HomeMy WebLinkAboutCAG1989-0141 - Original - Executive Diversity Services - Comprehensive Diversity Training Program - 12/31/1989 wow.......
memorandum
Date: January 13, 1999
To: Operations Committee
Thru: Sue Viseth,Director,Employee Services
From: Chris Hills,Risk Manager
RE: Contract for Citywide Diversity Training Services with Executive Diversity Services
Background:
At the direction of Mayor White and the City Council in early 1998,Employee Services was
designated responsibility for designing and implementing a new program to provide training and skill
development in matters of inclusion and diversity.
A Diversity Training Committee comprised of employees representing all City departments and two
citizens of Kent(both of whom participated on the Mayor's Multi-Cultural Diversity Task Force)
convened in April 1998 to begin the selection process. The committee developed a Request for
Proposals,reviewed the 10 proposals submitted,and interviewed three finalists in October.
In a unanimous decision,the Diversity Training Committee selected Executive Diversity Services,
Inc,of Seattle as the Consultant to provide Inclusion and Diversity training to all City employees in
1999.
Process:
Training will consist of one full day of training for all full and part-time regular employees and 2 full
days of training for all managers and supervisors. Training will be done in a group setting of
approximately 25 employees per group. In November,a review of summarized response information
with the Director of Operations,Employee Services Director,Risk Manager and Consultant will
produce a plan for more specific areas of follow-up training which will be designed to occur in 2000.
Budget:
The City-wide training budget for 1999 includes$85,000 specifically allocated for Diversity.training.
This amount will cover all phases of training contemplated by Executive Diversity Services during
1999.
Recommended Action:
Executive Diversity Services,Inc.is clearly the best possible choice to provide this training program
for the City of Kent,based upon the unanimous recommendation of theDiversity Training
Committee.
Motion:
Authorize the Mayor to sign a contract,already approved by the City Attorney,with Executive
Diversity Services,Inc.,to provide Inclusion and Diversity training to all City employees.
CONSULTANT SERVICES CONTRACT
BETWEEN THE CITY OF KENT AND EXECUTIVE DIVERSITY SERVICES.
THIS AGREEMENT is made this 31' day of December, 1998, by and between the CITY OF
KENT, a Washington municipal corporation (hereinafter the "City"), and Executive Diversity
Services, located and doing business at 675 South Lane Street, Suite 305, Seattle, Washington,
98104-2942 (hereinafter the "Consultant").
Recitals
1. The City of Kent, Washington(City)wishes to utilize the services of a consultant to
conduct a comprehensive diversity training program for all full-time employees and part-time
regular employees of the City of Kent.
The primary objectives of this diversity training program are to provide all City employees with
opportunities to acquire cross-cultural understanding,cross-cultural competence, and to teach
City employees racial, gender and ethnic sensitivity and respect. (Cross-cultural is defined as
including all groups specified in the City's Equal Employment Opportunity Policy,which covers
race,color, gender, sexual orientation, religion,national origin, age, and physical or mental
disability.)
2. The Consultant agrees to perform the services more specifically described in the
Scope of Work,attached hereto as Exhibit A which is incorporated herein by this reference as if fully
set forth.
NOW,THEREFORE, in consideration of the mutual promises set forth herein,it is agreed
by and between the parties as follows:
L. Description of Work
Consultant shall perform all work as described in Exhibit A.
II. Payment
A. The City shall pay the Consultant an amount based on time and materials,an amount not to
exceed $85,000 during 1999 for the services described in Section I herein. This is the
maximum amount to be paid under this Agreement, and shall not be exceeded without the
1
prior written authorization of the City in the form of a negotiated and executed supplemental
agreement. The Consultant's billing rates shall be as delineated in Exhibit A.
B. The Consultant shall submit monthly payment invoices to the City after such services have
been performed, and a final bill upon completion of all the services described in this
Agreement. The City shall pay the full amount of an invoice within forty-five(45)days of
receipt. If the City objects to all or any portion of any invoice, it shall so notify the
Consultant of the same within fifteen(15) days from the date of receipt and shall pay that
portion of the invoice not in dispute, and the parties shall immediately make every effort to
settle the disputed portion.
C. In the event the Scope of Work is modified or changed so that more or less work or time is
required by the Consultant, and such modification is reached by mutual agreement of the
parties to this contract, the payment for services and maximum contract amount shall be
adjusted accordingly upon agreement of the parties.
M. Relationshiu of Parties
The parties intend that an independent contractor-employer relationship will be created by
this Agreement. A Consultant is customarily engaged in an independently established trade which
encompasses the specific service provided to the City hereunder,no agent,employee,representative
or sub-contractor of Consultant shall be or shall be deemed to be the employee,agent,representative
or sub-contractor of the City. In the performance of the work, Consultant is an independent
contractor with the ability to control and direct the performance and details of the work, the City
being interested only in the results obtained under this Agreement. None of the benefits provided
by the City to its employees, including, but not limited to, compensation, insurance, and
unemployment insurance are available from the City to the employees, agents,representatives, or
sub-contractor of the Consultant. Consultant will be solely and entirely responsible for its acts and
for the acts of Consultant's agents, employees, representatives and sub-contractors during the
performance of this Agreement. The City may, during the term of this Agreement, engage other
independent contractors to perfonn the same or similar work that Consultant performs hereunder.
Page 2 of 11 Revised January 13, 1999 LE
IV. Duration of Work
The City and Consultant agree that work will begin on the tasks described in Exhibit A
immediately upon execution of this Agreement. The parties agree that the work described in Exhibit
A is to be completed prior to the end of the 1999 calendar year.
V. Place of Work
The Consultant shall perform the work authorized under this Agreement at its offices Seattle,
Washington. Meetings with the City staff as described in Exhibit A, Scope of Work,shall take place
at the City's offices at 220 4"Avenue South,Kent,Washington or at locations mutually agreed upon
by the parties.
VI. Termination
A. Termination of Agreement for Failure to Provide Services Bargained For. The
Consultant agrees that Executive Diversity Services was hired by the City based on the
Consultant's representation that employees identified in the proposal, attached hereto as
Exhibit B,will be available to perform the services described in Exhibit A for the duration
of this Agreement. If any of the employees identified in the proposal are unavailable to
perform the services bargained for, for any reason, the City of Kent reserves the right to
terminate this contract or renegotiate the amount of consideration. The consultant must
immediately notify the City, in writing, if any employee identified in the proposal is
unavailable to perform the services described in Section I of this Agreement. Nothing in the
foregoing language will alter the Consultant's independent-contractor status.
B. Termination of Agreement for Failure to Execute Work or to Complete Work
Satisfactorily. If the Consultant refuses or fails to execute the work with such diligence as
will ensure its completion within the time frames specified herein, or as modified or
extended as provided in this Agreement,or to complete such work in a manner satisfactory
to the City,then the City may,by written notice to the Consultant,give notice of its intention
to terminate the Consultant's right to proceed with the work. On such notice,the Consultant
shall have ten(10)calendar days to cure,to the satisfaction of the City or its representative,
or the City shall send the Consultant a written termination letter which shall be effective
Page 3 of 11 Revised January 13, 1999 LE
N.HM.u ....
upon the Consultant's receipt of the written notice by certified mail. Upon termination,the
City may take over the work and prosecute the same to completion,by contract or otherwise,
and Consultant shall be liable to the City for any additional costs incurred by it in the
completion of the Scope of Work referenced as Exhibit A and as modified or amended prior
to termination. "Additional Costs" shall mean all reasonable costs incurred by the City
beyond the maximum contract price specified in II(A),above.
C. Excusable Delays. The right of Consultant to proceed shall not be terminated nor shall
Consultant be charged with liquidated damages for any delays in the completion of the work
due to: 1) any acts of the federal government in controlling, restricting, or requisitioning
materials, equipment, tools, or labor by reason of war, national defense, or other national
emergency; 2) any acts of the City, its consultants, or other public agencies causing such
delay;and 3)causes not reasonably foreseeable by the parties at the time of the execution of
the Agreement that are beyond the control and without the fault or negligence of the
Consultant, including,but not restricted to, acts of God,fires, floods, strikes,or weather of
unusual severity;and(4)negotiated and executed supplemental agreements between the City
and Consultant for Consultant to perform extra work defined as tasks not included in the
Scope of Work referenced as Exhibit A. PROVIDED,HOWEVER,that the Consultant must
promptly notify the City within ten(10) calendar days in writing of the cause of the delay.
If, on the basis of the facts and the terms of this Agreement,the delay is properly excusable,
the City shall, in writing, extend the time for completing the work for a period of time
commensurate with the period of excusable delay.
D. Rights Upon Termination. In the event of termination,the City shall pay for all services
performed by the Consultant to the effective date of termination, as described on a final
invoice submitted to the City. After termination,the City may take possession of all records
and data within the Consultant's possession pertaining to this project which may be used by
the City without restriction. Any such use not related to the project which Consultant was
contracted to perform shall be without liability or legal exposure to the Consultant.
Page 4 of 11 Revised January 13, 1999 LE
VIL Discrimination
In the hiring of employees for the performance of work under this Agreement or any sub-
contract hereunder, the Consultant, its sub-contractors, or any person acting on behalf of such
Consultant or sub-contractor shall not,by reason of race, creed, religion, color, sex, age, national
origin, marital status, or the presence of any sensory, mental, or physical handicap, discriminate
against any person who is qualified and available to perform the work to which the employment
relates, and no consultant or its sub-contractors, or any person acting on behalf of such consultant
or sub-contractor shall violate any of the terms of RCW 49.60,Title VII of the Civil Rights Act of
1964,§504 of the Civil Rights Act of 1973,The American's with Disabilities Act of 1992, or any
other applicable federal, state or local law or regulation regarding nondiscrimination in employment.
VM. Indemnification
Consultant shall defend, indemnify and hold the City, its officers, officials, employees,
agents and volunteers harmless from any and all claims,injuries,damages,losses or suits,including
all legal costs and attorney fees, arising out of or in connection with the performance of this
Agreement,except for injuries and damages caused by the sole negligence of the City.
The City's inspection or acceptance of any of Consultant's work when completed shall not
be grounds to avoid any of these covenants of indemnification.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW
4.24.115, then, in the event of liability for damages arising out of bodily injury to persons or
damages to property caused by or resulting from the concurrent negligence of the Consultant and
the City,its officers,officials,employees,agents and volunteers,the Consultant's liability hereunder
shall be only to the extent of the Consultant's negligence.
The provisions of this section shall survive the expiration or termination of this Agreement.
Page 5 of 11 Revised January 13, 1999 LE
IX. Insurance
The Consultant shall procure and maintain for the duration of the Agreement, insurance
against claims for injuries to persons or damage to property which may arise from or in connection
with the performance of the work hereunder by the Consultant, its agents, representatives,
employees, sub-consultants or sub-contractors.
Before beginning work on the project described in this Agreement, the Consultant shall
provide a Certificate of Insurance evidencing:
1. Automobile Liability insurance with limits no less than$1,000,000 combined single
limit per accident for bodily injury and property damage; and
2. Commercial General Liability insurance written on an occurrence basis with limits
no less than$1,000,000 combined single limit per occurrence and$2,000,000 aggregate for personal
injury,bodily injury and property damage. Coverage shall include but not be limited to: blanket
contractual;products/completed operations/broad form property damage; explosion, collapse and
underground(XCU)if applicable; and employer's liability; and
Any payment of deductible or self insured retention shall be the sole responsibility of the
Consultant.
The City shall be named as an additional insured on the Commercial General Liability
insurance policy,as respects work performed by or on behalf of the Consultant AND A COPY OF
THE ENDORSEMENT NAMING THE CITY AS ADDITIONAL INSURED SHALL BE
ATTACHED TO THE CERTIFICATE OF INSURANCE. The City reserves the right to receive
a certified copy of all the required insurance policies.
The Consultant's Commercial General Liability insurance shall contain a clause stating that
coverage shall apply separately to each insured against whom claim is made or suit is brought,
except with respects to the limits of the insurer's liability.
The Consultant's insurance shall be primary insurance as respects the City and the City shall
be given thirty (30) days prior written notice by certified mail, return receipt requested, of any
cancellation, suspension or material change in coverage.
Page 6 of 11 Revised January 13, 1999 LE
X. EachanBe of Information
The City warrants the accuracy of any information supplied by it to Consultant for the
purpose of completion of the work under this Agreement. The parties agree that the Consultant will
notify the City of any inaccuracies in the information provided by the City as may be discovered in
the process of performing the work, and that the City is entitled to rely upon any information
supplied by the Consultant which results as a product of this Agreement.
M. Ownership of Records and Documents
Original documents, drawings, designs and reports developed under this Agreement shall
belong to and become the property of the City except that confidential questionnaires and surveys
shall remain in the custodial care of the consultant. All written information submitted by the City
to the Consultant in connection with the services performed by the Consultant under this Agreement
will be safeguarded by the Consultant to at least the same extent as the Consultant safeguards like
information relating to its own business. If such information is publicly available is already in
Consultant's possession or known to it,or is rightfully obtained by the Consultant from third parties,
Consultant shall bear no responsibility for its disclosure, inadvertent or otherwise.
All data,documents and files created by Consultant under this Agreement may be stored at
Consultant's office in Seattle,Washington. Consultant shall make such data,documents,and files
available to the City upon its request at all reasonable times for the purpose of editing, modifying
and updating as necessary until such time as the City is capable of storing such information in the
City's offices. Duplicate copies of this information shall be provided to the City upon its request,
and at reasonable cost.
MI. Recyclable Materials
Pursuant to City of Kent Ordinance No. 3066,The City of Kent requires its contractors and
consultants to use recycled and recyclable products whenever practicable. A price preference may
be available for any designated recycled product.
Page 7 of 11 Revised January 13, 1999 LE
XIII. Entire Agreemeut
The written provisions and terms of this Agreement, together with any Exhibits attached
hereto, shall supersede all prior verbal statements of any officer or other representative of the City,
and such statements shall not be effective or be construed as entering into or forming a part of or
altering in any manner whatsoever, this Agreement or the Agreement documents. The entire
agreement between the parties with respect to the subject matter hereunder is contained in this
Agreement and any Exhibits attached hereto,which may or may not have been executed prior to the
execution of this Agreement. All of the above documents are hereby made a part of this Agreement
and form the Agreement document as fully as if the same were set forth herein.
XIV. Citx's Right of Inspection
Even though Consultant is an independent contractor with the authority to control and direct
the performance and details of the work authorized under this Agreement,the work must meet the
approval of the City and shall be subject to the City's general right of inspection to secure the
satisfactory completion thereof. The Consultant agrees to comply with all federal, state, and
municipal laws,rules, and regulations that are now effective or in the future become applicable to
Consultant's business, equipment, and personnel engaged in operations covered by this Agreement
or accruing out of the performance of such operations.
XV. Consultant to Maintain Records to Support Independent Contractor Status
On the effective date of this Agreement(or shortly thereafter), Consultant shall:
A. File a schedule of expenses with the Internal Revenue Service for the type of business
Consultant conducts;
B. Establish necessary accounts with the Washington State Department of Revenue and other
state agencies for the payment of all state taxes normally paid by employers, register to
receive a unified business identifier number from the State of Washington, if necessary; and
C. Maintain a separate set of books and records that reflect all items of income and expenses
of Consultant's business,all as described in the Revised Code of Washington(RCW) Section
51.08.195, and as required to show that the services performed by Consultant under this
Page 8 of 11 Revised January 13, 1999 LE
Agreement shall not give rise to an employer-employee relationship between the parties
which is subject to RCW Title 51,Industrial Insurance.
XVI. Work Performed at Consultant's Risk
Consultant shall take all precautions necessary and shall be responsible for the safety of its
employees, agents, and subcontractors in the performance of the work hereunder and shall utilize
all protection necessary for that purpose. All work shall be done at Consultant's own risk, and
Consultant shall be responsible for any loss of or damage to materials,tools, or other articles used
or held for use in connection with the work.
XVIL Modification
No waiver, alteration, or modification of any of the provisions of this Agreement shall be
binding unless in writing and signed by a duly authorized representative of the City and Consultant.
XVIII. Asshmment
Any assignment of this Agreement by the Consultant without the written consent of the City
shall be void. If the City shall give its consent to any assignment,this paragraph shall continue in
full force and effect and no further assignment shall be made without the City's consent.
XIV. Written Notice
All communications regarding this Agreement shall be sent to the parties at the addresses
listed on the signature page of the agreement, unless notified to the contrary. Any written notice
hereunder shall become effective upon the date of mailing by registered or certified mail,and shall
be deemed sufficiently given if sent to the addressee at the address stated in this Agreement or such
other address as may be hereafter specified in writing.
XX. Governing Law
This Agreement shall be governed by the laws of the State of Washington.
XXI. Non-Waiver of Breach
The failure of the City to insist upon strict performance of any of the covenants and
agreements contained herein, or to exercise any option herein conferred in one or more instances
shall not be construed to be a waiver or relinquishment of said covenants, agreements, or options,
and the same shall be and remain in full force and effect.
Page 9 of 11 Revised January 13, 1999 LE
XXII. Resolution of Disputes
Should any dispute, misunderstanding, or conflict arise as to the terms and conditions
contained in this Agreement, the matter shall first be referred to the City, and the City shall
determine the term or provision's true intent or meaning. The City shall also decide all questions
which may arise between the parties relative to the actual services provided or to the sufficiency of
the performance hereunder.
If any dispute arises between the City and Consultant under any of the provisions of this
Agreement which cannot be resolved by the City's determination in a reasonable time, or if
Consultant does not agree with the City's decision on the disputed matter, jurisdiction of any
resulting litigation shall be filed in King County Superior Court,King County,Washington. This
Agreement shall be governed by and construed in accordance with the laws of the State of
Washington. Each party shall be solely responsible for its costs,expenses and reasonable attorney's
fees incurred in any litigation arising out of the enforcement of this Agreement.
IN WITNESS WHEREOF,the parties have executed this Agreement on the day and year
first above written.
CITY OF KENT CONSULTANT
By.
'P4!Its Its
Date: Q2-/ti -4 9 Date: .1- -1/- 7 9
Notice to be sent to:
Notice to be sent to:
EXECUTIVE DIVERSITY SERVICES
Sue Viseth,Director gEA331 s WA 9114E
Employee Services (2061224.9293
220 Fourth Avenue South
Kent, Washington 98032
Page 10 of 11 Revised January 13, 1999 LE
APPROVED AS TO FORM:
Roger A. Lu ovich, Kent City A Y---
ATTESTED:
Brenda Jacober,pify,
erk
SAPUBLICM\Jane\CO SULT oc
Page 11 of 11 Revised February 9, 1999 LE
iM........... ....ii.
Exhibit A.
SCOPE OF WORK
From the beginning,Executive Diversity Services would rely on internal staff to
understand current culture and workplace issues,provide feedback on design, and assist
in implementation strategies to make sure they are appropriate for the City of Kent's
workplace culture.
Components include establishing goals and measurements, conducting an organizational
cultural assessment, development of a training curriculum, facilitating a briefing with
senior executives, and conducting Diversity Awareness and Skills Building Training for
all managers and supervisors and Awareness Training for line staff.
Executive Diversity Services,Inc. will continue to partner with the City of Kent to tailor
consulting services to meet the vision, goals, and objectives of the organization.
The following steps detail the process and the anticipated consultant time required.
DETERMINE LEARNING MEASUREMENT
AND ASSESSMENT TOOLS(GOAL SETTING).
The EDS Project Manager will meet with the Directors of Employee Services and
Operations and the Diversity Training Project Director to determine overall goals for the
diversity program and determine any measurement tolls to be used.
Outcome:
• Completion of goals and measurements.
Total time for this step 2-Hours Consultation (at an hourly rate of$250/hour)
ORGANIZATIONAL CULTURE ASSESSMENT
AND CURRICULA DESIGN
Following the determination of goals and assessment tool(s)EDS will conduct an
organizational cultural assessment using interviews, focus groups and review of pertinent
policies and procedures. Based on the results of the Diversity Audit,EDS in consultation
with the City of Kent Diversity Training Committee,will develop the curricula for staff
and managers/supervisors. The EDS Project Manager will meet with the Diversity
Training Committee to brief them on results of the assessment as well as receive input on
the final curricula.
Outcomes:
• Final draft of curricula for 2 day manager/supervisor training and 1 day training for
line staff.
Total time for this step: 6 consultant days
TRAINING FOR SENIOR STAFF
EDS will conduct a 4-6 hour briefing with senior staff members. This briefing will
familiarize them with the issues identified in the assessment and the concepts and skills to
be taught in training.
Outcome:
• Completion of 4-6 hour briefing.
Total time for this step: 1 Consultant Day
DELIVERY OF MANAGER/SUPERVISOR AND EMPLOYEE TRAINING
EDS will conduct twenty eight one-day employee and manager training sessions and five
one-day manager/supervisor follow up training sessions @.$2,600/training team day.
Outcome:
• Completion of manager/supervisor training.
• Completion of employee training.
• Understanding a common definition of diversity.
• A further developed awareness of personal culture and values.
• An understanding of how culture and values affect perceptions and behaviors in the
workplace.
• Identification of individual and organizational strategies for creating a more effective
environment for diversity.
FINAL REPORT AND RECOMMENDATIONS
5 days to summarize evaluations, draft and finalize report and present to The City of Kent
@ $1,300 for 31/z associate days and $2,500 for 1 1/2 EDS principal days.
Outcome:
9 Delivery of final report with recommendations.
..............
Exhibit B
PROJECT TEAM
Project Menaa : Elmer Dixon
Responsible for:
• overall project coordination
• contact with committees and personnel
• Consultation with the City
• Design of evaluation
• Conducting assessment
• Training managers, supervisors and employees
Training Coordinator: Linda Taylor
Responsible for:
• Design of training curriculum
• Conducting evaluation
Senior and Associate Trainers: Donna Stringer, Ph.D., Elmer Dixon, Andrew Reynolds,
Carolyn Trapp,Robert Christensen,Akemi Matsumoto, and Marian Lyles.
Responsible for:
• Training
• Assisting in conducting assessment
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Exhibit C c qN�F$
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PAYMENT TERMS, SCHEDULING, TRAINING MATERIALS,
AND CANCELLATION POLICY
The City of Kent shall schedule participating 94 identify, schedule and provide training
facilities, and provide necessary equipment as identified by the EDS project manager, and
duplicate training materials from an original provided by EDS.
EDS will invoice monthly as services are performed, and payment shall be due on
receipt. Past due invoices will be subject to interest at one and one-half (1'/2%)percent
per month after thirty(30) days.
Individual training sessions may be canceled by giving fourteen(14) days prior notice.
The City of Kent will be invoiced for any training dates canceled with less than fourteen
(14) days notice. The City of Kent will reimburse EDS for any non-refundable travel
expenses related to canceled training dates,unless canceled by EDS.
PROPOSAL TO PROVIDE
DIVERSITY TRAINING SERVICES TO
CITY OF KENT
Submitted by
Executive Diversity Services, Inc.
675 South Lane Street, Suite 305
Seattle, WA 98104
October 2, 1998
BACKGROUND AND UNDERSTANDING
Executive Diversity Services, Inc. (EDS) has substantial expertise and experience in
understanding municipalities and structures similar to the City of Kent. EDS principals
have over 30 years of combined experience as managers in public, private, and non-profit
organizations. Most recently, Linda Taylor and Elmer Dixon completed 8 years as
Directors of City of Seattle cabinet level departments and Donna Stringer was Deputy
Director of a major State of Washington agency until 1988. Our experience as managers
of public sector agencies has given us an understanding of the particularly sensitive
nature of cultural diversity needs in visible public/political settings. All sub-contractors
utilized by EDS, Inc. have experiences as both line employees and managers, allowing us
to relate effectively to both public sector employees and management.
Dixon, Stringer and Taylor have 15 years experience as Affirmative Action and Equal
Employment Opportunity managers in the Washington State public sector. Both
maintain familiarity with current relevant legislation and case law. Additionally,training
team members include attorneys and managers specializing in employment law and
supervision.
We are currently working with two cities and two counties that are experiencing similar
growth in both population and diversity as the City of Kent. We have trained the
employees of seven cities and three counties in our eleven-year history and continue to
advise them as they continue to develop their diversity program.
EDS understands the both the intent of the program and training objectives and the City's
awareness of the evolutionary and developmental quality of the diversity program.
Common foundation, experience and definitions/understandings accompanied by initial
skills for competency with co-workers and customers can result in decreased conflict and
misperception and increased effectiveness and responsibility for individual
communication.
In order to maximize the benefits to the organization of its diversity program,the
following are critical organizational components that the City of Kent is either actively
involved in or preparing for as noted in the RFP document.
✓ Support from Executive level management, beginning with program design
and continuing through implementation. The Mayor's Multicultural Diversity
Task Force and the City Council Members have taken care to understand the
impact of diversity on a growing municipality. They are understanding of the
range of activities that allow a city to value diversity and manage its' impact and
have supported training as one of the recommendations.
✓ Access to an "Executive Champion" for periodic feedback sessions
throughout the program. The on-going involvement of the Directors of
Proposal/City of Kent Page 2
Operations and of Employee Services through monthly progress meetings allows
opportunities for both executive leadership and communication.
✓ Understanding and modeling of behaviors that value diversity by managers
and supervisors. A critical part of establishing a common foundation and initial
competency tools to all employees is the on-going practice of those tools by
managers and supervisors as well as supporting employees use of them.
✓ Willingness and ability of the Mayor, City Council and the Employee
Services and Diversity Project staff to modify policies and procedures that
create barriers to inclusion and cultural competency as they are identified.
The examination of the City's employment Process and job descriptions, as well
as, compliance with the ADA set the stage for an effective and integrated
approach. Additionally, it shows the willingness to identify and remove barriers.
✓ Effective internal communication systems to let leadership and functional
staff know from the beginning what is being done and why. EDS will advise
the City of Kent on creative communications to both maintain the momentum
created by the training and capitalize on other diversity activities and information.
Periodic reporting of training activities and progress can be readily folded in to
on-going communication across the City ranks.
✓ Partnerships between leadership and functional staff that lead to trust that
management is serious about making required changes as identified to create
a productive, quality-oriented, and inclusive organization. The development
of the Diversity Training Committee and the on-going involvement of Department
Directors lay the foundation for not only partnerships between those two groups,
but the ability to design communication with all employee groups to build on the
commitment and momentum of the diversity project.
✓ A designated organizational partner(project director)who can respond
rapidly to program and logistical issues. Not only has the city designated a
project director but has taken appropriate steps to established adequate staffing.
diversity training committee and will name a training coordinator.
APPROACH
1. METHODOLOGIES
EDS' philosophy of diversity covers both our relationships with our clients and the
policies and training programs we design and deliver.
Proposal/City of Kent Page 3
With regard to our clients, our philosophy is that the best successes come from
partnerships. We work closely with clients to craft a product,which is better than either
of us alone could achieve. Diversity initiatives necessarily result in organizational
change. We collaborate with the client to be sure that the change is one that meets their
business needs, and that it is designed to increase inclusion and generate support and
participation from employees, not resistance. We respect that clients know what will
work within their own organization. We expect that they will respect our expertise in the
area of organizational development and diversity.
Our design and delivery of training programs is grounded in research and application
from the fields of intercultural communication, social psychology and adult learning.
This translates to the following beliefs and practices:
* Training content should always include a combination of awareness, information, and
tools which people can use to develop greater effectiveness. We involve participants'
heads, hearts and hands. To maximize participant learning, we balance support and
challenge.
* We believe it is important to provide a framework of understanding culture and
values that is applicable to a broad range of interactions, not just specific information
that is useful only in certain situations. Our approach is"value based,"because our
research and experience have provided us with evidence that it best helps participants
understand the visible and invisible aspects of culture. This understanding includes
how culture teaches values, behaviors and perceptions.
* Employer-provided training should have a business purpose. Therefore, we design
training that is both workplace and behavior focused. We help participants learn how
their culture, values, and perceptions impact how they see others—individually and in
groups—and their effectiveness in the workplace. We provide participants with new
information, behaviors, and tools, which enable them to decrease cultural
misunderstandings and conflict and to increase effectiveness and productivity.
* Because people learn more readily in environments where they feel safe, our training
is non-confrontational. Each participant is treated with respect and without judgment
allowing them to participate without concern of evaluation. A primary motivator for
employees in our training is the positive, non-judgmental attitude of the trainers and
training materials. The consistent focus is on increasing information, tools, and skills.
* Because modeling is a powerful form of teaching, EDS always provides training with
a two-person team. This allows us to fully attend to the needs of all participants, to
demonstrate two different styles of communication and training, and to model how a
diverse team of people can work effectively together.
• Attention to adult learning styles is critical to the success of any training program.
We attend to developmental stages as we design both content and process for training
curricula. Facilitation methods include brief lectures (which we call lecturettes),
Proposal/City of Kcnt Pagc 4
related articles, bibliographies, case studies, simulations, small group exercises,
discussions, videotapes, and other visual aids, role-playing, self-analysis, and other
group exploration.
* Class size affects dynamics. We typically limit class size to a maximum of 30, with
25 being optimal. This number enables the trainers to create a safe, effective
environment in which no one individual can either"disappear"because there are too
many people in the room, or feel they are in the"spotlight"because there are too few.
2. WORKPLAN
From the beginning,Executive Diversity Services would rely on internal staff to
understand current culture and workplace issues, provide feedback on design, and assist
in implementation strategies to make sure they are appropriate-for the City of Kent's
workplace culture.
The above philosophy of training, as well as our experience with other diversity
initiatives, leads us to believe the following steps are an effective way to implement a
diversity program. We would recommend that the City of Kent approach their diversity
program using these steps—recognizing that the approach may be modified as we
develop our partnership with you and customize our ideas to your specific workplace
culture.
Step 1: Determine learning measurement'assessment tools(Goal setting)
This step in the process is critical because it establishes the"why" one is engaging
in the training, "what"one expects to achieve, and develops the"how"by which
the achievement of those goals will be measured. This step would initially be
undertaken in meeting with the Directors of Employee Services and Operations
and the Diversity Training Project Director.
The more clearly the organization identifies its goals and expectations for this
program,the more clearly they can be communicated early to employees. The
more involvement by employees in the audit focus groups,the more successful
the program will be. Employees are more likely to support and participate in
changes they understand and have had input to.
Measuring the results of awareness training is challenging. Research indicates
that the impact of such training may not be readily apparent for months or years.
Nonetheless, with finite goals we can work with the City of Kent to develop
short- and long-term measurements. We could measure the impact of this training
in two ways: immediate response to the training and longer-term results.
Proposal/City of Kent Page 5
Immediate results will be measured by a post-training evaluation at the end of the
training session. This evaluation will ask, among other things, whether the
participant believes the training was valuable, whether s/he will use information
from the class immediately in the workplace, and how s/he will use the
information. Additional items can be designed in partnership with the City.
Additionally, participants can develop action plans, in training,to be carried out
in their day to day work. These plans should be behavioral and as such, visible
over time in there results.
We would assist in developing benchmarks pre-training and measure those
benchmarks post training(again, in 12 months). Examples of these measures
might include retention rates, grievances, absenteeism, or other measures that
might indicate that employees felt more positive about the workforce and
organization than they did pre-training. A third way of measuring the results of
the training would be to conduct a second cultural assessment (see Step 2 below),
asking the same questions with the same individuals to identify whether their
assessments of the work environment had changed since the training.
Deliverable: Goals, assessment approach and benchmarks done on-site
Step 2: Organizational culture assessment &Curricula design
Following the determination of goals and assessment tool(s) we would conduct an
organizational cultural assessment using interviews, focus groups and review of
pertinent policies and procedures. This assessment will allow us to identify the
specific content (breadth and depth of information provided) and process (types of
learning activities) which will work best in your setting. These focus groups also
allow EDS to quickly understand the unique City culture and to tailor training
examples and case studies. Diversity Project Staff and training committee will be
critical in partnering with EDS to identify both interviewees and focus group
participants to gather critical information in a focussed and cost effective manner.
We would expect to interview both formal and informal leaders among a broad
cross-section of the organization to determine current organizational issues and
level of awareness regarding diversity.
Following this information gathering and consultation with staff, we would design
curriculum that addresses issues and concerns identified in the assessment and
which builds the foundation on the current level of awareness about diversity.
Following this design phase, we would again meet with staff to identify and make
needed revisions in the training.
Deliverable: Assessment results and finalized training curricula and related
materials. Focus groups and interviews done on-site, analysis and curricula
Proposal/City of Kent Page 6
design— off-site. Meetings with Diversity Training Committee and Training
Coordinator on-site.
Step 3: Training for senior staff, managers, supervisors mid employees
As outlined above, understanding, by senior managers, of the business case for
diversity and the best practices for the City of Kent to employ is critical to the
overall success of building an inclusive, productive and skilled organization. For
this reason,EDS recommends beginning with a 4—6 hour briefing with senior
staff members. This briefing would familiarize them with the issues identified in
the assessment and the concepts and skills to be taught in training. Additionally,
it would allow them to identify their leadership responsibilities to the project's
success.
As a general rule, we encourage a mix of managers/supervisors and line staff in
all training sessions unless the presence of management would act as a damper on
the interactivity of line staff. Whether to mix employees and
managers/supervisors or train them separately would be recommended based on
information obtained during the organizational assessment and consultation with
the City Diversity Project staff. No matter what training configuration is decided
upon,we recommend a second day for managers and supervisors to allow them to
gain and apply additional tools for managing diversity.
In the cost data submittal that follows we outline two options. The first option
recommends a one-day training for employees and managers, followed by one
additional day for managers. This approach is optimum and allows participants,
in day one, to learn an approach for understanding and assessing personal, co-
worker and client difference, as well as,behavioral tools for effectiveness. Day
two for managers and supervisors, then allows for learning and application of
managerial responsibilities and additional skills, as well as, action planning for
building a strong and inclusive diverse team.
The second option recommends a four-hour training for employees and managers,
followed by the follow up day for supervisors and managers. The four-hour
training is primarily information giving, supported by initial tools for increased
effectiveness. Both options can be effective, the choice is driven by the City of
Kent's goals, their time, and financial resources. With both options, EDS would
recommend follow up activities to be carried out by the City staff to build on both
the skill and the momentum developed in the training effort.
Deliverable: Training of Managers, Supervisors and employees done on-site.
Monthly progress meetings with Directors done on-site. Written progress
reports done off-site and reviewed on-site.
Proposal/City of Kent Page 7
Step 4: Final report atul Recommendations
EDS will prepare a written report including a summary of participant
evaluations of the training sessions, trainer observations during the training, and
our recommendations for next steps for City of Kent to consider.
Final Report written off-site and delivered to directors, committees, and
other appropriate parties on-site.
3. PROJECT ORGANIZATION AND STAFFING
EDS offers a core team of nine individuals who would assist in consulting or training
services as appropriate to their areas of expertise. Actual training teams would consist of
an EDS principal or Senior trainer and an additional trainer or subcontractor. All EDS
trainers or subcontractors have five or more years experience working with and training
in cross cultural issues. Additionally, all have completed our forty- (40) hour trainer's
program in content, philosophy, values and ethics. Selection of specific training
personnel for this project would be conducted in consultation with the City of Kent based
on the best match for the target training population and needs.
The project team, including the manager,training coordinator and senior and associate
trainers would commit to complete the project. The group is large enough to absorb any
unanticipated turnover without compromising the quality of the project.
Because EDS is a certified women and minority-owned business with the State of
Washington and has sufficient personnel to accomplish this scope of work, we would not
propose to subcontract any portion. Resumes of key personnel and all trainers are found
in Appendix B.
Project Manager: Elmer Dixon
Responsible for:
• Overall project coordination
• Contact with committees and personnel
• Consultation with the City
• Design of evaluation
• Training managers, supervisors and employees
Training Coordinator: Linda Taylor
Responsible for:
• Design of training curriculum
• Conducting evaluation
• Training managers, supervisors and employees
• Contact with committees
Proposal/Cih,of Kent Page 8
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Senior and Associate Trainers: Donna Stringer,Ph.D.,Elmer Dixon, Andrew Reynolds,
Cleo Molina, Bob Christenson, Akemi Matsumoto,Lisa Weinberg, and Marian Lyles.
Responsible for:
• Training
• Assisting in conducting evaluation
The trainers employed by EDS have educational degrees in Psychology,Public
Administration, Law, Human Resource Management, Education, Inter-cultural and
Speech Communication, and in Black, Asian, Chicano, Bilingual and Ethnic Education.
They have experience both as employees and managers in the public,private and non-
profit sectors.
An organizational chart reflecting responsibilities of personnel assigned to this scope of
work follows on the next page.
Proposal/City of Kent Page 9
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PROJECT SCHEDULE
Task Person Schedule for completion and
Responsible deadline
Step 1: Determine learning Taylor Two weeks after contract signing;
measurement&assessment tools may be completed in 1998.
Step 2: Organizational culture
assessment&curricula design.
• Assessment&Interviews and Dixon/Taylor Six weeks after contract signing;
results delivery. may be completed in 1998,by
• Curricula Design/Finalization and Taylor December 18a'.
delivery.
Step 3: Training for senior staff,
managers1mipervisors/employees
• Senior Staff Training Dixon Senior Staff Training to be
Option 1: completed in January 1999.
• Employees &Managers Dixon, et al.
• Managers/Supervisors Follow-up Dixon, et al. Option 1 training 4-5 days per
Option 2: month, January— September 1999.
• Employees & Managers Dixon, et al.
Option 2 training 4 days per
• Managers/Supervisors Follow-up Dixon, et al. month, February— July 1999.
Step 4: Final report, Dixon/Taylor Final report written and delivered
Recommendations and delivery by November 10P` 1999.
COST DATA
Executive Diversity Service's Public Sector rates are$250/hour, $1,000/half day,
$1,450/associate day, $1,650/principal day, and $2,800/training team day. We endeavor
to economize by combining tasks, billing in the most effective manner for the client and
using the appropriate EDS resource to meet the need.
Because this scope of work is substantial and has the possibility of being multi-year, EDS
would discount our public sector rate to $1,350/associate day, $1,500/principal day, and
$2,600/training team day; our hourly and half day rates remain the same. Additionally,
Proposal/City of Kent Page 11
while EDS' rates will go up in January of 1999, we will commit to the above fees through
1999.
The following scope and budget is calculated on 700 employees, of which approximately
120 are managers and supervisors.. Steps 1 and 2 below can be accomplished in 1998.
Option I OOvtion 2
Step I: Determine learning measurement
and assessment tools (Goal setting).
Two meetings @$250/hour $ 500 $ 500
Step 2: Organizational culture assessment
and curricula design. 4 days assessment
and interviews and 2 days for design and
finalization @ $1,350 per associate day $ 87100 $ 8,100
Step 3: Training for senior staff, managers,
supervisors and employees. Senior staff
training: 1 EDS principal day @$1,500 $ 1,500 $ 12500
Option 1: Twenty-eight one-day employee
and manager Trainings and Five 17day
manager/supervisor follow up trainings
a $2,600/training team day. $ 85y800
Option 2: Twenty-eight 4-hour employee
and manager trainings and Five 1-day
manager/supervisor follow up trainings
@ $ 2,600/training team day. $49,400
Step 4: Final report wid Recommendations
5 days to summarize evaluations, draft and
finalize report and present to City of Kent
@ $1,350 for 3 '/z associate days and $2,500
for 1 '/2.EDS principal days. $ 7,550 $ 7,550
Sub-Total $1039450 $67,050
10% for monthly meetings with department
directors, diversity training committee,
administrative support in producing monthly
reporting and scheduling, and related
consultations as necessary. $ 10,345 $ 6.705
Total $1137795 S 73,755
Proposal/City of Kent Pale 12
RELATED EXPERIENCE
EDS has extensive experience with organizations similar to City of Kent including Pierce
Transit, Bonneville Power Administration, Metro, Seattle City Light, Bellingham Transit,
the APTA, and Community Transit. Without exception, EDS has concluded all contracts
at or under budget,within agreed upon time frames, and exceeding expectations. We
take pride in our long-term relationships with the aforementioned organizations and many
others on our client list.
We have designed and implemented cultural diversity assessments focused on
occupational categories, work teams, departments, divisions, and organizations.
Additionally, we have assessed workplace systems, team development and individual,
inter and intra-group communication. We have provided policy and programmatic
recommendations, conducted and evaluated training for executive, management and
employee populations and developed internal training teams and diversity programs for
municipalities, utilities, transit, shipyards and state departments.
Both Linda Taylor and Donna Stringer, co-owners of Executive Diversity Services, Inc.
(EDS) have received graduate level training in organizational development, cross-cultural
communication, minority studies, curricula design and the adult Teaming process. Dr.
Stringer received her doctorate in Social Psychology with a focus in research and
assessment design and methods with women and minorities. Both have attended and
taught at the Summer Institute for Intercultural Communication which focuses on
organizational consulting, curricula design and development specifically in the area of
multi-cultural issues.
At Community Transit (CT) in Everett, EDS began our partnership by becoming a
member of an already established employee diversity advisory group, which is a sub-
committee of CT's overall steering and vision team. This group had been developing its
knowledge of workplace diversity as it struggled with the unique organizational issues of
community and company growth and the policy needs of an increasingly diverse
population. EDS provided team building and diversity training to the group and worked
with them to develop diversity, equal employment, and behavioral expectation policies.
Using the counsel of the group, EDS conducted an organizational culture audit with
recommendations for their diversity initiative. We facilitated their development of a
diversity strategic plan with action steps. We continue to assist in the implementation of
this plan.
EDS is provided two-day manager and supervisor training at CT. We have trained
fourteen internal trainers and are co-training employees with the internal trainers. EDS
designed and participated in the implementation of the advertising, interview and
selection, and preparation of this training group. Additionally, we continue to meet with
both the Diversity Committee and the internal Training Group one day per month to
continue their development. We will provide Phase II employee training in 1999.
Proposal/City of Kent Page 13
We have provided support, coaching and intervention to both individual employees and
intact work teams. We consult on the design and provision of communication regarding
the diversity initiative and organizational change to the organization and the Board of
Directors.
Client Name: Community Transit 1997— 1998
Address: 7000 Hardeson Road,Everett, WA 98203
Project Manager: Tim Villarreal, Supervisor of Training
Telephone: (425) 348-7113
EDS has partnered with Eddie Bauer(EB) in Redmond for over three years, serving in
both a training and consulting capacity. We began by assisting them in developing a
business case that fit their unique product oriented environment, coupled with best
practices for behavior that meshed with their existing overall company values and success
strategies. As we have advised them in gathering data through focus groups and
developing accountabilities for leadership and behavioral change, we have worked to
develop a keen understanding of their culture in order to tailor strategies that met their
needs with maximum success.
We have developed and provided training in the areas of retail, catalog sales, customer
service, and corporate and administration. Additionally, we have developed training
courses, including facilitator manuals,.which are provided by internal EB trainers and
managers both domestically and internationally.
As EB has developed in their understanding of diversity and its role in their environment,
we have continued to participate in strategy sessions, to develop new ways of doing
business which are inclusive, productive and cost effective. Through this partnership
EDS has gained a greater ability to think about training in new formats and lengths in
order to meet the constraints of their business. We have also gained a level of comfort in
a developmental and incremental approach to a diversity initiative.
Client Name: Eddie Bauer 1996— 1998
Address: 15010 NE 36th Street, Redmond,WA 98073-9700
Project Manager: Michelle Clements, Director—Eddie Bauer University
Telephone: (425) 882-6682
While the Seattle King County Department of Public Health is a larger organization
and workforce than City of Kent, it represents and serves a large geographic area with
very diverse populations and needs.
EDS conducted an employee cultural audit that resulted in a series of organizational
observations and recommendations. We interviewed and selected a multi-level, multi-
occupation and geographically represented employee diversity management committee
(DMC) that we supported through the development of their strategic plan. This group
Proposal/City of Kent Page 14
continues to oversee the development of the diversity initiative today. EDS facilitated
two senior management and DMC retreats to prioritize goals from the strategic plan and
develop actions. Through these retreats and interim joint meetings this group built
understanding and trust across the management and employee ranks. They developed a
cohesive and shared diversity vision that sustains their continued work today.
Since that initial work,EDS has worked extensively with both the Central and North
Districts to resolve diversity issues, develop shared behavioral expectations, improve
communication, develop systems and policies to support their vision, and provide skills
training in cultural competency. In both areas we have worked to build the capacity and
skill of key staff who can continue to carry out this work without our assistance.
Client Name: Seattle-King County Department of Public Health 1996— 1998
Address: 2124 Fourth Avenue, Seattle, WA 98121
Project Manager: Sharon Stewart Johnson, Deputy Director, SKCDPH
Telephone: (206) 296-4552
Project Manager: Nova Jones,Regional Administrator,Central Region
Telephone: (206) 296-4790
Project Manager: Donald Proby,Regional Health Educator,North Region
Telephone: (296) 296-4765
At King County Department of Transportation (formerly King County Public Works,
Roads Division), EDS provided training to supervisors and leads, employees and intact
work groups covering communication, culture and EEO and discrimination law.
Additionally, we conducted team building, conflict interventions,behavioral norm setting
and coaching with intact divisions and individual supervisors. This work took place over
a three-year period.
Client Name: King County Department of Transportation 1995—1998
Address: Renton,WA
Project Manager: Roderick E. Matsuno, Operations Manager—Maintenance Section
Telephone: (206) 296-8140
Proposal/City of Kent Page 15
EDS partnered with the City of Portland to conduct a citywide needs assessment,train
two groups of internal trainers and provide two day trainings to all managers, supervisors
and employees. EDS co-trained with the internal trainers in all employee levels. We
developed the internal trainers to a point where they were able to plan other training
workshops and informal offerings.
Client Name: City of Portland 1992— 1995
Address: 1220 SW 5th Avenue, Portland, OR 97204
Project Manager: Celia Heron,Director
Telephone: (503) 823-4134
At Clark County, EDS conducted a county-wide needs assessment, designed training for
both phase I and Il, trained an internal training group and conducted both phases of
training with the internal trainers. We also assisted in the writing of diversity policies.
Client Name: Clark County 1994—1997
Address: PO Box 5000, Vancouver,WA 98668-5000
Project Manager: Carol Chislett,Personnel Representative
Telephone: (206) 699-2456
A more extensive client list is provided in Appendix C. City of Kent is welcome to
contact other clients for their experience and recommendations. EDS would be glad to
provide both contact names and phone numbers at your request.
Proposal/City of Kent Page 16
STATEMENT OF COMPLIANCE AND INSURANCE
This proposal, submitted by Executive Diversity Services, Inc. (EDS), is in strict
compliance with the Request for Proposal except for the item listed below.
Suggested change in RFP language: In addition to the City's definition of cross-
cultural, EDS would add that diversity is defined broadly to include, not only visible
characteristics such as race, ethnicity, gender, age, physical and mental abilities, sexual
orientation,but also invisible characteristics which include religion, political ideology,
marital and family status, social and economic status, skills and occupation, education,
language, and level in the organization among others.
This broad definition would have a marked impact on the acceptance of the training and
the level of individual responsibility and willingness of city employees to change their
behaviors and develop new skills. Our experience has shown again and again that a more
inclusive definition has considerable positive results.
Additionally, broadening the definition allows the city to operationalize its value of the
diversity of all its employees.
LIABILITY INSURANCE
EDS maintains the required insurance and would name the City of Kent as an additional
insured and provide a certificate of insurance and endorsement after contract signing.
Proposal/City of Kent Page 17
APPENDIX A
Note: Training is customized to meet client creeds. This is a general outline to provide
information about typical components.
SAMPLE
Course Description & Curriculum - 1998
DIVERSITY AWARENESS
One Day Class
This class focuses on diversity issues that can improve both internal and external
effectiveness with co-workers and customers. Participants will learn common definitions
of diversity and culture and explore the roles of perception and stereotypes in creating
cross-cultural misunderstandings. The class explores the three invisible aspects of culture
which are most critical to being effective in cross-cultural interactions with co-workers or
customers: non-verbal behaviors, communication styles and values. Participants will
receive information, have opportunities to increase personal awareness, and learn tools,
which can be used to improve interpersonal effectiveness across difference.
GOALS:
■ Participants will learn a common,broad definition of both diversity and culture.
■ Participants will understand how both perception and stereotypes impact
interpersonal effectiveness.
■ Participants will learn how cultural differences(values, communication styles and
nonverbal behaviors) can create mis-understandings or conflict across difference.
■ Participants will identify their own cultural learning and explore how it may affect
their approach to people different from themselves.
■ Participants will learn tools for positive thinking and greater effectiveness with
people different from themselves.
■ Participants will learn a model describing personal and organizational challenges
regarding diversity.
■ Participants will practice tools, applying them to specific situations involving
diversity.
Proposal/City of Kent Page 18
Day One
Topic EDS principal Outcomes
Introductions Culture Contact Exercise ■ Establish goals
Goals, Expectations Flip Chart ■ Introduction of trainers and
Large& Small Group Discussion participants
■ Develop broad definition of diversity
■ Assess past cross-cultural experiences
of participants and how they affect the
workplace
Perception, Programming and Perception exercise&model ■ Experiencing perception differences
Stereotypes Stereotype&Generalization and understanding how perception
exercise occurs
Flip Chart ■ Differentiating stereotypes and
Large group discussion generalizations
■ Identifying how stereotypes and
generalizations affect individuals and
the work environment
■ Learn tools regarding Intent vs.
Impact, controlling knee jerk reactions
and being flexible
Culture Lecturette ■ Understanding what culture is,how we
Small Group Discussion learn it and how it informs our
Workplace culture exercise behaviors and perceptions
■ Identifying the effects of culture in the
work environment
■ Examine the synergy derived from
blending the best of two cultures into
one as a means of reducing we/they
behaviors.
■ Identifying personal and work cultures
and how they can create both conflict
and effectiveness on the job.
■ Learn strategies for cross culture
effectiveness.
Invisible Culture: Lecturette ■ Identifying individual style
Communication Styles Communication Styles Exercise preferences.
Overhead Projector ■ Exploring sources of misperception
and conflict across style differences
■ Identifying strengths of each style and
how each contributes to the work
environment and effective team
development.
■ Learn tools for clarifying style and
being more respectful and effective
across style differences.
Proposal/City of Kent Page 19
Invisible Culture: Lecturette • Understanding the origin and role of
Values Flip Chart values.
Values Exercise ■ Identifying potential workplace
conflicts across value differences or
sensitive workplace situations.
■ Exploring how to identify values and
use them to improve work place
effectiveness and reduce conflict
caused by value differences.
■ Learn tools for effectiveness across
value differences and sensitive
workplace situations.
Invisible Culture: Demonstration ■ Examine cross culture preferences for
Nonverbal Behaviors Group Exercise nonverbal behaviors and their potential
Discussion for misunderstanding.
■ Identify tools for greater effectiveness
across
■ different nonverbal behaviors.
Individual and Organizational Lecturette ■ Learn a model for understanding the
Challenges Discussion challenges to individuals and
organizations in showing a value for
diversity.
■ Learn a tool for moving toward greater
effectiveness.
Tools,Resources& Lecturette ■ Review all tools identified during
Multi-Cultural training.
Characteristics ■ Provide participants with
information about company
resources available to them.
■ Review characteristics which lead
to multi-cultural effectiveness.
Evaluation and Closure Written feedback form ■ Feedback to trainers and the
organization regarding
effectiveness of training.
Proposal/City of Kent Page 20
APPENDIX B
CONSULTANT RESUMES
LINDA E. TAYLOR
Linda Taylor has assisted more than 2,000 public, private and non-profit organizations in
meeting the challenges and capitalizing on the resources of changing workforce ,
demographics. She combines 15 years experience as a successful public sector manager
of diverse employee groups and organizations, with sound theoretical knowledge and
commitment. A highly acclaimed consultant,trainer and speaker, she is widely
recognized for her ability to lead and empower diverse populations.
Linda has provided consulting and training services in understanding, valuing and
managing diversity to over 15,000 public sector leads, supervisors, managers and
employees in Washington, Oregon and California. These services have been provided to
department divisions including DSHS Income Assistance,Lottery Sales, and Mt. Hood
Forest National Park Summer Supervisors, and to entire departments, regions,
municipalities and counties including DSHS Region IV and Income Assistance,
Washington State Lottery, Cities of Bellingham, Washington and Portland, Oregon, and
the Counties of Clark, Washington, and Sacramento, California.
EDUCATION
Summer Institute for Intercultural Communication, Portland, OR; 19S9, 1990, 1996
Senior Management Institute, University of Washington, Seattle, WA
M.A. Program, Applied Psychology, Eastern Washington University, Cheney, WA
B.A., Psychology, Eastern Washington University, Cheney,WA
WORK EXPERIENCE
Executive Vice President, Executive Diversity Services,Inc., Seattle,WA.
Consulting, needs assessments and training for organizations and executives in effective
understanding and management of diversity in the workforce and client populations.
Director, Office for Women's Rights, City of Seattle, WA. Directed an Executive
Branch department in city government responsible for policy and legislation affecting
women and sexual minorities. Reported to the Mayor, with membership on the Mayor's
Cabinet and the Sub-cabinets for Human Services and Executive Administration.
Proposal/City of Kent Pace 21
Youth Employment and Training Director,Washington Energy and Employment
Resources, Spokane,WA. Administered 23 employment and training programs
covering a nine county area, with a budget of over four million dollars.
Director, Black Education Program, Eastern Washington University, Cheney,WA.
Administered Academic, Social Service and Counseling divisions. Designed policy and
programmatic objectives for department and successfully presented them to Board of
Trustees.
PUBLICATIONS (Partial listing only)
Stringer,Donna, and Taylor,Linda, "Twenty tips for interviewing multicultural
candidates," Cultural Diversity at Work newsletter,November 1996.
Stringer, D., and Taylor, L., "Training Internal Trainers of Organizations: Some
Thoughts," Training & Culture Newsletter,March 1990
Stringer,D., and Taylor, L., "Guidelines For Implementing Diversity Training: Tips for
Managers." Training& Culture Newsletter.May 1991.
COMMUNITY SERVICE (Partial listing only)
Curriculum Committee,Leadership Tomorrow, Seattle,WA
Volunteer Development Committee, United Way of King County, WA
Member,King County Alcoholism and Drug Abuse Allocation Board
Member and Chair, Family Opportunity Council, Region 4, Dept. of Social and Health
Services
Board Member, Youth Committee Chair,East Madison YMCA, Seattle, WA
Member and Program Chair,Women+Business Board of Directors, Seattle,WA
Founding Member, Women's Funding Alliance, Seattle, WA
Board Member and Chair, Spokane Industrialization Center,Inc.
Board Member and President,National Organization for Women, Spokane Chapter
Founding Member and President,Washington State Black Women's Political Caucus
Advisor, NAACP Youth Chapter
Proposal/City of Kent Page 22
DONNA M. STRINGER, Ph.D.
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Donna Stringer is a social psychologist with 20 years experience as a manager, teacher
and trainer. She has managed city, state and higher education departments, and has
extensive experience with Affirmative Action and Equal Employment law. She has been
a featured speaker at many local, state and national conferences, and has conducted
training programs for more than 30,000 persons. She is an active researcher and has
published in the areas of management, sexual harassment, diversity, gender roles and self
esteem. She has been an adjunct faculty member on eight campuses, and is a faculty
member for the Intercultural Communications Institute. Donna is a charismatic speaker
who combines her theoretical knowledge, practical experience and commitment to
effective human relations to provide outstanding consultation and training in
organizational settings.
EDUCATION
Summer Institute for Intercultural Communication,Portland, OR; July 1989-1993
Program for Executives in State and Local Government, John F. Kennedy School of
Government, Harvard University,Boston, MA
Ph.D., Social/Developmental Psychology, University of California, Davis, CA
WORK EXPERIENCE
President, Executive Diversity Services, Inc., Seattle,WA. Consulting, needs
assessments and training for organizations and executives in effective understanding and
management of diversity in the workforce and client populations.
Adjunct Faculty, Seattle University and Antioch University. Taught courses in
Management Principals, Managing Diversity and Supervisory Practices.
Faculty, Summer Institute for Intercultural Communication, Portland, OR, 1994-
current.
Associate Dean for Student Services, North Seattle Community College. Responsible
for development and implementation of multi-cultural services for students, faculty and
staff.
Deputy Director, Washington State Department of Licensing. Chief Operating
Officer responsible for a budget of$750 million and staff of 1200 located throughout the
state.
Proposal/Ot} of Kent Pale 23
Assistant Director,Vehicle Services,Washington State Department of Licensing.
Responsible for a budget of$350 million and staff of 1500 located throughout the state.
Director, Office for Women's Rights, City of Seattle. An executive branch department
within city government responsible for policy affecting women and sexual minorities.
Reported to the Mayor with membership on the Mayor's cabinet.
Human Resources/Affirmative Action Officer, Montana State University,Bozeman,
Montana
PUBLICATIONS (Partial listing only)
Stringer,Donna, and Taylor, Linda,"Twenty tips for interviewing multicultural
candidates,"Cultural Diversity at Work newsletter,November 1996.
Stringer, Donna M., "Customizing diversity training for skilled labor," Cultural Diversity
at Work newsletter,May 1995.
Stringer,Donna M., "The role of women in workplace diversity consulting," Chapter in
Journal of Organizational Change Management, Volume 8,Number 1, 1995.
Stringer,Donna M., "Education and the Workplace," Chapter in Diversity as Dialogue.
Johnella Butler and Betty Schmitz, editors. 1994.
Stringer, Donna M. "Benefits and pitfalls of diversity task forces," Cultural Diversity at
Work newsletter, November 1994
Stringer,Donna, and Taylor, Linda, "Guidelines for Implementing Diversity Training:
Tips for Managers," Training & Culture Newsletter,May 1991
Remick, Helen R., Ginorio, A., Salisbury, J., and Stringer., "In-house investigation of
sexual harassment complaints," Women Studies Quarterly, Summer 1990
Stringer, Donna, and Taylor, Linda, "Training Internal Trainers of Organizations: Some
Thoughts," Training & Culture Newsletter,March 1990
Stringer-Moore, D. M., "Dual Career Couples: Impacts and implications for employers."
Public Personnel Management, Spring, 1990
Proposal/City of Kent Page 24
ELMER J. DIXON
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Elmer Dixon has educational training in Public Administration, and 16 years of
management experience in public, private and non-profit organizations. During five
years as the EEO/Affirmative Action Officer at the Seattle Parks Department,Elmer
developed hiring, training and retention programs for a multi-cultural staff, and assisted
both management and employees in investigating and resolving conflicts. He possesses
the ability to combine innovative theory, practical experience, and a dynamic classroom
presence to effectively teach adult learners. A highly acclaimed tactician and speaker, he
is widely recognized for his ability to lead and motivate diverse populations.
EDUCATION
Public Administration,University of Washington, Seattle,WA
Sociology, University of Oregon, Eugene, OR
Advanced Management Program, City of Seattle
WORK EXPERIENCE
Senior Associate, Executive Diversity Services, Inc., Seattle,WA Consulting, needs
assessments and training for organizations and executives to help in understanding and
managing diversity in the workplace and with client populations.
Operations Manager,Department of License and Consumer Affairs,Division of
Animal Control, City of Seattle. Responsible for budget development, division
operations, staff scheduling, training and facility management.
Director, Citizens' Service Bureau, City of Seattle, Office of the Mayor. An
executive branch department within city government responsible for servicing complaints
and questions from citizens, and acting as liaison for the Mayor and citizens on a variety
of public issues and concerns.
Training and Education Manager/EEO Officer, Seattle Department of Parks and
Recreation. Responsible for the design and development of annual training plan for an
organization of 1300 employees. Responsible for development, implementation and
monitoring of affirmative action policies.
Executive Director, Sydney Miller Community Service Center. Responsible for
overall management of non-profit community service agency.
Proposal/City of Kent Page 25
COMMUNITYSERVICE (Partial listing only)
Executive Committee and Chair, Teen Seattle
Board Member, Atlantic Street Center
Board Member, Seattle Urban 4-H Challenge
Board Member, Sydney Miller Group
Board Member, Central Area Motivation Program
Board Member, Central Seattle Community Health Center
Member, Voices of Civil Rights Project Committee
Member, EOP Community Liaison Committee, University of Washington
Member, Police and Community Relations Task Force, Church Council of Greater
Seattle
Proposal/City of Kent Page 26
ANDY REYNOLDS
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Andy Reynolds has the management and training experience and successful community
involvement that makes him an effective consultant and trainer. His effectiveness is
continually rated high by participants in his workshops. He has worked with and for a
number of public, private and non-profit organizations,helping them to productively
meet the challenges of ever increasing diverse workforces. He is widely recognized for
his ability to lead and empower diverse groups.
EDUCATION
Summer Institute for Intercultural Communication, Portland, OR
Journalism Program, Columbia Graduate School of Journalism, Columbia University,
NYC
B.S.,Biology,North Carolina A&T University, Greensboro,NC
B.A., Liberal Arts, Lincoln University,PA
WORK EXPERIENCE
Senior Consultant/Trainer and Vice President, Executive Diversity Services,Inc.,
Seattle,WA. Consulting and training for organizations and executives to assist them
toward effective understanding and management of diversity in the workplace.
Senior Information Officer, Seattle Department of Parks and Recreation, Seattle,
WA. Managed the department's marketing and public relations programs. Also managed
the department's efforts toward an annual strategic planning process.
President, Andy Reynolds and Associates, Seattle, WA. Management Consulting
specializing in public and media relations marketing.
Reporter/Producer/Host, KING Broadcasting Company, Seattle,WA. News
Reporter covering a variety of issues, including those of the diverse populations of
Seattle. Also developed and hosted one hour weekly program that focused on issues of
diversity.
Reporter/Producer, WCAU-TV, Philadelphia, PA. Correspondent for half-hour
program on issues of diversity.
Teacher/Curriculum Developer, Pennsylvania Advancement School, Philadelphia,
PA. Taught, developed curriculum and trained teachers.
Proposal/City of Kent Page 27
COMMUNITYACTIVITIES
(Partial listing only)
Vice President, Greater Seattle Chamber of Commerce Board of Directors
Chair, Washington State Lottery Commission
Chair, Human Resources& Diversity Task Force, Greater Seattle Chamber of Commerce
Board Member, Executive Committee member, Greater Seattle Chamber of Commerce
Board Member and President,Leadership Tomorrow Alumni Association
Board Member and Chair, Marketing Committee, Leadership Tomorrow
Board Member and President, Friends of the EOP, University of Washington
Board Member and Chair,Marketing Committee, Seattle-King County Red Cross
Board Member and Chair, Public Affairs Committee,Northwest AIDS Foundation
Member,Northwest Chapter, Society for Human Resource Managers
Member, Society of Human Resource Management
HONORS AND AWARDS
1993 Recipient of the Eddie Carlson Outstanding Alumni Award, Leadership Tomorrow
1994 Recipient of the Distinguished Leadership Award,National Association of
Community Leadership
Proposal/City of Kent Page 28
CLOTILDE L. MOLINA
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Clotilde "Cleo" L. Molina has degrees in both bilingual education and minority culture.
Cleo has over five years experience in training and evaluation, specializing in cross-
cultural communication, bilingual education, mediation and Mexican American cultural
education. Cleo was recently a member of the Washington State Nicaragua Election
Watch delegation. She is currently the Director of High School Relations and
Multicultural Student Services at North Seattle Community College.
EDUCATION
M.Ed., Education Psychology and Bilingual Education, University of Washington,
Seattle,WA
B.A., Minority Culture and Education, University of Washington, Seattle, WA
Mediation Training, Antioch University, Seattle,WA
Community Organization Training, Organize Training Center
Leadership Tomorrow, Seattle, WA
WORK EXPERIENCE
Director of High School Relations/Multicultural Student Services,North Seattle
Community College, Seattle, WA
Director of Student Recruitment/International Student Services,North Seattle
Community College, Seattle, WA
Director of Communications and Development,North Seattle Community College,
Seattle, WA
Program Coordinator, Center for Justice and Peace, Catholic Archdiocese of Seattle
Counselor, Northwest Chicano Health, Seattle, WA
Instructor, Center for Chicano Studies, University of Washington, Seattle, WA
Program Coordinator/Researcher, Northwest Chicano Health, Seattle, WA
Proposal/City of Kent Page 29
PUBLICATIONS (Partial listing only; C.L. Molina, nee C.R. Gold)
Gold, C.R., Hispanic Women and Family Planning. United States Department of Health
and Human Services, 1981-1982.
Vasquez, J.A., and Gold, C.R., Counseling and Minorities: A Bibliography. National
Clearinghouse for Bilingual Education, 1981.
COMMUNITYACTIVITIES (Partial listing only) .
Board Member,National Institute for Women of Color
Official Observer to Nicaraguan Elections
Board Member&Executive Committee Member,Ethnic Heritage Council
Planning Committee and State of the City Task Group, Church Council of Greater Seattle
Member of the Board,KUOW
Mayoral Appointee, Joint Advisory Commission on Education
Board Member, Global Reach
Mayoral Appointee and Chair, Citizen's Commission on Central America
Founding Member, Past President,MANA Northwest
Advisory Council, Northwest Women's Law Center
Proposal/City of Kent Page 30
ROBERT S. CHRISTENSEN
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Bob has extensive experience in both public and private,for profit and non-profit sectors
in positions which require strong organizational, problem solving, interpersonal and
analytical skills. With over five years experience with the Division of Children and
Family Services, Bob has served as a Civil Rights Compliance Coordinator, coordinating
planning, implementation and monitoring of Office of Civil Rights mandates and ADA
requirements, and managed the regional Cultural Diversity Initiative. As a Social
Worker, he provided assessment, case management, crisis management and brief therapy
for youth and families. He also has experience with statistical analysis, development and
coordination of staff training, management and policy development.
EDUCATION
Doctoral Candidate in Counseling,University of Washington, Seattle,WA
M.S.W., University of Washington, Seattle,WA
B.S.,Psychology/B.A. Philosophy, Central Washington University,Ellensburg,WA
WORK EXPERIENCE
Social Worker 3, DSHS,Division of Children and Family Services (DCFS), Child
Protective Services, Kitsap County,WA. Provide risk assessment, case management,
crisis management, and brief therapy for children and families. Included short and long
term planning, goal setting, resource development, negotiation and litigation in the areas
of child abuse, family crisis and adoption.
Civil Rights Compliance Coordinator, Region 5, DCFS. Coordinated planning,
implementation and monitoring of Office of Civil Rights mandates and ADA
requirements; managed regional Cultural Diversity Initiative and ADA Initiative;
developed Regional HIV/AIDS Advisory Team and policies. Tasks included data
collection and reporting, development and coordination of staff training;LEP compliance
monitoring; served as member of statewide diversity and ADA coordinators.
Manager of Operations and Development, The Calling Company, Seattle,WA.
Responsible for managing all operational aspects of a direct marketing firm. Duties
included budget management, account liaison, pricing recommendations, sales reporting
and analysis, supervision of 48 line staff, 3 supervisory staff plus support personnel,
hiring training, disciplinary actions, personnel policy development; reduction of staff
turnover to less than 50% of the industry average, negotiated $17,000 annual savings in
telecommunication services.
Proposal/City of Kent Page 31
Research Analyst, Center for Social Welfare Research, University of Washington,
Seattle,WA. Responsible for statistical analysis and maintenance of multiple database
structures for longitudinal research study. Also responsible for hiring, training and
supervising data collection staff, grant writing, and long term planning.
Consultant, Department of Social and Health Services. Developed journalistic
account of welfare reform legislative process. Interviewed state government officials,
legislators and legislative staff, community activists and academics. Developed final
report which provided documentation of the bill's developmental process and a balanced
account of multiple and conflicting viewpoints.
Consultant, State Attorney General's Office, Child Welfare Law and Policy.
Developed criteria with which to evaluate casework practice against professional
standards and departmental policy in relation to major lawsuit. These criteria were later
incorporated into statewide model.
Regional Training Consultant, Northwest Resource Center,University of
Washington, Seattle,WA. Consulted with government and private social service
providers in four state area to provide training and policy development around youth and
family service issues.
COMMUNITYACTIVITIES (Partial listing only)
Volunteer member of outreach and training panel, King County HIV/AIDS Task Force
Co-Chair of Family Services Committee, United Way of Pierce County
Board Member, Chair of Program Planning Committee, Youth Advocates, Seattle
Proposal/City of Kent Page 32
LISA WEINBERG, Ph.D.
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............................
:.....................s...............ra:::.^.::::m::::n:::::•:::e.-.:n:xnrs..�.....;s:x.:•.:.....xs.....:•:.r::r•: : s: ::s.............::vim SKILLS
ORGANIZATIONAL ASSESSMENT
♦ Directed assessment of student needs regarding issues of diversity and development
of plan for curricular and programmatic change.
♦ Served as in-house management consultant, designing and conducting management
studies and advising managers on organization and staffing issues.
♦ Designed and conducted study of external affairs function at U.S. Environmental
Protection Agency(EPA);reported findings and proposed options for reorganization
to Agency's administrator.
♦ Administered and analyzed survey of employee morale at U.S. EPA; presented
findings and recommendations to Agency executives.
♦ Developed management plans for$21 million federal program administered via
contract, monitoring service delivery and reporting quarterly performance.
PROGRAM DESIGN & MANAGEMENT
Designed and managed pre-career Master of Public Administration program. Designed
and managed professional development programs (management development; secretarial
orientation and skills; collaborative problem-solving, including the training and
supervision of trainers and the oversight of contracted work.
FACILITATION & TRAINING
♦ Teach concepts and techniques associated with organizational and process analysis at
the graduate level; oversee student projects in public and non-profit agencies.
♦ Designed and conducted a series of sessions on Total Quality Management and
Organizational Change for mid-level managers.
♦ Designed and facilitated focus groups with managers and professional staff,
examining perceptions of managerial and human resources practices in a company of
22,000 employees.
♦ Conducted program of supervisory skills training.
Proposal/City of Kent Page 33
WORK EXPERIENCE
1993 - present Assistant Professor, Graduate School of Public Affairs University
of Washington, Seattle,WA
1993 - present Consultant to Cascade Center for Public Service;Danka, Inc.;
Eastman Kodak;National 4-H Council
1989 - 1993 MPA Program Coordinator and Instructor, Virginia Polytechnic
Institute and State University, Blacksburg, VA
1985 - 1989 Management Analyst and Employee Development Specialist U.S.
Environmental Protection Agency,Washington, D.C.
1985 Assistant Director for Academy Studies,National Academy of
Public Administration, Washington D.C.
1984 - 1985 Independent Consultant to nonprofit housing advocacy agencies
New York,NY
EDUCATION
1993 Ph.D. Public Administration and Public Affairs, Virginia
Polytechnic Institute and State University,Blacksburg, VA
1981 Master of Public Affairs, University of Connecticut, Storrs, CT
1977 B.A. in Government, Skidmore College, Saratoga Springs,NY
Proposal/City of Kent Page 34
MARIAN C. LYLES
EDUCATION
M.Ed., Cross-Cultural Education Specialty, Interpersonal Communication Emphasis
University of Alaska, Fairbanks, Alaska 1996
B.A., Speech and Intercultural Communication Alaska Pacific University
Anchorage, Alaska 1988
PROFESSIONAL EXPERIENCE
Total Staffing Solutions, Seattle,Washington 1997-Present
Project Coordinator/Educational Consultant
Design and implement job readiness and customer service training programs for low-
income and unemployed program participants. Provide outreach, recruitment,liaison and
mentoring services. Coordinate the recruitment program and establish extensive contacts
in the community.
Seattle Central Community College, Seattle, Washington 1996-Present
Adjunct Instn►ctor, Humanities and Social Sciences Division
Distance Learning Instructor
Design and teach course curriculum and provide a safe learning environment for
exploring the process of interpersonal, intercultural, and small and large group
communication. Develop and enhance creative and critical thinking skills, using various
pedagogical methods. Promote an understanding of diverse human communication.
Bridge theory and practice by applying what is learned in the classroom to 'outside"
worlds. Designed and taught curriculum for a new Intercultural Communication course
"Dealing with Diversity." And "Diversity in the Curriculum: Infusing Cultural
Pluralism."
In-Service Coordinator
Recruit national and local presenters, oversee curriculum, schedule, and plan in-service
workshops for professional-technical certification in elements of teaching, curriculum
development, course organization, and occupational analysis. Design advertisements
announcing in-service workshops for the academic year.
Proposal/City of Kent Paee 35
Interface Bilingual Education, Multifunctional Resource Center, Anchorage, Alaska
1991 -1996
Educational Consultant
Designed and taught customized curriculum and developed a wide range of instructional
programs for K- 12 and higher education institutions, and conferences throughout Alaska.
Developed a variety of innovative formats and styles that would facilitate maximum
effectiveness. Provided support to students, parents,-and educators.
Hope Cottages, Inc. Anchorage, Alaska 1987-1996
Human Resource Recruitment and Staffing Coordinator
Designed, developed, and implemented the agency employee scheduling program.
Developed various methods that enhanced employee recruitment, staffing, and retention
for six departments. Facilitated weekly new employee orientation and provided
professional staff development training in-house and offsite including: Sensitivity and
Diversity,Interpersonal Communication, Communicating, as a Team,How to Access
Community Resources, and Intercultural Communication. Provided leadership to 35
employees. Organized and maintained databases. Conducted needs assessment
interviews and follow-up. Coordinated staffing needs of 45 residential and employment
sites. Established and maintained effective communication channels.
PROFESSIONAL DEVELOPMENT
♦ Accommodating Students with Disabilities, Seattle Central Community College
♦ Alaska Staff Development Network Summer Academies
♦ Alaskan Native Teachers First Annual Conference, University of Alaska Fairbanks
♦ Ford Foundation Campus Diversity Initiative Conference: Diversity Education
and the Public Good
♦ Welcoming Diversity, Seattle Diversity Works
Proposal/City of Kent Page 36
AKEMI MATSI MOTO
Qualifications
A seasoned professional counselor with twenty years experience in the Washington
Community College system. Extensive Teaching and Group Process Experience
partnered with academic and practical understanding of organizational development and
change. A diverse, multi-cultural background including:
• being a third-generation Asian American
• serving in the U.S. Peace Corps in Thailand for two years
• teaching and studying four years in Berlin, Germany
• Asian Studies undergraduate and graduate work
• coordinating Foreign Student Program
• teaching Asian-American Studies Yakima Valley College
Work Experience
Tenured Faculty Counselor and Instructor
Bellevue Community College,Bellevue,WA September 1989--present
Director of Human Development Services
Bellevue Community College, Bellevue, WA January 1992--June 1992
Tenured Faculty Counselor and Instructor
Highline Community College, Des Moines, WA September 1975--June 1989
Minority Student Counselor and Instructor
Yakima Valley College, Yakima, WA October 1974--June 1975
Education Counselor—Teacher
U.S. Army Education Center
Berlin, West Germany July 1970--March 1974
English As a Foreign Language Teacher
U.S. Peace Corps
Kanarat Bambumsaam School
Pathum Thani, Thailand August 1966—April 1968
Proposal/City of Kent Page 37
Education
Master of Education, Guidance and Counseling
Oregon State University, Corvallis, OR August 1974
Graduate Work in Japanese Studies
University of California, Berkeley, CA 1968--1969
National Defense Language Fellowship
Monterey Institute of Foreign Studies Summer 1969
Professional Organizations
Asian/Pacific Islander Council
American Association of Community Colleges
American Association of Women in Community and Junior Colleges
National Association of Asian and Pacific American Education Washington Executive
Board 81 —82
World Future Society
Washington Community College Counselors' Association Officer 78 —79,Executive
Board 83— 84, Steering Committee 88—89
Washington Education Association
Washington Mediation Society
Community Organizations
Asian Pacific Women's Caucus, Executive Committee 1992--1995
King County Mental Health Board 76—BO,Planning Committee
Liaison to Highline West Seattle Mental Health Center Liaison to Asian Counseling and
Referral Service Washington Governor's Commission on Asian American Affairs 78 —82
Public Relations Chairperson
Nominations Chairperson
Executive Committee
Auction Fundraiser Chairperson
Japanese American Citizens' League
Seattle Chapter Board 77—78
Scholarship Chairperson 78 —79
American Civil Liberties Union
National Organization of Women
Ploughshares—Returned Peace Corps Volunteers Working for Peace
Million Cranes Project Co-Chair 84— 85
Hiroshima Peace Pilgrimage, 85
Northwest Namukai Taiko (Performing Japanese Drumming Group) 1979— 1994
Proposal/City of Kent Page 38
APPENDIX C
Clients (partial listing)
Private Public (continued) .
Aetna City of Ellensburg
Aurora Medical Services City of Portland
Battelle Research Institute City of Seattle
Cinnabon Clark County,WA
Deloitte &Touche Community Transit
Eddie Bauer Dept. of Navy,Bangor,WA
First Security Bank King County Library System
Greater Seattle Chamber of Commerce King County Prosecutor's Office
Hewlett Packard King County Public Works
Mobil Oil Company Multnomah County Sheriffs Department
Music Corporation of America (MCA) Municipality of Metropolitan Seattle
Navistar (METRO)
NW Federal Credit Union Pierce Transit
Pepsi Cola Company Puget Sound Regional Council
PW Pipe Puget Sound Naval Shipyard
Prestige Ford Sacramento County, California
Puget Sound Regional Council Seattle City Light
RR Donnelley and Sons, Co. Seattle Housing Authority
Simpson Timber and Paper Seattle King County Department of Public
United Airlines Health and Department of Youth Services
United States Gypsum(USG) Seattle Public Library
U.S.West Communications Shoreline Water District
Washington Mutual Bank Sno-Isle Regional Library System
Weyerhaeuser State of Washington Departments:
Corrections
General Services
Health Care Authority
Public Labor&Industries
Liquor Control Board
Bonneville Power Administration Lottery Commission
City of Bellingham Personnel
City of Bremerton Social and Health Services
City of Edmonds U.S. Forest Service, Regions V&X
Proposal/City of Kent Page 39