17%
• Piloted “stay interviews” to improve employee retention
• Held agency wide community building and professional development programs

Community

• Identified potential disparities in access to power utilities and energy equity issues for customers

Pipelines

• Expanded pipeline into department by renewing apprenticeship program, adding high school and college internships

Pathways

• Provided de-escalation coaching to managers to help reduce racial disparities in corrective actions
• Evaluated promotional practices for obstacles, such as access to digital information for operations staff
• Piloted mentorship program focused on architects and engineers

Culture

• Integrated racial equity into department-wide strategic plan and supported racial equity committees within each bureau

Pipelines

• Broadened outreach to community-based organizations, including multilingual recruitment materials
• Created first state-certified horticultural apprenticeship program in California to formalize pipeline into gardener positions, reduce race and gender gap within the department’s largest classifications

Culture

• Improved assignment practices and team-based decision-making in park ranger division
• Mentored leadership team in participatory decision-making and refined success planning practices

Community

• Provided free swimming lessons to over 600 children in neighborhoods with documented disparities in swimming ability

Pipelines

• Analyzed workforce data for potential race and gender disparities
• Expanded outreach to non-traditional outlets, community college systems, workforce development providers, professional networks of color

Pathways

• Standardized performance appraisal process
• Increased professional development allocation from $500 to $2500 for every staff member; included professional development plans in performance review process and encouraged quarterly check-ins

Culture

• Set up racial equity committee with representatives from every department program
• Implemented exit interview process
• Oriented all new staff and commissioners on racial equity action plan

Community

• Provided quarterly updates to commission on racial equity initiatives

Culture

• Integrated equity into museum’s five-year strategy
• Modified breaks and shift schedules to accommodate diverse religious practices and faith traditions
• Formalized training for staff, volunteers, and board members

Pipelines

• Removed exclusionary screening questions from job applications; adjusted minimum qualifications to reflect job responsibilities more accurately
• Provided full-time paid summer internships

Pathways

• Converted Temporary Exempt positions to Permanent Civil Service; used Temporary Provisional positions to help existing staff gain experience in new roles
• Required supervisors to document and send proposed corrective actions to HR to ensure fairness

Culture

• Implemented racial equity learning for all staff, including a focus on non-discrimination for supervisors
• Provided regular coaching at supervisor team meetings on improving team morale and performance

Community

• Collaborated with diverse interpretation partners on exhibits to tell true stories from different perspectives
• Developed training for frontline staff to provide customer service to racially and culturally diverse museum audiences
• Extended equity school partnership program with K-5 classrooms
• Analyzed board member demographics and identified gaps in recruitment efforts

Pipelines

• Expanded distribution list for job announcements to over forty organizations
• Eliminated unnecessary supplemental requirements

Pathways

• Set up two-week long Disaster Service Worker rotations to minimize deployment time for staff. Consulted each staff member to ensure all deployment assignments were voluntary
• Increased consistency of acting pay
• Completed performance plans for all full-time employees for the first time in decades, including career goals

Culture

• Identified benefit disparities and provided access to storage and parking for security and custodial staff
• Adjusted shift schedules to match public transit schedules for staff
• Expanded equity steering committee to address staff and visitor needs

Community

• Revised contracts and other department documents with gender inclusive language
• Assessed staff knowledge and resources for supporting diverse visitors
• Board of Trustees established racial equity committee, with input from San Francisco Opera, San Francisco Ballet, San Francisco Symphony

Pipelines

• Analyzed job applications from the last five years to identify underrepresented demographics; increased outreach to universities and community organizations to expand diversity of applicant pool
• Modernized minimum qualifications for core classifications, resulting in 30% increase in applicants to Real Property Appraiser positions
• Worked with unions to expand the default “rule of three” to the “rule of ten” for new recruitments (i.e. expanded final candidate list to top ten applicant scores, instead of only the top three)
• Analyzed salary step placements for new hires. Revised job offer letters to include language about how to initiate a discussion around salary determinations and ensure proposed salary step is commensurate with experience

Pathways

• Analyzed department data on pay, corrective actions, and exam scores to identify potential racial disparities; standardized processes to ensure all staff are treated fairly and consistently

Culture

• Updated department paid time off policy to be inclusive of more religious and cultural celebrations
• Developed staff orientation and recognition programs through an inclusion and belonging sub-committee
• Created online form for staff to provide anonymous feedback to department leadership. Established process to refer feedback to division managers and track implementation status

Community

• Developed process to implement AB 1466 and remove racially restrictive covenants from property transactions and public record
• Increased budget for language access, providing multilingual services to over 2000 people each year
• Provided culturally competent estate planning for residents, including free services for low-income households
• Held "office hours" in neighborhood libraries to meet constituents and make services more accessible
• Taught public workshops on: building ADUs; identifying bias in the private appraisal market; preventing financial scams
• Created first-in-the-state free record viewing service providing access to over 7 million public records (property, marriage, etc.)

Pipelines

• Launched public service internship program across five divisions

Pathways

• Created mentorship pilot between junior and senior staff

Pipelines

• Standardized guidelines about salary step placements for new hires, including paralegals, investigators, legal assistants, legal secretaries, and attorneys. Analyzed salaries and applied new guidelines to current staff, adjusting salary steps to reflect their relevant work experience
• Removed unnecessary minimum qualifications and desired qualifications from job descriptions for legal assistants, claims investigators, and attorneys
• Worked with unions to expand the default “rule of three” to the “rule of ten” for new recruitments (i.e. expanded final candidate list to top ten applicant scores, instead of only the top three)
• Created guide and training to prevent bias in the hiring process, such as requiring consistent interviewers for all candidates and standardizing interview questions
• Created a paralegal internship program, as well as funded 32 summer internships and a full-time law fellowship for the first time

Pathways

• Implemented policy to ensure transparency in internal transfers and promotional opportunities
• Assessed current and best practices to prevent bias in employee feedback
• Organized monthly meetings to identify and address specific training needs, including for professional staff (e.g. legal secretaries, paralegals, assistants, and clerks)
• Launched mentorship program pilot
• Provided free Practicing Law Institute accounts for paralegals, legal assistants, and investigators

Culture

• Conducted baseline employee survey, identifying racial equity as an area of concern for staff
• Formed affinity groups for staff to discuss equity concerns and interests. Affinity groups are voluntary and open to all staff

Pipelines

• Expanded selection process by including essay questions, standardized tests, panel interviews, and 1:1 interviews; allowed candidates to pass through multiple steps of the selection process before deciding on a final candidate
• Used non-consecutive screening to identify areas where each applicant excelled, instead of traditional executive candidate review

Pipelines

• Updated workflows for new staff orientations and exit interviews

Pathways

• Launched mentorship program to support staff in career exploration and expanding professional networks

Culture

• Held department-wide survey and classification-specific discussions to identify priorities for reducing racial disparities and shape racial equity action plan
• Implemented learning for all staff and leadership about how to prevent and address racial discrimination and bias in the workplace

Pipelines

• Simplified job announcements and liaised with new recruitment partners to diversify applicant pool for seasonal employees
• Streamlined application process so candidates can submit applications, complete interviews, receive conditional offers, be fingerprinted, and begin orientation on-site in the same day
• Conducted anonymous survey with over 400 job applicants to evaluate the fairness, accessibility, and equity of hiring processes
• Added interview questions to assess understanding of equitable service delivery
• Piloted questionnaire as an accessible alternative to face-to-face interviews for seasonal clerical positions

Pathways

• Held first department-wide survey to gather staff feedback on professional development interests and ideas for skills development courses

Culture

• Created paper and online forms to provide anonymous feedback to department leadership
• Improved physical work environment by adding air purifiers, hot/cold water dispensers, and optional sit/stand desks

Community

• Expanded outreach to justice-involved residents about their voting rights, as well as paid and volunteer opportunities with the Department of Elections
• Increased diversity of Youth Ambassador program by conducting more outreach, making application process more inclusive, and providing stipends
• Developed education campaign on ranked choice voting, especially for young voters, new citizens and residents, justice-involved individuals, and people with limited English proficiency
• Conducted multilingual outreach on San Francisco resident rights to vote in school board election, regardless of citizenship status

Pipelines

• Simplified job announcements, standardized interview processes and training for panelists
• Streamlined onboarding for new staff

Pathways

• Assessed salaries, job classifications, and acting assignments for fairness
• Culture
• Repurposed private offices for all staff teams to use, to maximize health and safety; dedicated an additional office space as staff break room
• Required leadership to participate in equitable management skills workshops with ORE

Community

• Commission identified systemic racism as a core challenge to ethics

Pathways

• Standardized exit interviews to identify opportunities to improve staff retention and engagement

Culture

• Expanded clinician-led services to support City staff experiencing racial stress at work

Community

• Participated in statewide process to standardize equity measures for healthcare delivery
• Collaborated on addressing racial disparities in pregnancy care and colorectal screening through health benefits design

Pipelines

• Launched City Hall Career Center to provide drop-in or scheduled career counseling, new employee onboarding, application support, and other workshops
• Implemented legislative and process reforms to increase equity in the hiring process and reduce time-to-fill vacancies. Examples include: allowing “family of jobs” interviews; updating minimum qualifications across hundreds of classifications; creating data and analytics tools on diversity in the workforce, including race, gender, sexual orientation, veteran status

Pathways

• Expanded tuition reimbursement for SEIU 1021 members enrolled in qualifying healthcare or social services programs; provided full funding for education programs including a Bachelor’s in Nursing, Phlebotomy Certification, and Sterile Processing Certification

Culture

• Launched Equitable, Fair, and Respectful Workplace Policy to establish code of conduct at all City worksites
• Reformed Equal Employment Opportunity process with new case management system, case intake and triage protocols, and strategic enforcement

Pipelines

• Changed minimum qualifications for Information Systems Business Analyst series to include relevant degrees beyond computer science; established the Information Systems Trainee program as an alternative pathway

Community

• Provided free high-speed internet access for affordable housing developments and the public

Pipelines

• Standardized job descriptions and minimum qualifications to reduce unnecessary and inefficient requirements
• Allowed substitution of experience and education
• Created stipended internships for local students that include rotations across multiple divisions (Opportunities for All)

Pathways

• Increased opportunities to promote into supervisor roles
• Expanded opportunities for staff to participate as interview panelists, increasing their understanding of the hiring process
• Set up mentorships between junior and senior staff
• Reviewed data on corrective actions to ensure there were no patterns of racial disparities

Culture

• Revised mission and vision to emphasize equity commitments to the public

Pipelines

• Updated selection processes for relevant positions to include questions about skills and experience addressing racial disparities

Pathways

• Centralized department information about professional development funds and resources

Culture

• Conducted staff survey every two years, using results to shape department action plan

Community

• Provided staff training on preventing bias in the RFP and grantmaking process
• Created Community Needs Assessment about disparities affecting children, youth, and families in San Francisco; developed programming for staff to understand findings

Pipelines

• Reviewed several years of recruitment and separation data to identify potential patterns and racial disparities
• Analyzed and updated job specifications and minimum qualifications for caseworker classification series

Pathways

• Standardized performance appraisals across all classifications to include individual career plans
• Created transparent application and selection process for acting assignments
• Developed organizational structure that increases promotional opportunities

Culture

• Held department and team events to rebuild sense of togetherness and community after remote work throughout pandemic
• Created newsletter to support staff learning about culturally significant events

Pathways

• Ended direct appointments, instead making job openings available for all staff to apply
• Updated performance plan format, removing ratings and focusing on work completed, areas for continued development, and career development goals

Community

• Commission expanded engagement and decisionmaking with parents, including but not limited to closing gaps in engaging parents of color

Pipelines

• Worked with unions to expand the default “rule of three” to the “rule of ten” for new recruitments (i.e. expanded final candidate list to top ten applicant scores, instead of only the top three)

Pathways

• Created coaching cohort to address potential racial disparities in staff turnover and corrective actions

Culture

• Integrated racial equity and housing justice into department-wide strategy, with goal of reducing unsheltered homelessness by 50% in five years
• Held department-wide learning sessions on racial disparities and contributing dynamics in the Homelessness Response System (HRS)

Community

• Delivered in-person symposium on gender-affirming housing access to over 50 service provider organizations
• Analyzed data to identify racial disparities in homelessness outcomes and developed performance metrics for department
• Integrated people with lived experience with homelessness into program design processes

Pipelines

• Added community partners as panelists for hiring interviews

Pathways

• Reclassified staff to accurately reflect their expanded responsibilities
• Hired Temporary Exempt staff into Permanent Exempt and Permanent Civil Service positions, as well as created opportunities for lateral mobility between divisions

Culture

• Implemented flexible schedules, remote work arrangements, and alternative assignments to accommodate staff with medical needs, caregiving responsibilities, continuing education commitments, or other individual circumstances

Community

• Secured public, private, and community-based internships for over 2,900 San Francisco youth (Opportunities for All universal internship program)
• Staffed community coalition meetings to support advocacy, mutual aid, and COVID-19 pandemic response

Pipelines

• Expanded recruitment efforts, focusing on classifications where additional outreach could broaden the applicant pool
• Launched hiring efficiencies to rapidly reduce vacancy rate, such as improving reference check and medical clearance processes; trained over 250 hiring managers on equitable recruitment processes

Pathways

• Established fellowship cohorts to create pathways to behavioral health clinician and health programs coordinator positions
• Analyzed pay premiums and acting assignment pay by race and gender, identifying need for rotational acting assignments
• Implemented manager checklists and other processes to close racial disparities in disciplinary actions and separations

Culture

• Created senior leadership standards for equity-focused education, program development, and community engagement

Community

• Created process to collect community input in senior leadership hiring

Pipelines

• Updated hiring processes to increase transparency for candidates, interview panelists, and hiring managers
• Assessed applicant pool to identify areas where expanded outreach might strengthen recruitment

Pathways

• Analyzed corrective actions and separations for potential racial disparities
• Created standards and guidelines for equitable professional development, mentorship, and promotions

Culture

• Created interim Community Equity division to formalize and integrate racial equity work into all major department initiatives
• Developed budget equity tool for department and citywide use

Community

• Developed equity assessment tool to guide every phase of a planning project, from scoping through decision-making
• Launched data pilot to consolidate housing, economic, and demographic data by neighborhood
• Published educational materials on land use and housing, including affordable housing applications, in partnership with other departments and community organizations

Pipelines

• Reviewed classification series to identify opportunities to broaden applicant pools and expand outreach to new outlets, including but not limited to local engineering associations, Historically Black Colleges and Universities, professional networks of color, job centers and community leaders
• Worked with union to expand beyond default “rule of three” for selecting job applicants
• Standardized onboarding for Permit Technician series

Pathways

• Created PAL mentorship program (Personnel Acclimatization Liaison) program to build sense of belonging across department and share knowledge about professional pathways

Culture

• Implemented annual staff survey
• Restarted racial equity team to implement Racial Equity Action Plan, including staff from all divisions and multiple role types

Pipelines

• Revised job descriptions to allow work experience to substitute for education requirements

Pathways

• Launched mentorship program to address critical gap in professional development and cross-team collaboration opportunities

Community

• Added “Principles of Employment Equity” to RFPs to clarify agency values for ending discrimination

Culture

• Launched an anonymous, agency-wide staff survey to improve workplace experience
• Implemented 360 feedback and coaching for all supervisors

Pipelines

• Revised job descriptions to reduce unnecessary and ineffective requirements
• Expanded hiring panels to include non-managers and broaden the range of perspectives, including those related to race and gender; standardized structured interview questions

Pathways

• Increased opportunities for promotion, improving staff perceptions of career pathways within the department by 20%

Culture

• Proactively strengthened harassment prevention by holding workshops and improving internal processes in response to data showing that more than a third of front-line staff have experienced or witnessed inappropriate race-based comments from the public
• Added equity responsibilities to job descriptions

Community

• Set up new queue management system to collect real-time language access needs and multilingual customer satisfaction data. Increased speed of transfers to staff with relevant subject matter expertise
• Refreshed department glossary in multiple languages to ensure consistency in translations

Pipelines

• Analyzed workforce, contractor, and client data to identify potential racial disparities

Culture

• Revised department mission and values to include equity
• Expanded budget process to include equity initiatives

Community

• Convened community advisory board of formerly justice-involved individuals to provide input on re-entry challenges

Pipelines

• Conducted salary equity survey for all positions, adjusting new hires salaries
• Reallocated budget to increase paid internships and post-bar clerk positions

Pathways

• Reclassified 29 legal support staff into higher positions to ensure pay parity
• Reduced resignation rate by 15%

Culture

• Identified work culture improvements through interviews and focus groups

Community

• Created community advisory boards and community liaison program
• Appointed Sentencing Commission members with commitments to eliminating racial disparities in the justice system. Developed multi-phase plan to understand factors shaping sentencing outcomes in San Francisco and surrounding jurisdictions
• Established quarterly symposiums at San Quentin Rehabilitation Center for district attorneys and incarcerated residents to discuss sentencing disparities, prevention strategies, and reentry barriers. Included participation from elected district attorneys across California

Pipelines

• Reviewed background investigations process to identify unnecessary processes with potential adverse impacts on applicants
• Shortened hiring times for dispatchers by offering online tests, expediting background reviews, moving interviews to a different stage of the hiring process

Pathways

• Created opportunities for staff mobility between department divisions

Culture

• Provided COVID-19 Disaster Service Workers with safe work environments across multiple locations citywide

Community

• Established equity officer role in emergency operations centers to review operations with an equity lens
• Partnered with community organizations to prepare for emergency response, especially in under-resourced and isolated neighborhoods

Pipelines

• Analyzed hiring policies and testing materials for potential impacts on racial equity; improved protocols to reduce inefficiencies and unnecessary obstacles
• Partnered with affinity groups and local organizations to increase access to career development resources, pre-hire support programs

Pathways

• Identified horizontal and vertical promotional opportunities for every rank

Pathways

• Calibrated salary steps for Counselor I classification to be commensurate with qualifications, closing pay disparities among staff who were hired at different times
• Expanded notifications about acting assignments and promotional opportunities to all staff in the agency; changed policy to allow acting assignments to be filled on a rotational basis

Culture

• Conducted annual surveys to understand staff experiences and department needs. Over 95% of staff survey respondents agreed the department was making progress towards racial equity, an increase from 82% just two years ago

Community

• Surveyed 700 youth and family members on their experiences with the department. Questionnaire was anonymous, in five languages (English Samoan, Tagalog, Chinese, Spanish) and participants were compensated

Pipelines

• Analyzed data to identify physical exam components that had gender disparities in passing rates. Increased opportunities to practice for the physical exam and/or replaced exam components (e.g. using a hand grip test instead of trigger pull test), increasing the pass rate of women applicants by 50%
• Revised training procedures to address the primary reasons for releasing recruits during academy. Examples: doubled training hours for emergency vehicle operations beyond state mandated standard and provided 1-on-1 training; increased consistency of training for scenario testing evaluators. Reduced failure rates for these modules by almost half
• Updated hiring policies to waive tests for state-certified (POST) applicants and to accept legal work authorization instead of requiring U.S. citizenship

Pathways

• Revised disciplinary penalties and procedures to create a consistent and unified set of guidelines for addressing misconduct

Culture

• Changed overtime shift assignment policy to allow officers to sign up voluntarily, regardless of seniority; revised outdated grooming standards
• Implemented measures to prevent bias in corrective actions related to race, ethnicity, gender, age, tenure
• Developed new resources for officers and families to access mental health counseling
• Partnered with Sojourn Project Organization to provide civil rights education to command staff and academy class

Community

• Created data dashboards to identify racial disparities in enforcement at the officer, unit, bureau, and department level
• Police Commission adopted resolution recognizing that government actions have caused deep racial disparities throughout San Francisco's juvenile justice and criminal justice system, and committing to eliminating these racial disparities; also adopted resolution in support of the Black Lives Matter movement and bias-free policing

Pipelines

• Provided mentorship and ongoing support as part of onboarding new employees

Pathways

• Analyzed root causes of racial disparities in internal promotions

Culture

• Set up racial equity committee to engage every unit in the department

Pipelines

• Improved intake process for internships to analyze data on applicant diversity, such as by Bay Area geography, universities, and law schools
• Outreached to new outlets, including graduate programs and professional networks of color, to expand pipeline into public defense careers

Pathways

• Updated performance evaluation process to ensure opportunity for self-evaluation, colleague feedback
• Increased multilingual and multicultural hiring to improve language access in the justice system

Culture

• Integrated Racial Equity Action Plan into department-wide and unit-specific strategies

Community

• Facilitated Know Your Rights trainings on new San Francisco Police Department General Order that limits race-based traffic stops (i.e. “pretext” stops) and local sanctuary city ordinance

Pipelines

• Broadened outreach to increase diversity of applicant pool

Culture

• Expanded education for supervisors and sworn staff

Community

• Partnered with community organizations on youth engagement