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Durham Strategic Plan Dashboard

Shared Economic
Prosperity

Create a Safer Community Together

Connected, Engaged, and Inclusive Communities

Innovative and High Performing Organization

Thriving and Vibrant Environment

Status Indicator: In Progress | On Hold | Complete/Ongoing

Initiative: 3.11 Assess and build innovative pathways that facilitate equitable community engagement

Connected, Engaged, & Inclusive Communities

Description

This effort is to evaluate the City’s already existing engagement practices, how to improve them, and outline new pathways to maximize positive outcomes while making more equitable engagement methods commonplace in the City. The evaluation will result in a list of recommendations, such as how the City should place and train engagement staff throughout the organization, create more connecting points between staff and residents, and how to make sure staff and community members well informed about engagement within the City. This evaluation will also help us know where/how to build and change existing structures to more equitably engage residents in decision-making throughout the City. These structures could include community boards, official City meetings, and ambassador programs.

 

Key Measures & Data Analysis

Since we began hosting monthly Engaged City Training Meetings, we have received significant representation from City departments. In July, 23 city staff attended our first meeting, followed by 24 in August, 17 in September, 16 in October, 19 in November, and 32 in December.  

City staff have expressed extremely important benefits from participating and continued excitement about these meetings. We expect they will continue to grow, including even more departmental representation throughout the fiscal year.  

Engaged City Attendees

Why is it important?

This initiative is important because it addresses the historic harm posed on historically underrepresented or disproportionally affected communities that have been typically excluded from policy decisions and seeks to rectify it by increasing the City’s ability to equitably engage in efficient and effective ways that elevate voices not typically heard in local government work. With additional resources and expertise committed to improving our processes now, we can reduce future harm, promote equity, and make Durham a community that serves all, not just the few. 

What have we been doing?

Over the past several months, we have been focused on reassessing our community engagement initiative and developing a new direction that emphasizes training on equitable community engagement. This new focus is designed to ensure that all city staff have the skills and experience necessary to implement equitable practices in their interactions with the community. Key activities include:

  1. Developing the New Direction: We have shifted our focus from the original initiative plan to developing a comprehensive training program for equitable community engagement. This decision was based on extensive reassessment and the need to better equip our staff.
  2. Hiring and Onboarding the Engagement Consulting Manager: We successfully hired Nastacia Pereira as the new Engagement Consulting Manager. Her integration into the team has been crucial in shaping our new direction, and she has been actively involved in planning and development efforts.

What's next?

As we move forward, our efforts in Q1 will focus on laying the groundwork for the training program. Key activities planned for this period include:

  1. Forming the Staff Team:
    • Recruit team members from within the staff, ensuring diverse representation, including underrepresented communities.
  2. Conducting Comparative Research:
    • Research other jurisdictions' training programs for equitable community engagement.
    • Identify best practices and potential models for our training program.
    • Conduct a staff assessment to gather input on current engagement practices and training needs.
  3. Submitting a Preliminary Budget Request:
    • Prepare and submit a preliminary budget request to secure funding for the development and piloting of the training program.
    • Begin gathering more detailed information to refine the budget request.

These foundational activities in Q1 will set the stage for the development of our high-level training framework and the prioritization of training areas in subsequent quarters. Our goal is to ensure that we have a well-structured plan and the necessary resources to develop and implement an effective training program that promotes equitable community engagement across all city departments.

Budget and Management Services Department
Office of Performance and Innovation
Strategy and Performance Division