Diversity and Inclusion Program

Affirmative Action/Diversity and Inclusion Program

Sarasota County Board of County Commissioners 1660 Ringling Blvd., Sarasota, FL 34236

“We may have all come on different ships,

but we’re in the same boat now.”

~ Martin Luther King, Jr.

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TABLE OF CONTENTS

PAGEExecutive Summary 3

Introduction 5

Affirmative Action/Diversity and Inclusion Program 12

Appendices

Essential Elements

Implementation Plan

Roles and Responsibilities Inclusion Lenses Sarasota County Policy Statements

Complaint Procedure

17

18 19 21 24 35 41

3

“An individual has not

started living until he

can rise above the

narrow confines of his

individualistic concerns

to the broader concerns

of all humanity.”

‐ Martin Luther King, Jr.

Executive

Summary

4

EXECUTIVE SUMMARY

The Affirmative Action/Diversity and Inclusion Program reflects Sarasota County’s vision to be the premier community where people choose to live, work and play. In order to accomplish our vision, we must create an organization that attracts and leverages diversity in its staff to foster, grow and sustain programs and services that meet the diverse needs of the various communities we serve. Diversity and inclusion go hand in hand. Organizations that successfully capitalize on the diversity of their staff consistently work to identify and address systemic barriers embedded within policies, practices, programs and services that inadvertently exclude individuals or whole communities. This Program seeks to address systemic barriers in order to build a diverse and inclusive workforce representative of the citizens and communities we serve. It provides the means to integrate Affirmative Action/Diversity and Inclusion values and practices into existing processes, while hiring and promoting the best qualified candidates.

The Program is intended to ensure the ongoing success of the county in attracting a diverse range of talented people who choose a career with Sarasota County Government (SCG). It is about maintaining public confidence that employment decisions are made in a nondiscriminatory manner, and that county programs and services meet the diverse needs of its taxpayers. It is also about equipping staff at all levels with the tools and support necessary to create an organization that develops our county’s competitive edge in an increasingly competitive labor market.

Goals of the

Program:

1. Employ a

workforce broadly

reflective of the

community.

2. Identify and

address barriers to

diversity within our

organizational

system.

3. Attract, develop,

train and retain the

best qualified talent,

skilled at working in

a respectful and

inclusive manner

with one another

and with the

community.

4. Create processes,

policies, plans,

practices, programs

and services that

meet the diverse

needs of those we

serve.

5

“Ultimately,

America’s answer to

the intolerant man is

diversity.”

‐ Robert Kennedy

Introduction

6

INTRODUCTION

As Sarasota County looks to the future, we must plan for the economic and demographic changes that are occurring. As we face increasing business costs, changes in technology and citizen expectations, we also face social changes that include the changing national and local demographics of the population. Sarasota County views diversity as a business asset and will work to ensure that the county’s workforce represents and reflects the community it serves. The purpose of this Program is to develop a strategic, comprehensive recruitment, inclusion and workforce development program that supports a broad definition of diversity and inclusion. The emphasis is on cultivating an innovative organization and continuing to create a supportive learning environment utilizing consultation, training programs and teamwork tactics. This includes skills development that answers the question "what can I do differently to be more successful and achieve the desired results in my areas of responsibility?"

“I can see myself in

all things and all

people around me.”

‐ Sanskrit Phrase

“Diversity: The

art of thinking

independently

together.”

‐ Malcolm

“It is time for parents to

teach young people early

on that in diversity there

is beauty and there is

strength.”

‐ Maya Angelou

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Defining Diversity A review of published studies, various diversity plans from the academic community and the public and private sector finds that there are varied definitions all focusing on the equality of being different. For the purpose of this Program various definitions are listed below: The American Heritage Dictionary of the English Language defines diversity as, “The factor quality of being diverse; difference; a point or respect in which things differ.” Diversity is a commitment to recognizing and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement. (The University of Tennessee Libraries’ Diversity Committee – 2001, 2008) Diversity is “…who we are. It is quantitative… it is determined by race, gender, and culture. On a more subtle level…class, sexual orientation, religion, ability, and appearance.” (National Association of Independent Schools website ‐ NAIS) Diversity and inclusion is a core value as is evidenced in Sarasota County’s Values Statement. The first value listed is “Respect: We demonstrate mutual respect through our professionalism, courtesy, and appreciation for diversity.” (Appendix A)

Diversity is: Individual differences (e.g., personality, learning styles, and life experiences) and

group/social differences (e.g., race/ethnicity, class, gender, and sexual orientation, country of origin,

and ability as well as cultural, political, religious, or other affiliations). At its ideal, diversity is the range

of human differences – recognizing that each person has layers of diversity, which make his or her

perspective unique.

Inclusion is: The active, intentional, and ongoing engagement with diversity—in people, in the

curriculum, in the co‐curriculum, and in communities (intellectual, social, cultural, geographical) with

which individuals might connect—in ways that increase one’s awareness, content knowledge, cognitive

sophistication, and empathic understanding of the complex ways individuals interact within systems

and institutions. Inclusion is involving and valuing these layers of human differences and viewing

such differences as strengths.

“Diversity is being invited to the party…inclusion is being asked to dance.” Verna Myers.

Diversity initiatives are not a substitute for enforcement of federal, state and local laws regarding

discrimination in hiring, workplace harassment, based on age, race, sexual orientation, gender,

religion, etc... Diversity creates a climate to further enhance these

laws.

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Purpose The overall goal of this Program is to present the principles, policies and values that will guide the county to leverage diversity as an asset for organizational transformation. Sarasota County’s Affirmative Action/Diversity and Inclusion Program specifically seeks to:

Cultivate an innovative organization.

Establish principles, policies and best practices for advancing diversity and inclusion. • Remove barriers and create opportunities for access and success. • Foster an inclusive work environment that respects the dignity of every person.

Find similarities, understand differences and celebrate diversity of all employees and citizens.

Position the county regionally and nationally as an employer of choice and a great place to work.

Demand accountability for inclusive practices that promote employee success in upward mobility.

Scope of

goals and

activities

Leadership

Integration

of business

plan

objectives

Resources Education

and Training

Policy review

and revision

Measurement

and Evaluation

Responsibility and

Accountability

Essential Elements

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The Business Case for Affirmative Action/Diversity and Inclusion

Diversity can be defined as the range of visible and non‐visible differences that exist between people. Managing diversity harnesses these differences, creating a productive environment where everyone feels valued, talents are fully utilized and organizational goals are met. In the dynamic, information‐focused environment of the 21st century, the county’s success will be shaped by how well diversity and inclusion are embedded in our departmental business plans, processes and organizational culture. This will enable us to:

Protect against legal issues/lawsuits – everyone knows their duty under the law.

Create feelings of acceptance and inclusion.

Promote tolerance and reduce potential conflict.

Help recruitment, retention and achievement of staff.

Improve quality of workforce/attracting the best staff.

Improve diversity of employees which reflects the local population.

Contribute to the reputation of an organization as one that treats people fairly.

Raise aspirations and achievements, especially if we model desired behaviors.

Reinforce the reputation of the county (achievement and mission).

Better adapt to change.

SCG Policy References: Affirmative Action/Diversity and Inclusion

It is the policy of the Board of County Commissioners of Sarasota County to ensure equal opportunity in employment for all persons: to provide employment, placement, training, promotion and salary opportunities without regard to race, color, gender, genetic information, sexual orientation, religion, national origin, marital status, age or disability. Sarasota County as an employer is committed to promoting the full realization of equal employment opportunity through a continuing Affirmative Action/Diversity and Inclusion Program, applicable to all departments and work units of the county as an integral part of Human Resource Management Programs. Human Resources Procedures and Guidelines References:

Chapter XII Standards of Conduct o 12.09 Non‐Discrimination/Complaint Procedure

Chapter XIII Talent Acquisition o 13.01 Equal Employment Opportunity/Affirmative Action o 13.02 Hiring of Individuals with Disabilities o 13.03 Recruitment

“We need to give each

other the space to grow,

to be ourselves, to

exercise our diversity. We

need to give each other

space so that we may both

give and receive such

beautiful things as ideas,

openness, dignity, joy,

healing, and inclusion.”

‐ Max de Pree

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Building the Diversity and Inclusion Program The Affirmative Action/Diversity and Inclusion Program will work to support departments in developing and implementing a strategic plan that builds diversity in the workforce, helps create respectful and inclusive work environments, and finds ways to weave diversity and inclusion practices and principles into policies, business plans, practices, performance expectations, program and services. The process of building the Program began with a comprehensive review of research to identify current best practices in the area of diversity and inclusion. This review resulted in the identification of 8 essential common elements necessary for achieving sustainable diversity and inclusion practices within organizations (see sidebar). When developing the Program, it was critical to keep before us the concept of diversity as the range of human differences in which each person has layers of diversity which make his/her perspective unique. These layers are represented on the next page and illustrate the ways in which our employees and the citizens we serve may differ from one another.

These8essentialelementsinclude:

1. Informedandcommittedleadership2. Comprehensivescopeofgoalsand

activities3. Integrationofobjectiveswithin

departmentgoals4. Dedicatedresources5. Focusededucationandtraining

opportunities6. Policyreviewanddevelopment7. Sharedresponsibilityandindividual

accountability,and8. Measurementandevaluation

“Our ability to reach

unity in diversity will

be the beauty and the

test of our

civilization.”

― Mahatma Gandhi

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PERSONALITY

LAYERS OF DIVERSITY

The Diversity Wheel adapted from: Judy B. Rosener and Marilyn Laden, Implementing Teams at Work, Irwin Professional Publishing, Co., Homewood, 2008, page 15.

sexual orientation

ability recreation habits

gender

race

ethnic origin

religion

family/ marital status

language

work experience

educational background

religion

CHARACTER

WORKSTATUS

POPULATION CHARACTERISTICS

division/ work unit

field of work

management status

department

work location

seniority

income

education

education

age

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Affirmative Action/Diversity and Inclusion Program

"America is not like a

blanket ‐ one piece of

unbroken cloth. America

is more like a quilt ‐ many

patches, many pieces,

many colors, many sizes,

all woven together by a

common thread. Rev.

Jesse Jackson

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PURPOSE, VISION AND VALUES PURPOSE: To integrate diversity, inclusion and workforce development values and practices into existing organizational processes and enable progress and results to be measured. VISION – To have a respectful and inclusive workplace that attracts, develops and retains a talented workforce broadly representative of the citizens and communities we serve. VALUES: We value Diversity by:

Accepting, respecting and valuing individual differences

Capitalizing on the diverse backgrounds and experiences of our staff and community members

We value Inclusion by:

Identifying, addressing and removing barriers in processes, particularly, the recruitment and hiring process, policies, plans, practices, programs and services

Facilitating opportunities for employees that result in effective and meaningful participation

Creating ideas and solutions built upon a broad range of perspectives We value an Innovative Organization by:

Offering a variety of education and training opportunities designed to meet the specific needs of each employee and address behavioral change

Offering learning programs to further develop knowledge and skills in employees so they serve co‐workers and citizens in an inclusive, respectful manner

Providing training programs that incorporate the principles of diversity and inclusion in the design, development and implementation of all training programs

Ultimately, the practice of diversity, inclusion and developing employees will lead to an organizational culture in which:

People are treated with dignity, respect and fairness

Harassment and discrimination are not tolerated by anyone at any time

Individuals are encouraged to take action and be creative when resolving problems

Self‐awareness and personal accountability are not only expected, but are the norm

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The tangible goals for the Affirmative Action/Diversity and Inclusion Program are:

Implementation Strategies At a minimum, the basic purpose of this program is to increase the number of qualified women and minority applicants applying for positions thereby increasing the likelihood of attracting and hiring a diverse workforce. Additionally, once recruited, the goal is to provide learning opportunities to new hires, as well as to all staff, that will serve to increase internal competition when hiring and opportunities for upward mobility, particularly in the under‐utilized populations. This is in alignment with the organization’s strategic outcomes:

Cultivate an innovative organization.

Further enhance the organization’s diversity hiring plan. By increasing diversity among employees and investing in the development of all staff, we will empirically demonstrate a commitment to an inclusive and diverse culture.

Have a workforce broadly reflective of the community by expanding outreach

and scope of recruitment services.

Identify and address barriers within organizational

systems.

Attract, train and retain a talented

workforce skilled at working in an inclusive & respectful manner with one another and

the community.

Create policies, plans, practices, programs

and services that meet the diverse needs of those we serve.

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“Diversity in the world is a

basic characteristic of

human society, and also

the key condition for a

lively and dynamic world

as we see today.”

‐ Jintao Hu

Conclusion

The Affirmative Action/Diversity and Inclusion Program provides staff throughout the organization with the knowledge, tools and support to build an increasingly diverse and inclusive workforce broadly representative of the communities we serve. It honors the many county processes, policies, plans, practices, programs and services that currently improve connections with citizens, focus on delivery of exceptional customer service and enhance employee engagement and inclusion. By formally integrating diversity, inclusion and workforce development practices into existing organizational systems, the Program enables progress and results to be evaluated and continually improved. This Program and its Appendices, provide the means of achieving the county’s goal of cultivating an innovative organization by creating a diverse, inclusive and engaged workplace that attracts trains and retains a talented workforce. It supports the imperative to leverage our own diversity to create programs and services that meet the diverse needs of those we serve.

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APPENDICES

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Policy Review and Development

•Policy and administrative directives provide a plan for delegating decision making, reduce misunderstandings and uncertainties and serve as a basis for directing all employees toward achievement of the organization's goals.

•The way policy is developed is as important as what it yields.

Measurement and Evaluation

•Measurement and evaluation are instruments for building knowledge and making improvements.

•We will use the Performance Measurement Process to measure organizational success.

Informed and Committed Leadership

•Leadership is committed to organizational change ensuring respect and credibility for the initiative by continually articulating the vision, being visible spokespersons and

leading by example.

Comprehensive Scope

• Strategies are integrated throughout the organization and address organizational systems, policies, practices, programs and services.

APPENDIX 1 – ESSENTIAL ELEMENTS (Successful Affirmative Action/Diversity and

Inclusion Programs include these elements)

MACRO LEVEL

MICRO LEVEL

Shared Responsibility & Individual Accountability

•Everyone has a responsibility for the success in achieving diversity, inclusion and workforce development goals, and individuals are evaluated on their performance related to these goals.

Education and

Training

•Education and training is designed to meet the specific needs of each workplace and address behavioral change.

Dedicated

Resources

•Both financial and human resources are allocated to sustain the strategies and programs. Leadership and staff are dedicated to moving the process forward.

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APPENDIX 2 – Implementation Plan This implementation plan is built on the essential elements listed below and is intended to grow capacity and sustainability in each department as it integrates the Program into existing departmental business plans, practices, programs and services. The implementation plan is broken into two phases – a transitional phase (Establishing Standards of Practice) and an ongoing phase (Operating, Maintaining and Monitoring). The implementation plan uses a step‐by‐step approach within each category. (See suggested activities below.) Over time, these standards of practice should be incorporated into departmental business plans with specific action steps for monitoring and evaluating.

Essential Element Departmental Actions Diversity & Inclusion TeamSupport/Involvement

Leadership 1. Be spokespeople re: support for diversity, inclusion and development (Use existing communication vehicles)

2. Recognize efforts of staff who take action to integrate the Program into practices, plans, programs and services

3. Determine ongoing leadership activities for department

Provide information on an as‐needed basis to share at meetings. Examples include highlighting community events, upcoming learning opportunities for staff, etc.

Collaborate with supervisors and managers on recognition activities.

Comprehensive Scope

1. Learn definitions of diversity and inclusion and how to use the “Lens”

2. Utilize the Lens in each function area and share learning

3. Apply Lens to improve customer service, programs, practices and processes to identify and address barriers

Provide training on definitions and how to use the Lens.

Support department staff when using the Lens.

Policy Review 1. Identify policies owned by department 2. Review policies to see which are priorities to

update in terms of integrating diversity, inclusion and development values and practices

Modify Lens based on review and monitoring.

Performance and Evaluation

1. Identify department successes, challenges, actions taken, new hires, promotions, and names of staff deserving recognition

2. Supervisors, managers and directors identify goals during employee performance review related to integration of diversity, inclusion and workforce development

Provide organizational summary to share with Leadership.

Identify core competencies associated with diversity, inclusion and employee development for managers and directors to use when evaluating employees.

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Essential Element Departmental Actions Diversity and Inclusion Team Support/Involvement

Dedicated Resources 1. Provide time for staff to implement the Program 2. Provide time for employees to attend training

that supports integration of Program

Human Resources Department continue to provide training opportunities to support and enhance integration of values and practices.

Shared Responsibility and Accountability

1. Communicate and build awareness within departments regarding the roles and responsibilities of each employee in supporting and integrating the Program

2. Determine process to measure individual performance using evaluation criteria (See Inclusion Lenses)

Provide support and resources as needed.

Education and Training

1. Provide time and encouragement to those interested in developing knowledge and skills to support integration of the Program

Provide overview training in conjunction with department.

Integrate practices into organizational training sessions.

Summarize organizational training opportunities.

Phase 1:

Establishing Standards of Practice

Phase 2:

Operating, maintaining & monitoring

=

Departmental Business Plans

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APPENDIX 3 – Roles and Responsibilities How each employee furthers the diversity, inclusion and workforce development goals is primarily defined by the function he or she performs within the organization. The employee role applies to all staff, regardless of position. The following provides an overview of the roles and responsibilities required of county staff. A corresponding “Diversity and Inclusion Lens” is provided in Appendix 4 to serve as a tool to assess inclusion awareness and actions for each of these functions. Board of County Commissioners (BCC)

Receiving scheduled updates on progress.

County Administrator

Identifying diversity, inclusion and workforce development as an integral component of the “One Team” approach.

Leadership Team

Leading by example by participating as visible champions of diversity, inclusion and workforce development principles and actions.

Ensuring the Affirmative Action/Diversity and Inclusion Program is integrated into new programs, practices, and services.

Identifying diversity, inclusion and workforce development as part of their annual performance appraisal.

Demonstrating leadership and ensuring support for diversity, inclusion and workforce development activities.

Establishing diversity, inclusion and workforce development as a standing item on meeting agendas to monitor progress, address challenges and identify areas deserving of recognition.

Department Management Teams

Leading by example by participating as visible champions of diversity, inclusion, and workforce development principles and actions.

Ensuring the Affirmative Action/Diversity and Inclusion Program is integrated into new programs, practices, and services.

Supporting and empowering employees to implement the Program.

To ensure consistency, with input from HR, taking corrective action to address diversity, inclusion and workforce development issues that arise within the department.

Requiring division heads and managers to include diversity, inclusion and workforce development goals in Individual Development Plans.

Establishing diversity, inclusion and workforce development as a standing item on meeting agendas to monitor progress, address challenges and identify areas deserving of recognition.

Supervisors/Managers

Using the Supervisor Lens to create and maintain an inclusive, welcoming work environment for employees and citizens.

Using the Supervisor Lens to identify systemic barriers that exist in workplace practices and suggesting ways to address these barriers. (Working in conjunction with Human Resources.)

Working with your HR Partner and Workforce Planning to engage in employment outreach to attract and retain a diverse workforce.

Create internship opportunities. Identifying personal goals related to

diversity, inclusion and workforce development in the yearly performance appraisal process.

Establishing processes to actively build an inclusive workplace by soliciting ideas and

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perspectives from staff on ways to increase inclusion of employees in the workplace and increase citizen access to programs, services and involvement opportunities.

Creating team structures that reflect a diversity of perspectives to achieve objectives of a team.

Recognizing staff members and teams for diversity, inclusion and workforce development successes.

Monitoring, reporting and recognizing departmental diversity, inclusion and workforce development activities.

Employees (All Levels)

Using the Employee Lens to increase understanding of what is meant by diversity, inclusion and workforce development.

Demonstrating behaviors consistent with the county’s diversity, inclusion and development values.

Learning /applying knowledge and skills to: o Work in an inclusive and respectful

manner. o Identify and address barriers to

inclusion. o Creating and maintaining an inclusive,

welcoming work environment for coworkers and citizens.

o Creating and sharing innovative solutions that address problems in a positive, customer‐focused, inclusive and respectful manner.

o Identifying personal goals related to diversity, inclusion and development in the yearly performance appraisal process.

o Not participating in or tolerating discrimination, harassment or disrespectful behavior toward anyone at any level of the organization.

Training & Development

Providing a variety of training and development opportunities to ensure all can benefit and use learning on the job.

Providing support to divisions and departments in developing and implementing employee learning goals and objectives.

Utilizing adult learning principles in the design and implementation of any county training program.

Providing training in understanding self‐ and others, teamwork and teambuilding skills, interpersonal skills, communication, conflict resolution and customer service in order to best serve coworkers and citizens.

Providing coaching/counseling sessions with individuals and/or groups regarding development of their learning goals.

Providing supervisors and managers with training to promote best practices in managing tasks and leading employees.

Human Resources

Ensuring HR policies, plans, practices and programs support a diverse and inclusive workforce by using the Human Resources Lens.

Cultivating organizational relationships that ensure departments can achieve business operational needs.

Reviewing employment practices to identify and address barriers.

Responding to and addressing complaints.

Awareness and incorporation of current hiring trends and best practices.

Reviewing employment practices to identify and addresses recruitment and retention barriers.

Responding to and addressing employee and citizen complaints of discrimination or harassment.

Providing a variety of internal and external training opportunities to employees and citizen groups to increase awareness of and compliance with diversity, discrimination and inclusion issues.

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Providing coaching/counseling sessions with individuals and/or groups regarding diversity, discrimination and inclusion.

Providing guidance to divisions and departments.

Bargaining Units

Demonstrating leadership by being respectful of diversity and fostering inclusive union environments.

Demonstrating support by building awareness and understanding within their membership of the Diversity and Inclusion Program.

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APPENDIX 4 – Inclusion Lens – A Tool for Sarasota County Employees To effectively serve the broadest segment of the county possible and to attract, train and retain the best employees, the county will:

Look at how it includes the perspective of the communities we serve and its own employees and

Look at how it can build a workforce that broadly reflects the diversity within our communities.

Q: What is an Inclusion Lens? The Inclusion Lens is a tool to help staff gain greater insight into how each of us can create a more inclusive workplace. It uses a series of questions to help us better understand inclusive behavior and action. It also helps us reflect on our own behaviors and actions to see how inclusive each of us is. The Inclusion Lens also helps us analyze our policies, procedures, practices, programs and services to see if they are inclusive of a wide range of individuals and groups.

Q: Why would I use an Inclusion Lens? You would use an Inclusion Lens to increase your understanding of the actions and behaviors that lead to building a more inclusive workplace and a more inclusive way of delivering programs and services to our citizens.

Q: When do I use the Inclusion Lens? You can use it at the beginning of a project to help you include the diversity of staff and customers (e.g., hiring or promoting staff, building a team, developing a process, implementing a program).

You can use the Inclusion Lens after you have implemented a process or practice to help assess your success at achieving the goal of including the diversity of staff and customers in your planning and implementation.

Q: Which Inclusion Lens do I use? You may choose to begin with the Inclusion Lens specific to your position and/or function(s). You can review the Inclusion Lens specific to other positions with whom you may also be working or including in your project.

Diversity: Sarasota County defines diversity as the range of human difference. Each person has layers of diversity, which make his or her perspective unique.

Inclusion: Sarasota County defines inclusion as involving and valuing human differences and viewing such differences as strengths.

Systemic Barriers: These are obstacles or barriers that may not be intended to exclude individuals or even whole communities, but inadvertently so. Systemic barriers or obstacles can occur when policies and practices, programs and services are created without benefit of a range of perspectives during their development. Using only email to advise citizens of important issues, for example, would exclude all citizens who don’t have computer access.

A diverse and inclusive workforce draws on the experiences and views of all employees to create programs and services that reflect the range of diversity in the communities Sarasota County serves.

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Employee

Lenses

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What can you do to respect diversity and build an inclusive workplace for yourself, coworkers and citizens?

1. Be open to differences in values, communication styles and behaviors of individuals from backgrounds different from your own:

BE RESPONSIVE and acknowledge people in a friendly manner with common courtesy.

Listen carefully to understand what people are saying or asking and OFFER SOLUTIONS.

Be patient and ask questions politely to improve understanding – ACTIVELY COMMUNICATE

Adapt your speaking style and vocabulary for the intended audience.

Show respect for differences in backgrounds, viewpoints and needs in areas such as age, gender, sexual orientation, ethnicity, faith and family status – always THINK TEAM.

2. Create a safe and welcoming workplace where both citizens and employees feel secure and are treated with respect:

Promote cooperation and a welcoming environment for all.

Promote an environment free of discrimination, harassment and disrespect for all.

Work to understand perspectives brought by all individuals.

Incorporate a range of perspectives to create innovative solutions.

Treat people the way you would like people to treat you.

Take time to get to know each new staff member.

3. Reflect on how you react when someone to whom you are providing service, or with whom you are working, has practices different from your own:

Are you respectful, helpful, and patient?

Did you value their differences? How did you show you value these differences?

Or, were you uncomfortable with their differences? Were you critical, dismissive, or demeaning in your words, behaviors or attitudes? How did you show this?

How did your reaction affect the person?

How did your reaction affect the person’s view of the County?

Are there other positive actions you could take? If so, list them here.

BUILDING SKILLS, KNOWLEDGE AND SELF AWARENESS How does your own background and experiences create opportunities or barriers when you work

with or serve people different from you?

Sign up for training opportunities related to diversity and inclusion, customer service, serving diverse customers, learning to identify barriers and developing cross‐cultural skills.

Take positive action to address diversity and inclusion issues that come to your attention.

Employee Inclusion Lens

For all Sarasota County employees: all positions, all functions

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What can you do to respect diversity and build an inclusive workplace for yourself, coworkers and citizens? 1. Lead by example by creating a respectful work environment:

Clearly outline expectations you have of yourself and others in the workplace in terms of creating a respectful, inclusive and non‐discriminatory environment.

Do you show respect for people from various backgrounds, lifestyles, viewpoints and needs? (e.g., ethnicity, race, gender, creed and sexual orientation)?

Do you implement actions that promote, create and maintain an inclusive, welcoming and cooperative work environment for employees and citizens? What are they?

Do you take the time to get to know each new staff member in your department?

Do you work to understand the perspectives brought by others?

Do you have ways to actively gather input and ideas from staff and citizens?

Do you create teams composed of diverse perspectives representing different levels of staff within your area?

Do you give direct feedback to staff whose behavior may be considered inappropriate? Do you acknowledge staff who contribute positively to creating an inclusive workforce?

2. Provide support:

Do you provide time to staff to integrate diversity and inclusion practices and values into plans, programs and services?

Do you encourage staff and provide time to take training and create a development plan?

3. Evaluate performance:

Do you have a way of gaining insight into problems and successes in your area?

Do you recognize achievements of your staff that create and contribute to creating an inclusive workplace?

Do you take actions to address problems identified in your area?

Are staff evaluations based on criteria you previously outlined to them and ensured they understood?

BUILDING SKILLS, KNOWLEDGE AND SELF AWARENESS How does your own background and experiences create opportunities or barriers when you work

with or serve people different from you?

Sign up for training opportunities related to diversity and inclusion, customer service, serving diverse customers, learning to identify barriers and developing cross‐cultural skills.

Take positive action to address diversity and inclusion issues that come to your attention.

Leadership, Management & Supervisory Inclusion Lens No. 1

For Sarasota County staff who supervise and/or hire employees

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INCLUSIVE HIRING AND RETAINING EMPLOYMENT PRACTICES Pre‐posting:

Do you consider what knowledge, skills, experience and diversity would complement your team?

Does your business area generally reflect the diversity of the community?

Do you assess the position to accurately determine if the qualifications required to be successful in the position are valid?

Posting:

Do you build your job requirements and competencies related to diversity and inclusion? For example:

o Works to understand perspectives brought by all individuals. o Promotes cooperation and a welcoming environment for all.

Do you ask HR to advertise positions in places other than the conventional locations? For example, remote job sites, social media sites, newspapers, professional associations, trade journals, job fairs, in places where individuals of under‐represented groups would have access.

Do you engage in employment outreach activities and work with HR to attract a wider pool of applicants?

Interviews:

Are interview panels composed of individuals who contribute diverse backgrounds and experience relevant to the position you are trying to fill?

Do interview questions validly test for skills, knowledge and experience relevant to the position you are trying to fill? If unsure, do you seek help from HR?

Do you create a comfortable environment for interview candidates? Are you aware that people from different backgrounds may present different interview behavior than you are used to seeing? What can you do to adjust your style accordingly?

Hiring and Retaining:

Do you hire, retain, train, and promote individuals from diverse backgrounds?

Do you hire and promote staff on the basis of job‐related abilities rather than on the basis of personality or personal chemistry?

Do you provide mentoring opportunities in your area?

Do you provide training opportunities in your area?

Do you include diversity and inclusion criteria in performance evaluations of staff?

Leadership, Management & Supervisory Inclusion Lens No. 2

For Sarasota County staff who supervise and/or hire employees

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Gathering information:

Do you have current statistics or community demographic profiles to help you better understand the community makeup?

For the plan on which you are working, do you know what the driving need for change is? Are you using the demographic resources above to confirm these drivers?

Are you aware of policies and programs that frequently impact underserved groups, whose awareness of such policies and programs may be low?

Have you identified barriers that prevent or limit underserved groups from participating in the development, or knowing about, specific policies, programs, services or plans?

Connecting with Citizens:

Are public involvement processes accessible to persons in wheelchairs, seniors or others with mobility or other disabilities?

Are public involvement processes easy to get to by public transportation?

Is there a need to make available translation services for persons who speak languages other than English, who are hearing or visually impaired?

Is there a need for childcare when hosting a public involvement process?

Do you recognize and use the knowledge and expertise of staff having insight into the audience you are targeting by involving these staff in the design/review process?

Do you engage community leaders from a variety of groups, including the hard‐to‐reach groups, when information gathering or conducting needs assessments; planning or policy development and evaluation opportunities?

Are you participating in networks, internally and externally, to improve your ability to connect with residents in an effective and efficient way? For example: mass surveys may work for certain citizens, connecting with residents via agencies may work for other citizens.

Different areas within the organization have relationships with different agencies or communities of interest. Tapping into these networks can help you connect with groups other than those you may already reach.

Planning & Policy Inclusion Lens

For Sarasota County staff who create plans and policies

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Program Development and Services Inclusion Lens

For Sarasota County staff who create programs and services for citizens

What can you do to respect diversity and build an inclusive workplace for yourself, coworkers and citizens? Gathering information:

Do you have current statistics or community demographic profiles to help you better understand the community makeup such as family size, languages spoken and age?

For the plan on which you are working, do you know the driving need for a new/revised program or service? Are people requesting it? Is your area receiving complaints that a new program or service may address?

Do you know what other programs or services are offered for, and used by, the audience for whom you are developing the new program or service?

Do you know what barriers exist that prevent or limit your targeted audience from participating in the existing programs or services?

Do you know what other areas within the organization may be affected by the program or service or who may be able to assist with its development?

Involving Residents:

Do you initiate public involvement processes when creating new programs or services?

Do you recognize and use the knowledge and expertise of staff having insight into the audience you are targeting by involving these staff in the design/review process?

Do you connect with agencies, groups or outside experts who have insights or work with the audience you are trying to reach to ensure program development is appropriate?

Do you engage community leaders for the target audience in the: o Planning and needs assessment phases, o Development, implementation and evaluation phases?

Development, Implementation and Evaluation:

Do programs and services adapt to and respond to expressed needs such as: o Easy access to transportation. o Respect for faith or spiritual practices, dietary or translation needs. o Seeking input from participants following a program or service. o Advertising in various formats and venues in order to reach intended audience. o Engaging with those who do not participate to find out what barriers they may face.

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Communications Inclusion Lens

For Sarasota County staff who communicate with each other and/or the public

What can you do to respect diversity and build an inclusive workplace for yourself, your coworkers and citizens? Access to Information: Is essential information available to the public AND up‐to‐date?

Is this information easily accessible?

Do you provide sufficient information on the role of the county and/or specific functions/departments?

Is information easily found?

Is information about the county located outside the organization such as at agencies and community organizations that serve diverse populations? Do you know where and how it is being used?

Is this information accessible to employees?

Is this information available in multiple formats (online, print, other languages, recorded, etc.)?

Is information regarding other cultures, languages, etc., used in the development of relevant communication materials?

Language: Are materials and information presented in plain language, free of jargon, acronyms and abbreviations?

Are brochures and other materials brief and to the point?

Does the county have current statistics on languages other than English spoken in the community and at work?

Is there a budget allocated for translation services?

Are existing materials regularly reviewed and assessed for bias, and appropriate changes made?

Visuals: Does the county have pictures/posters depicting diversity in the workplace and visible to guests?

Do photographs used in communication materials represent the diversity in the community and county government?

Are the positions of individuals from under‐served groups portrayed equitably, (who are in the foreground, first/last, being served)?

Do county calendars represent dates of significance recognized by various religions and cultures in the community?

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What can you do to respect diversity and build an inclusive workplace for yourself, coworkers and citizens? General:

Are employment practices reviewed on a regular basis to identify possible barriers in recruitment, hiring, promotion and retention of diverse staff?

Are employment practices documented and accessible for reference and to encourage consistency in practice?

Job Classification:

Do you assess if the basic job requirements are bona fide and valid to predict successful job performance?

Recruitment:

Do you review position requirements (education and experience) with hiring supervisor to ensure appropriate job classification is chosen?

Are basic job requirements consistently applied when advertising for the same position and level?

Are job advertisements written in easy to read, non‐bureaucratic, plain language designed to attract a wider pool of applicants?

Outreach:

Aside from conventional methods, are positions advertised in remote worksite locations, community agencies, professional associations, social media sites, job fairs, internet or educational institutions for staff, temporary and intern positions and in places where large numbers of underrepresented groups would access?

Are mechanisms in place to consult and collaborate with under‐represented groups in the recruitment process?

Interview Skills:

Shows respect for differences in background, viewpoint, and need in reference to areas such as age, gender, sexual orientation, ethnicity, faith and family status.

Promotes cooperation, collaboration and creates a welcoming environment for all.

Works to understand perspectives brought by all individuals.

Values differences as strengths.

Training and Development:

Do you provide training and development opportunities for employees at all levels of the organization?

Do you utilize a variety of training materials and methods to address individual learning styles?

Do you provide training materials in a format in which the participant can use them?

Do you accommodate learning exercises and activities to ensure participation by everyone?

Are training materials examined for cultural, gender, age, racial or other biases?

Human Resources Department Inclusion Lens

For Sarasota County staff who recruit people to work for the county, train employees and develop HR policies and guidelines

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Testing and Screening:

Are tests/screening tools validated for job‐relatedness?

Are tests/screening tools examined for cultural, gender, age, racial or other biases?

Are tests and interview locations accessible in physical and geographical terms?

Are selection test materials made available in various media to accommodate applicants’ needs (e.g., Braille, tapes for visually impaired)?

Does the interview/selection process tend to screen more for “personal suitability”?

Supporting the Hiring Supervisor

Are managers and interviewers aware of the individual and collective responsibility to be knowledgeable of human rights, equal opportunity and discrimination legislation and county policy?

When used, are interview panels composed of individuals who contribute diverse backgrounds, perspectives, experience of individuals who possess diversity and inclusion competencies?

Labor Relations

Are recruitment policies and practices communicated to, and involve unions, managers and employees when revised?

Human Resources Department Inclusion Lens

For Sarasota County staff who recruit people to work for the county, train employees and develop HR policies and guidelines

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“Diversity in the world is a basic characteristic of human society, and also the key condition for a lively and dynamic

world as we see today. ‐ Jintao Hu

“I can see myself in all things and all people around

me.” ‐ Sanskrit Phrase

"America is not like a

blanket ‐ one piece of

unbroken cloth.

America is more like a

quilt ‐ many patches,

many pieces, many

colors…" Rev. Jesse

Jackson

“Diversity is the one true thing we all have in common. Celebrate it every

day.” ‐ Author Unknown

“Diversity: the art of

thinking independently together.”

‐ Malcolm Forbes

“We need to help students and parents

cherish and preserve the ethnic and cultural

diversity that nourishes and strengthens this community – and this

nation. ‐ Cesar Chavez

“An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.” ‐ Martin Luther King, Jr.

“We are all different, which is great

because we are all unique. Without

diversity life would be very boring.

‐ Catherine Pulsifer

“It is time for parents to teach young people early on that in diversity there is beauty and there is strength.” ‐ Maya Angelou

“Ultimately,

America’s answer to the intolerant man is

diversity.” ‐ Robert Kennedy

Likeboatsonthewater,someofourdiverseattributesareabovethesurfaceandeasytosee;othersarebeneaththesurfaceandhardertosee.Thinkingbeyondobservable

differencesisthekeytocultivatingadiverseandinclusiveorganization.

“A lot of different

flowers make a bouquet.” ‐ unknown

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APPENDIX 5 – Sarasota County Policy Statements See following pages

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EQUAL EMPLOYMENT OPPORTUNITY POLICY STATEMENT

It is the continuing policy of the Board of County Commissioners of Sarasota County, State of Florida, to promote equal opportunity for all of its employees and applicants for employment. To this end, the County will continue to recruit, hire, train and promote the most qualified persons in all job classification without regard to race, color, gender, genetic information, sexual orientation, religion, national origin, marital status, age or disability. Employees or job candidates who are or become disabled within the meaning of the Americans with Disabilities Act will be reasonably accommodated if such accommodations will otherwise permit the employee or candidate to perform the essential functions of the job which the employee holds or the candidate seeks. Employment and promotional decisions will be made in accordance with the principles of equal employment opportunity which affords equal opportunity by imposing only valid, job related tests and requirements for employment or promotion. All personnel actions such as compensation, benefits, transfers, layoffs, return from layoff, county sponsored training, education, discipline and evaluation will be administered without regard to race, color, gender, genetic information, sexual orientation, religion, national origin, marital status, age or disability. Employees or job candidates who allege that they have been illegally discriminated against should complain in writing to the Director of Human Resources or designee at1660 Ringling Blvd. Sarasota, FL 34236. The contact phone number is 941.861.5000. This policy has the personal commitment of the County Administrator, Directors, and Chief Officers. All managers and supervisors are required to support this commitment. These good faith efforts will enhance the likelihood that the County’s workforce fairly represents the racial/ethnic and gender distribution of persons in the relevant labor marked who possess requisite job skills.

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POLICY STATEMENT ON DISCRIMINATION & HARASSMENT IN THE WORK ENVIRONMENT

The workplace environment can greatly influence the quality and quantity of work performed. The work environment can affect the success or failure of programs, services and activities of Sarasota County Government. It is the policy of the Board of County Commissioners of Sarasota County to ensure a workplace free of discrimination and/or harassment based on race color, gender, genetic information, sexual orientation, religion, national origin, marital status, age or disability. Equal Employment Opportunity and Affirmative Action does not end with the recruitment, hiring and promotion of a diversified workforce, but is an on‐going, sustained commitment to influencing the behaviors, actions and working relationships of the entire workforce.

Further, Sarasota County Government and its executive and managerial staff strongly oppose and prohibit the discrimination and/or the (sexual) harassment of its employees (including contracted employees), customers or other members of the public. Sexual harassment may include, but is not necessarily limited to requests for sexual favors and other physical or verbal conduct of a sexual nature when:

1. Submission to such conduct is made either explicitly or implicitly a term or condition of employment or a basis for employment decisions (i.e., quid pro quo, meaning “this for that”),

2. Such conduct interferes with an employee’s work performance, or

3. Such conduct has the purpose or effect of creating an intimidating, hostile, humiliating or sexually offensive work environment. In addition, sexually oriented jokes and language, cartoons, pictures, calendars and commercial greetings can create a sexually offensive work environment and are prohibited.

Additional examples of Sexual Harassment are outlined below.

Verbal: Sexual innuendoes, suggestive comments, sexual propositions, threats, gossiping regarding other employees’ sexual activities.

Non‐verbal: Sexually suggestive objects, graphic commentaries; suggestive or insulting sounds or whistling; leering, body scanning (with the eyes), obscene gestures.

Physical: Unwanted physical contact, including touching, pinching, brushing the body, coerced sexual intercourse, assault.

Sarasota County Government does not prohibit fraternizing among its employees in general nor between managerial/supervisory employees and their subordinates. Nonetheless, such relationships can lead to potential work related difficulties. These relationships have the potential of creating the basis for allegations: (1) of (sexual) harassment; and/or (2) of favoritism and the rendering of preferential treatment.

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Employees who enter into such interpersonal relationships and who are then found to have harassed employees who had been the objects of their attention/affections, or to have shown them favoritism or preferential treatment in any employment related matter(s), shall be disciplined in accordance with established personnel policies. This inappropriate behavior may be considered, but not limited to, (sexual) harassment, misuse of position, exercise of poor judgment and/or negligence in the performance of assigned duties.

Disciplinary action taken against employees who are found to have violated county discrimination, harassment, employee conduct and/or other relevant policies shall be commensurate with the severity of the offense committed, up to and including termination of employment.

Complaints of discrimination or harassment of any type should be reported immediately to any one of the following individuals:

1. The immediate supervisor 2. The next level of management above the immediate supervisor 3. The EEO/Workforce Diversity Coordinator 4. The Director (or designee), Human Resources

If a complaint is not promptly addressed or remedied by the supervisor or manager, the complainant should contact the Human Resources Director or Department Director.

Any employee who believes he or she is a victim of discrimination or harassment should follow the EEO Complaint Procedure outlined in this document and in the Sarasota County Government Human Resources Procedures and Guidelines.

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MANAGING DIVERSITY POLICY STATEMENT

The United States of America comprises a blend of people with different backgrounds who have all contributed greatly to the strength and success of the nation. Moreover, like the nation, the American workforce is becoming increasingly diverse. People must work together, learn together and live together. Sarasota County Government must do the same in order to attract and maintain a highly competent, diverse workforce and cadre of suppliers that meet the needs of the community.

The County’s senior managers and leaders are fully committed to embracing and successfully managing diversity. Every employee of Sarasota County Government’s workforce shall be accountable and responsible for creating and maintaining a positive work environment that affords all employees to maximize their potential and fully contribute to the achievement of the county’s mission and vision. All employees are expected to embrace and respect the rich perspectives that each individual potentially brings to the county’s workforce, operations and service delivery. The County’s aim is to create and maintain an environment that fosters fairness, equity and respect for social and cultural diversity…an environment free from unlawful discrimination, harassment, isolation and defamation. In so doing, Sarasota County Government will be considered one of the premiere counties in our area, the state of Florida and the country.

When people feel good about their jobs, enjoy coming to work and believe they are treated fairly they are more focused on being productive. Supporting diversity starts at the top and must have the commitment from leaders throughout the organization to lead this most important endeavor. It is necessary to meet the standard and raise it every day and in every way. Nonetheless, all employees, individually and collectively must work together to support a diverse workforce. The Diversity and Inclusion / Affirmative Action Program outlines an approach to managing diversity to engage all employees and other county stakeholders.

Sarasota County Government values, embraces and strives to manage diversity effectively because People are the County’s most valuable asset. People will ultimately provide the necessary skills and talent to achieve the County’s mission and goals.

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POLICY ON HIRING INDIVIDUALS WITH DISABILITIES

It is the policy of Sarasota County Government to ensure that full consideration is given to individuals with disabilities for employment. The Rehabilitation Act of 1973 was enacted to “promote and expand employment opportunities in the public and private sectors for handicapped individuals and to place such individuals in employment.” Section 504 of the Rehabilitation Act of 1973, as amended by 45 CFR, Part 84, however, does not protect all “handicapped persons.” In order to be considered as within the protected class, an individual must be a “qualified person with a handicap or disability.” With respect to employment, the affected individual must be able “with reasonable accommodations (to) perform the essential functions of the job in question.” The Americans with Disabilities Act of 1990 and as amended in 2009, Title I, Employment, further outlines the federal law that protects qualified individuals who have disabilities from being discriminated against in all phases of employment. Sarasota County Government shall follow the guidelines outlined below:

1. Physical standards for employment will be fair, reasonable, and adapted to the realistic requirements of the job. These standards must reflect actual work conditions, hazards, essential functions, and physical requirements of the job.

2. All tests or pre‐employment evaluations will allow the individuals with disabilities to demonstrate necessary job skills.

3. When an employee is injured on or off the job, or when an employee is suffering from a chronic yet not readily contagious disease, full consideration will be given to returning the employee to their job or transferring the employee to a more suitable position, at the same compensation level when possible.

4. All supervisory and management personnel of Sarasota County Government will

ensure that use is made of vocational rehabilitation resources, public and/or private in the provision of counseling, guidance, medical or surgical services to assist the employee to return to his/her job or to a comparable level position.

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APPENDIX 6 – Complaint Procedure

NON DISCRIMINATION/COMPLAINT PROCEDURE

It is one of the objectives of Sarasota County Government to provide a work environment that is free from any form of discrimination or harassment. Any job applicant or employee who feels they have been discriminated against, should file a complaint in writing to the Director of Human Resources or designee at:

Sarasota County Government1660 Ringling Blvd. 1st Floor Sarasota, FL 34236

941‐861‐5000

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HUMAN RESOURCES PROCEDURES AND GUIDELINES

12.09 Non‐Discrimination/Complaint Procedure

(1) It is one of the objectives of Sarasota County Government to provide a work environment that is free from any form of discrimination or harassment.

(2) Conduct creating an intimidating, hostile or offensive working environment shall not be tolerated. (a) Any form of harassment relating to the race, color, sex, religion, national origin, age,

marital status or disability of an employee or applicant is a violation of County policy and shall be treated as a disciplinary matter. Harassment includes, but is not limited to, abusive language, slurs, gossip, jokes, inappropriate graphics or unwelcome physical conduct. Harassment of a County employee by a non‐employee shall be reported to the immediate supervisor who shall be required to investigate all such incidents.

(b) Sexual harassment is deliberate or repeated unsolicited comments, gestures, or physical contact of a sexual nature, which is unwelcome. All employees must be allowed to work in an environment free from unsolicited and unwelcome sexual overtures. Sexual harassment debilitates morale and interferes in the work productivity of its victims and co‐workers. Prohibited conduct includes offensive sexual flirtations, advances, touching, obscene gestures or propositions, verbal abuse of a sexual nature or explicit or degrading verbal comments about another individual or the individual’s sexual characteristics, or any offensive or abusive physical contact or conduct. In addition, sexually oriented jokes and language, cartoons, pictures, calendars and commercial greetings can create a sexually offensive work environment and are prohibited. 1. Additional examples of Sexual Harassment are:

Verbal: Sexual innuendoes, suggestive comments, sexual propositions, threats, gossip or rumors regarding another’s sex life.

Non‐verbal: Sexually suggestive objects, graphic commentaries, suggestive or insulting sounds or whistling, leering, body scanning (with the eyes), obscene gestures.

Physical: Unwanted physical contact, including touching, pinching, brushing the body, coerced sexual intercourse, assault.

2. It shall be a violation of County policy for anyone to: a. Make advances or request sexual favors when submission to or

rejection of such conduct is the basis either implicitly or explicitly for imposing or granting terms and conditions of employment which either favorably or adversely affects the employee's welfare.

b. Grant, recommend or refuse to take any personnel action because of sexual favors, or as a reprisal against an employee who has rejected or reported sexual advances; and disregard or fail to investigate allegations of harassment, whether reported by an

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an employee who is subject to the alleged harassment, or a witness; or fail to take immediate corrective action in the event of misconduct that has occurred.

(3) A discrete investigation of any complaint of sexual harassment shall be undertaken immediately. The complaint shall be investigated with care and shall remain confidential. Records relating to complaints of sexual harassment shall be exempt from the disclosure requirements of the Public Records law pursuant to subsection 119.07(3)(v), Florida Statutes. (a) Any job applicant or employee who believes they have been discriminated against

because of race, color, religion, sex, national origin, age, physical or mental disability or (sexually) harassed may file a complaint with one of the following: the immediate supervisor, the next higher level manager above the immediate supervisor, the Chief Officer of Human Resources, or the Workforce Diversity Coordinator. The Equal Employment Opportunity Discrimination and (Sexual) Harassment complaint procedure is as follows

(b) Complaints of alleged discrimination and/or (sexual) harassment as related to a Constitutional Officer’s agency or the Office of the County Attorney shall be filed and processed in accordance with the official complaint procedure/guidelines established by the affected agency or functional office.

(c) A complaint should be filed as soon as the reporting individual becomes aware of the alleged inappropriate action(s). The complaint should be filed within 30 calendar days of the alleged action or incident and must be filed within six (6) months of an alleged incident. By doing so, the complainant does not forfeit any rights to pursue filing a complaint with the Equal Employment Opportunity Commission (EEOC). Complaints may be filed initially by presenting a complaint orally; or may be done by telephone or by arranging a meeting with the WDC.

(d) The WDC will give the applicant/employee an opportunity to explain the details of the alleged action/incident and will evaluate whether the nature of the alleged action/incident falls into the category of discrimination or (sexual) harassment as prohibited by law and/or if established County policies have been violated.

(e) If the Workforce Diversity Coordinator finds that the alleged action/incident would constitute discrimination or harassment, the WDC will advise the complainant of his/her right to file a formal written complaint, unless or until a specific forms for this purpose is generated and distributed by Human Resources. The WDC may suggest to the complainant an informal process that would involve a meeting between the complainant, the Alleged Discriminatory Party (ADP), the affected manager and the WDC to attempt to resolve the complaint. If the ADP is below the Director/chief officer or agency head, the Director/chief officer or agency head will be invited to participate in this informal process.

(f) If the complaint is resolved to the mutual satisfaction of the complainant and the ADP through the informal process, no further action is required and the case is considered as closed. If resolution is not achieved, the complainant shall be asked to provide a formal written complaint with the WDC within five working days of the

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informal process being completed.

(g) The WDC will investigate or coordinate the investigation of the complaint with the affected Director, chief officer or designee. The WDC and all other employees of the Board of County Commissioners designated/authorized to investigate EEO and harassment complaints shall be trained in investigation techniques and in the laws procedures, and requirements of the Federal Equal Employment Opportunity Commission. The Chief Officer, Human Resources will be responsible for ensuring that such training is provided and conducted and that periodic refresher training on the above topics is provided for the WDC and others, as appropriate.

(h) Once the WDC (or other assigned investigator) completes the investigation, a written report of issues, facts and finding(s) of “cause” or “no cause” shall be prepared and submitted to the Office of the County Attorney within 30 working days of the date the official written complaint is accepted for processing. The County Attorney or designee will ensure that the issues and facts reflected in the report support the finding(s) rendered by the WDC or other investigator. Upon finalization of the report, the report will be provided to the affected Director or chief offer by the investigator for review and further processing, as needed.

(i) The responsible official will review the final report and, as appropriate, obtain clarification of any relevant matters. The responsible official will initiate appropriate actions within ten working days of receiving the final investigative report. Such actions shall be in accordance with the Sarasota County Government Human Resources Policies, Procedures and Guidelines, in particular Chapter IV, Discipline, or other agency personnel policies as applicable. The Director, chief officer or designee will consult with the Chief Officer, Human Resources to arrange counseling or other disciplinary or corrective action, as deemed necessary. Disciplinary action taken against employees who violate established county policies and/or applicable laws shall be commensurate with the severity of the offense committed, up to and including termination of employment.

(j) The responsible official shall in all cases provide the WDC, OCA, and the Chief Officer, Human Resources a copy of any actions which s/he initiates, recommends or takes as a result of his or her review of the complaint and the investigative report. This written document should clearly indicate the finding(s) in the case. If the responsible official opts to initiate disciplinary action or other corrective actions as a result of the investigative finding(s) and such actions include a recommendation for suspension, demotion or termination, a written copy of the actions are to be provided to the OCA, and Chief Officer, Human Resources for review, before the case is considered resolved or closed.

(k) The complainant has the right to file an external complaint with the Equal Employment Opportunity Commission (EEOC) or with any other legally appropriate body at any time during this process without fear of retaliation. The address of the Federal EEOC area office closest to Sarasota is:

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Tampa Area Office Equal Employment Opportunity Commission Timberlake Federal Building Annex 501 E. Polk Street, 10th Floor Tampa, Florida 33602

Employees are expected to continue working while a complaint is being investigated.

(l) Complaints originating with applicants or employees of the various Constitutional Officers’ agencies or the Office of the County Attorney shall be handled in accordance with the officially approved complaint procedures developed by the affected agency/office. However, the WDC or other person(s) as designated by the Chief Officer Human Resources shall provide technical assistance to a County agency or functional office in the investigation of complaints, if requested to do so.

(m) Employees have the option of presenting their discrimination and harassment complaints directly to the affected Director/chief officer or agency head rather than to the Workforce Diversity Coordinator for processing and investigation, if the complaint is not against that Director/chief officer or agency head. A copy of the complaint shall be forwarded to the WDC. Applicants for positions under the jurisdiction of the County Administrator shall file their complaint of discrimination and harassment with the Chief Officer, Human Resources or WDC.

(n) Directors/Chief Officers must and agency heads are required to notify the WDC or the Chief Officer, Human Resources within two working days after receiving a complaint. Complaints in which the ADO is a Director/chief officer or agency head shall be filed directly with the WDC or the Chief Officer, Human Resources.

(o) When a Director/Chief Officer or agency head (i.e., or his or her designee) investigates a complaint, he or she shall have 40 working days from the date he or she receives the complaint to complete the investigation; prepare a written report of facts and finding(s); and initiate corrective action(s). In the case of Directors/chief officers, preparation and submission of written recommendations for disciplinary action(s) must be made within the above referenced 40 working days as well.

(p) The processing of EEO and (sexual) harassment related complaints are to be completed as quickly as possible. With the exception of Directors’ taking corrective actions that require the approval of the County Administrator, our goal is for individual steps involved in the EEO Complaint Procedure to be completed by the responsible person(s) within 40 working days after the complaint has been accepted for processing. If the employee/investigator responsible for processing and investigating a complaint is unable to meet the 40 working days timeframe, the employee/investigator shall contact the Chief Officer of Human Resources. The Chief Officer, Human Resources shall then be advised of the extenuating circumstances that are causing or will cause the delay, and the date by which the required action(s) will be completed. The Chief Officer, Human Resources may then grant a reasonable

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extension of time for processing the complaint. The essential considerations are for the EEO Discrimination and (Sexual) Harassment Complaint Process to be completed objectively, competently, thoroughly and in as timely a manner as possible.

(q) The address of Sarasota County Government’s Chief Officer, Human Resources and the Workforce Diversity Coordinator are:

Sarasota County Government 1660 Ringling Blvd. 1st Floor Sarasota, FL 34236

941‐861‐5353

(4) Complaints shall be handled discretely, and information obtained during investigations of complaints shall be shared only with those with a need‐to‐know or as required by law. County employees shall be expected to cooperate fully during such investigations and shall maintain the confidentiality of information discussed or provided during the investigation. The county shall not tolerate any form of retaliation against employees or other individuals who file complaints, assist in investigations or testify during the investigation of complaints.

(5) Any employee who is found to have discriminated against another employee through sexual harassment or retaliation shall be subject to disciplinary action up to and including dismissal.

(6) Any supervisor or administrative official who receives a complaint of sexual harassment or retaliation, either informally or formally, and does not take appropriate action, shall be subject to disciplinary action up to and including dismissal.

(7) Any employee who knowingly files a false complaint of sexual harassment or retaliation against another employee shall be subject to disciplinary action up to and including dismissal.

(8) Any employee who is found to have discriminated against another employee through sexual harassment or retaliation shall be subject to disciplinary action up to and including dismissal.


(10) Any employee who knowingly files a false complaint of sexual harassment or retaliation against another employee shall be subject to disciplinary action up to and including dismissal. Any employee who is found to have discriminated against another employee through sexual harassment or retaliation shall be subject to disciplinary action up to and including dismissal.


(12) Any employee who knowingly files a false complaint of sexual harassment or retaliation against another employee shall be subject to disciplinary action up to and including dismissal.

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Documents

Diversity and Inclusion Program