of our mission of racial equity . The group came together not as subject matter experts in anti-racist organizational change , but as individuals on their own journeys of understanding the impact of racism and with the focused desire and commitment to facilitate change in our department . Using a collaborative leadership model , the Working Group is facilitated by the deputy director of policy and communications .
The Working Group leans on best practices in anti-racist work from GARE , the Government Alliance on Race and Equity . Meeting weekly , the Working Group and its committees model how a diverse group of colleagues can build personal and professional bridges through normalizing conversations about race and racism . Stepping into the discomfort of talking about race , we ’ ve been able to speak honestly about our own experiences in the workplace and world , as well as the challenges in Public Works . This lays the groundwork to broadening the conversation about racial equity within our department , identifying inequitable practices and implementing urgently needed changes . As GARE lays out ,
Developing a ... government focusing on racial equity is critically important to getting to different outcomes in our communities . The goal must be beyond closing the gaps ; we must lift up overall outcomes , focusing efforts on those who are faring worst . Deeply racialized systems are costly and depress outcomes and life chances for us collectively . To advance equity , government must focus not only on individual programs , but also on policy and institutional strategies that are driving the production of inequities .
As the Working Group is building grassroots leadership around racial equity , it also is engaging with the leaders of Public Works , through biweekly meetings with the director , presenting at standing team and bureau meetings , and monthly meetings with the 60-person Public Works leadership team . In addition , the Working Group regularly connects with key staff who work on related department-wide initiatives , such as the Strategic Plan and the employee performance plans , to normalize conversations about race and racism and begin to bring a racial-equity lens to departmental conversations .
The values of transparency and inclusion guide the Working Group . We are focused on being reflective about the process of this work , to ensure we are being transparent and open about what we are doing , how we gather information and what we hear . The feedback loop with all staff and the executive team ( made up of the director , deputy directors , and director of policy and communications ) is key in promoting broad leadership and support of the racial-equity work . In addition , we need to include as many voices in the department as we can , being sure that those staff who are closest to the pain are listened to and learned from .
The Working Group is also supported by its membership in the Citywide Racial Equity Working Group , led by the Office of Racial Equity , which brings together staff from multiple departments of San Francisco government on a monthly basis , and by the monthly meetings of the Racial Equity Leaders group led by the Office of Racial Equity .
26 San Francisco Public Works