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B
B
B
Next
up
we'll
move
on
to
item
number
four,
which
is
the
approval
of
the
minutes
of
may
3rd
2022.
If
there
aren't
any
changes
or
corrections,
do
we
have
a
motion
motion
by
commissioner
joliet
support
by
commissioner
lubes?
All
those
in
favor
signify
by
saying
aye
aye
opposed
minutes
approved
next
up,
we'll
move
on
to
the
approval
of
the
agenda.
B
If
there
aren't
any
changes
or
corrections,
do
we
have
a
motion
to
approve
our
agenda
today,
motion
by
commissioner
luke's
support
by
commissioner
joliette,
all
those
in
favor
signify
by
saying
aye
aye
opposed
agenda's
approved
next
up,
we'll
move
on
to
our
first
public
comment
of
the
meeting.
As
a
reminder,
individuals
get
three
minutes
and
this
is
specific
to
items
that
are
presently
on
our
agenda.
B
B
We've
got
six
items
under
our
consent
agenda
we've
got
item
a
resolution
declaring
may
25th.
2022
is
a
national
missing
at
children's
day
in
oakland
county
item
b
resolution
designating
may
2022
as
mental
health
month
and
may
7.
2022
is
children's
mental
health
awareness
day
in
oakland
county
item
c
resolution
recognizing
may
1st,
through
the
8th
as
teacher
appreciation
week
here
in
oakland
county
item
d
resolution
designating.
B
A
I
did
have
a
question
I'd
like
to
know
more
about
this.
Well,
I'm
gonna
vote
about
this
stepping
up
initiative,
how
it's
funded,
who
who
I
don't
see
a
commissioner's
name.
I
see
all
of
us.
How
did
this
come
forward
or
do
we
know.
B
That's
a
really
great
question
I'm
going
in
at
mr
andrews.
Do
you
have
any
insight
you
could
provide
us
so.
C
That
was
has
been
a
kind
of
an
ongoing
annual
resolution
that
has
been
presented.
A
B
Well,
I
do
know,
commissioner,
to
go
back
to
one
of
your
initial
inquiries.
It
looks
like
within
the
resolution
towards
the
end,
so
the
last
oh,
I
would
say
well
more
specifically
the
last
couple,
whereas
clauses
prior
to
the
further
resolve
clauses
that
it
talks
a
lot
about.
Ochn,
provides
funding
for
the
programs
and
services
with
the
county
jail
and
has
identified
initiatives
such
as
the
pre-booking
gel
diversion
programs,
the
jail
alliance
with
support
the
jaws,
and
they
also
have
identified
funding
for
the
crisis,
intervention
team
training
for
law
enforcement
officers.
B
A
A
I
just
wanted
to
make
a
comment
on
the
on
the
declaration
of
june
3rd
is
national
gun
violence
awareness
day
during
my
comments
about
commissioner
dwyer
at
the
last
meeting,
one
of
the
most
incredible
projects
we
worked
on
was
gun
safety
awareness
and
during
public
comment
there.
A
I
was
hoping
she
would
be
here
today
because
since
we
don't
respond
to
public
comment,
there
was
an
inference
that
that
was
not
in
support
of
the
second
amendment
and
one
of
the
things
commissioner
dwyer-
and
I
were
quite
clear
on-
was
that
the
committee
supported
the
second
amendment,
so
sometimes
it's
very
hard
to
sit
and
listen
to
inaccurate
public
comments.
Then
the
information
gets
disseminated
out
into
the
public,
and
it's
just
it's
not
true.
A
C
Commissioner
jackson,
I
just
want
to
step
back
it's
on
my
hand,
up
waving,
because
the
stepping
up
initiative
came
out
of
originally
and
commissioner
shelley
top
was
one
of
the
first
people
to
really
further
this
throughout
our
our
board.
So
if
you
want
to
like
research,
nako's
nico's
involvement,
makos
help
with
us
bringing
forth
the
resolution,
that's
where
to
come!
That's
working!
Thank
you.
B
Excellent,
I
appreciate
that
background
information.
Thank
you.
So,
commissioner,
gershon
said:
did
you
want
to?
Are
you
making
a
motion
to
postpone
itemy?
No,
because
it's
may.
A
Sensitive
I
just
wanted
to
I
mean
I
can
reach
out
to
dana
lasseve
myself
and
bring
it
back
to
the
next
meeting.
I
just
would
like
to
get
an
update
on
where
that
stands
and
funding
wise.
B
Absolutely
so,
with
that
being
said,
do
we
know
who
gave
the
motion
and.
B
So
we've
had
a
motion
who
made
the
debate.
We
have
lubes
and
jackson
okay,
so
we
have
a
motion
by
commissioner
lubes
to
support
items
a
through
f
and
then
or
motion
by
commissioner
loop
support
by
commissioner
jackson
for
items
a
through
f
under
our
consent
agenda
and
now
we'll
move
forward.
C
Absolutely
in
regards
to
the
national
mission
children's
day
in
oakland
county
that
originated
with
work,
we
were
doing
with
internet
safety
and
the
national
center
for
missing
and
exploited
children
prior
to
any
of
our
work
with
human
trafficking.
C
But
how
do
we
go
about
amending
these
resolutions
that
are
here
because
I'd
really
like
to
see
it
missing
persons,
children
and
persons,
because
we
have
a
resident
danielle
from
farmington
hill
right
heels
are
still
missing
and
we,
you
know
it's
becoming
more
and
more
prominent
and
people
are
talking
more
about
crime.
Stoppers
has
gotten
involved.
Is
there
a
way
for
us
to
amend
these?
What
do
we
call
these
resolutions.
B
So
these
are
the
honorary.
You
bring
up
a
really
good
question
and
I
know
that
we've
had
some
fruitful
conversations
at
the
onset
of
the
term,
so
it
was
a
little
bit
ago.
Okay.
So
if
you
can
recall
right
at
the
onset
of
the
2020
2021
year,
we
had
discussions
in
regards
to
the
honorary
memorial
resolutions
that
have
been
historically,
at
least
you
know
for
the
past.
B
You
know
gosh,
it's
been
some
of
these
have
been
around
for
for
many
years,
but
a
to
go
back
to
your
first
question
of
these
are
the
honorary
memorial
resolutions
that
we
initially
talked
about,
and
we
had
the
conversation
of
do
we
want
to
continue,
we
valued
all
of
them,
but
there
was
discussions
on
okay.
What
are
we
gonna
do
with
them
right,
so
we
went
back
into
that
conversation
of
it's
great,
that
we're
doing
honorary
memorial
resolutions,
but
we
don't
want
to
just
sit
on
a
shelf
in
some
virtual
cloud
right.
B
B
Are
these
things
that
we
need
to
you
know
update
and
essentially
too,
are
there
things
that,
while
we
recognize
are
still
important,
are
they
still
higher
priorities
right,
because
the
lago
committee
does
get
all
of
the
honorary
memorial
resolutions,
so
I
definitely
think
it
would
be
wise
to
maybe
start
having
some
conversations
about
some
updates,
but
as
far
as
what
you're
asking
for
today
can
we,
I
don't
see
why
we
couldn't
do
an
amendment
to
strike
out
children
and
insert
individuals
or
persons.
Is
that
what
you
would
like
to
do?
You.
B
B
Okay,
so
then
well
should
we
say
that
after
we
take
the
vote.
B
Okay,
okay,
so
we'll
revisit
that
in
one
moment,
so
the
motion's
been
made
by
commissioner
luke's
support
by
commissioner
jackson
for
items
a
through
f
on
the
consent
agenda.
So
let's
go
ahead
and
do
a
prompt.
The
vote,
roll
call.
B
All
the
consent
agenda
items
have
been
approved,
so,
commissioner
jackson,
would
you
like,
even
though
so
we
had
a
unanimous
vote
of
all
the
items
underneath
the
consent
agenda?
Would
you
like
item
e,
to
be
pulled
from
the
consent
agenda
and
put
on
the
regular
agenda
for
our
board
meeting.
B
D
F
D
B
Okay,
thank
you.
We'll
move
on
to
item
a
which
is
parks
and
recreation
contract
with
holly
township
for
bill
lasalle
of
ernst
barn
at
waterford
oaks
county
park.
Do
we
have
a
motion
motion
by
commissioner
gershenson
support
by
commissioner
julian?
I
believe
that
we've
got
melissa
prouse
with
us
here
this
morning
so
good
morning,
melissa
good
morning.
F
Can
you
hear
me?
Okay,
yes,
okay,
yeah,
so
this
is
a
bill
of
sale
per
the
county's
disposal
surplus
county
equipment
policy.
This
is
for
what
we
refer
to
as
the
ernst
barn
here
at
waterford
oaks.
It
was
part
of
the
ernst
greenhouse
acquisition
that
we
did
back
in
2010.
F
We've
never
used
the
barn.
It's
never
been
considered
in
stable
or
safe
enough
condition
for
us
to
use
for
anything,
and
we
haven't
really
had
the
money
to
put
into
it
to
try
to
restore
it.
It's
a
very
unique
cool
structure.
We
think
it
was
built
around
the
1850s,
so
it's
one
of
the
potentially
one
of
the
oldest
farms
within
oakland
county.
So,
rather
than
just
remove
it
or
tear
it
down,
we
knew
there
was
some
interest
from
the
community.
F
We
actually
put
out
an
rfp
back
in
2018
to
see
if
anybody
wanted
to
come
and
deconstruct
it
and
move
it
to
their
property
and
reconstruct
it.
We
did
have
a
taker
on
that
who
was
going
to
rebuild
it
on
private
property,
but
around
the
time
that
that
was
happening.
We
were
getting
some
interest
from
holly
township
who
wanted
to
potentially
do
the
same
thing
and
move
it
to
a
developing
kind
of
heritage
farm
park
that
they're
working
on
in
the
township.
F
So
the
person
who
got
the
bid
gladly
handed
it
over
to
holly
township
so
that
it
would
become
a
public
asset
not
on
private
property
and
they're,
going
to
use
it.
I
believe,
as
sort
of
the
storage
and
staging
area
for
a
community
garden
at
that
park
in
holly.
So
this
essentially
sells
the
barn
to
them
for
a
dollar,
so
they
can
live
on
in
a
new
location
within
the
county.
A
A
I
don't
know
if,
if
those
of
you
who
grew
up
in
this
area
remember-
and
we
would
buy
our
corn
there
and
and
a
lot
of
our
annuals
now
the
pontiac
farmers
market
was
still
there
at
that
time,
but
the
earth's
farm
was
kind
of
a
legendary
spot
right
on
the
corner
of
watkins
and
scott
right,
and
so
when
it
went
over
to
waterford
oaks,
I
was
thrilled
and
now
I'm
I'm
just
so
excited
that
it's
been
re-appropriated.
A
B
A
F
Yeah
taker
they're
planning
to
move
it
they're
ready
to
go
they're,
essentially
just
waiting
for
the
approval
from
the
commission,
so
the
contractors
all
lined
up
so
they'll
start
immediately.
I
think
the
plan
is
to
have
it
essentially
removed
from
the
site
by
july
or
august.
So
you
know
we
can
let
you
know
when
it's
fully
reconstructed
back
over
in
holly
and
you
can
head
out
there
and
see
it.
Yeah
that'd.
B
And
I'm
sure
you
have
five
years:
zero.
Eight
five
yays
zero
nade
motion
carries
next
up,
we'll
move
on
to
item
number
b,
which
is
parks
and
recreation,
grand
acceptance
with
the
national
fish
and
wildlife
foundation
for
the
mill
pond
dam
removal
and
restoration
project.
Do
we
have
a
motion
motion
by
commissioner
lupe
support
by
commissioner
joliet
and
again
welcome
melissa.
F
Thank
you
and
this
one
has
been
before
you
before
when
we
brought
the
application
through.
So
this
is
another
another,
rather
substantial
grant
toward
that
dam
removal
project.
This
is
from
the
national
fish
and
wildlife
foundation
in
southeast
michigan
resilience
fund.
So
I
just
wanted
to
provide
a
brief
update
on
this
project.
If
I
could
we're
so,
we
have
four
grants
in
total
right
now
toward
this
project
we
did
go
out
to
bid.
F
We
were
planning
to
do
the
project
this
spring
and
summer,
unfortunately
with
the
economy,
in
the
shape
that
it's
in
and
the
supply
chain
issues
that
are
happening.
We
had
the
project
estimated
at
about
2.3
million.
Our
lowest
bid
came
back
at
4.1
wow,
which
is
significantly
higher
than
what
we
had
intended
to
spend
on
this
project.
There
were
also
some
issues
with
we
couldn't
even
get
the
concrete
culvert
delivered
until
the
fall
or
early
winter,
which
throws
off
the
whole
construction
budget
essentially
or
schedule.
F
Rather
so
what
we
decided
to
do
with
the
township
is
to
kind
of
put
the
project
on
hold
for
this
year.
Currently,
we
are
actively
seeking
other
grant
sources
and
have
leads
on
a
few.
F
It
and
we're
going
to
rebid
in
the
fall
and
cross
our
fingers
that
some
of
those
issues
get
resolved
and
or
we
are
able
to
get
some
more
grant
funding
so
that
we
can
do
the
project
next
year.
So
all
of
our
grants
that
we've
received
so
far
have
gladly
given
us
an
extension
so
that
we
can
hold
on
to
that
money
until
we
can
get
the
project
done.
B
Excellent,
thank
you
melissa.
I
know
that
we've
had,
as
you
said,
four
at
least
four
already
come
before
us
and
it's,
I
completely
understand
the
the
extra
costs,
unfortunately
just
given
where
we
are
at
right
now,
with
inflation
in
our
economy.
However,
I
definitely
will
always
continue
to
support
improving
our
natural
habitats
and
restoring
our
wetlands.
So
thank
you.
I
do
have
one
quick,
silly
question:
what
is
a
mud,
puppy.
F
My
puppy,
that
is
a
good
question.
Is
it
a
fish?
I
think,
commissioner
julia
said
it's
a
fish,
it
is
a
fish
yeah
and
it
looks
kind
of
how
it
sounds.
Okay,
all
right.
I
know.
B
We've
talked
about
the
rattlesnakes
and
the
turtles,
I
believe
the
blandy
turtles,
but
I
hadn't
come
across
the
mud
puppies,
but
I
I
see
that
it's
an
important
species
within
this
habitat.
So
thank
you.
Thank
you,
commissioner.
Julia
commissioner.
A
F
No,
we
haven't
postponed
it
four
times.
Essentially,
this
is
just
the
postponement
of
one
year
from
when
we
were
going
to
do
the
construction.
So
right
now,
you
know,
essentially
the
project
as
a
whole
is
designed
to
turn
the
remove
the
dam
and
turn
the
mill
pond
back
into
the
natural
river
channel
and
restore
the
river
and
restore
the
wetlands
around
it.
So
it's
kind
of
just
going
to
be
status
quo
for
the
next
year.
So
no,
you
know
no,
no
further
detriment
is
happening
because
we're
waiting
one
year.
A
F
It's
it
is
considered
a
low
hazard
dam.
It
does
have
a
tendency
to
over
top
when
we
get
those
hundred
year
store
event
which
can
be
problematic,
but
it
is
considered
a
low
hazard
dam
at
this
point
so
where
everybody's
comfortable
with
waiting
one
more
year.
B
C,
none
please
prompt
the
vote.
Roll
call
please.
B
B
Our
last
item
today,
which
is
item
c
board
of
fishers.
We
have
our
presentation
of
robin
carter
cooper,
our
chief
diversity,
equity
and
inclusion
officer.
So
at
this
time
I'd
like
to
welcome
robin-
I
don't
know,
I
believe,
oh
there
we
are
good
morning
robin.
How
are
you
I'm
doing?
Well,
how
are
you
all
we
are
doing
great.
Thank
you
so
much
for
joining
us
this
morning.
E
Yeah
absolutely
so,
I'm
going
to
share
my
screen.
I
hope
that
everything
works
megan
got
me
set
beforehand,
so
I'm
hoping
is
it
showing
yep?
Yes,
wonderful,
okay,
so
today
I'm
going
to
actually
work
with
you
all
engage
with
you
all
kind
of
on
a
high
level
overview.
E
I
have
gotten
so
many
questions
from
not
just
community
members,
but
even
commissioners
on
some
questions
around
you
know
how
are
people
reacting
to
the
change
of
dei?
How
are
things
going?
E
Do
you
feel
the
work
is
moving
fast
enough?
Is
everyone
in
the
county
going
to
be
trained?
How
do
you
ensure
the
work
is
sustained
and
I'm
literally
reading
off
of
notes?
Every
time
I
get
a
call
or
something
comes
up.
I
just
kind
of
jot
down
these
questions
and
it
was
helpful
for
me
to
put
together
more
of
a
holistic
presentation.
E
I
hope
this
is
helpful
today
to
just
kind
of
re-center
to
make
sure
everyone
is
aware
of
the
direction
we're
moving
when
it
comes
to
de
ni
and
then
also
offer
you
some
opportunities
to
ask
me
questions.
I
think
it'll
be
helpful
that
we're
all
on
the
same
page,
because
this
is
a
huge
process.
C
E
Of
keeping
you
all
in
the
loop
from
the
beginning
to
the
end.
So
when
I
talk
about
operationalizing
equity
and
from
the
moment
you
all
have
met
me,
I've
really
centered.
This
work
in
that,
and
I
just
want
to
remind
you
all
that
when
an
organization
has
equity
operationalized,
you
see
all
of
equity,
reflected
in
their
programs,
the
policies
and
the
operations
and
that's
how
it's
operationalized.
E
So
if
we're
going
that
deep,
which
a
lot
of
organizations
don't
go
right,
but
we
are
choosing
to
go
that
deep,
that
we
want
a
county-wide,
operationalized
equity
program,
then
we
know
that
it's
going
to
take
a
lot
of
work
and
I
thought
it
might
be
helpful
today
to
share
with
you
what
that
looks
like.
E
So.
The
topics
that
I
want
to
get
through
today
are
really
what
is
the
cycle
of
dysfunctional
equity
work
because
I
think
that's
important
to
center.
Why?
Typically
equity
work
stops
an
overview
of
dei
culture
transformation
because
that's
in
fact,
what
we're
doing
we're
trying
to
transform
a
whole
culture
and
that's
a
lot
of
work.
What
does
dei
change
management
look
like?
E
That
is
the
strategy
that
I
typically
use
to
change
a
culture
in
an
organization,
and
so
it's
important
to
me
that
you
all
are
aware
of
the
process
that
I'm
using
responding
to
the
culture
change.
So
what
do
all
of
those
emotions?
Look
like
I've
gotten.
So
many
questions
from
people
like
how
are
you
doing
and
how
are
other
people
doing
and
receiving
this
change,
and
I
think
it's
important
to
kind
of
talk
about
what
that
looks
like
in
this
work
and
then
finally
building
capacity
for
sustainability.
E
You
know,
as
you
can
see
my
name
on
the
side
and
then
jamie
fenner
is
my
executive
assistant,
but
I
think
it's
important
to
talk
about
what
are
some
of
the
other
ways
that
I'm
thinking
about
building
capacity
for
sustainability
and
sharing
that
with
you
all
so
that
you
understand
you
know
where
I'm
coming
from
and
can
have
an
opportunity
to
ask
questions
about
it.
E
So
the
first
part
of
thinking
about
the
cycle
of
dysfunctional
equity
work.
Typically,
when
you
start
this
work
right,
where
there's
a
chief
diversity
officer,
there's
a
catalyst
so
for
oakland
county,
whether
the
catalyst
is
internal
because
of
something
internal
or
external.
The
reality
is
that
oakland
county.
You
know
board
of
commissioners,
championed
this
position
and
I
feel
so
blessed
and
honored
that
you
know
you
all
chose
me
to
lead
this
work.
E
But
it's
important
to
understand
that
a
lot
of
organizations
have
a
catalyst
that
starts
and
then
we
kind
of
move
towards
this
commitment
to
equity,
and
it
feels
really
exciting
and
we're
charged
up,
and
I
think
in
a
lot
of
ways,
that's
where
we
have
been
we've
kind
of
been
like
excited
in
that
place
where
it's
like.
We've
got
robin
right
and
we're
all
excited
about
this
work
and
we're
starting
to
talk
about
diversity,
equity
and
inclusion,
and
challenging
some
of
the
language
that
this
doesn't
just
mean
race.
E
E
It's
important
for
you
to
understand
why
it's,
why
we're
being
intentional
and
sometimes
when
we
should
be
moving
faster,
we
might
be
slowing
down
because
it
is
important
to
be
intentional
so
that
we
don't
fall
off
at
any
time
during
this
presentation
feel
free
to
ask
questions
or
you
can
ask
at
the
end,
I'm
pretty
easy.
So
I
just
want
to
put
that
out
there
when
we
think
about
the
domains
of
organizational
transformation.
Typically,
I
center
it
in
these
eight
areas
and
why
this
is
so
important
is
so
many
times
people
ask
me,
robert
where's.
E
The
training
are
we
doing
training?
Are
we
mandating
training?
Is
everyone
going
to
get
training
and
training
is
important,
but
the
purpose
of
training
is
to
really
set
a
framework
of.
We
all
have
the
same
language.
We
all
kind
of
understand.
What's
expected,
we
all
are
coming
from
the
same
premises
that
we
understand
what
dei
is,
but
what
we
know
also
is
that
training
is
not
the
only
thing
right,
it's
so
many
other
areas.
E
So
I
want
to
share
with
you
that
some
of
those
other
areas
that
we're
looking
at
are
dei
efficacy
in
the
organizational
culture.
So
that's
looking
at
for
an
example,
the
internal
and
equity,
the
internal
and
external
equity
audits
that
we
have
those
are
looking
at
how
is
dei
impacting
or
affecting
our
current
culture,
but
we
also
can
look
in
that
area
on
workforce
diversity.
We
can
look
at
how
people
are
showing
up
in
this
organization
and
how
they
feel
their
culture
is
valued
or
not.
E
So
when
we
look
at
that
one
little
category,
it's
full
of
a
lot
of
things
that
we
have
to
assess
in
our
culture.
The
next
one
is
a
revolving
information
loop.
So
that's
keeping
people
engaged
on
what
we're
doing
so,
for
example,
what
I'm
doing
now,
but
also
making
connections
and
normalizing
the
conversation
making
sure
that
people
feel
normalized
when
talking
about
dei
or
when
we're
looking
at
hiring
for
equity.
E
You
know
I
just
had
someone
come
in
and
a
couple
of
months
ago
to
talk
with
the
equity
council,
about
autism,
awareness
and
and
thinking
about
different
areas
on
inequity
and
impact,
and
so
that
revolving
information
loop
means
that
we
have
to
keep
these
conversations
fresh
and
moving
through
the
organization.
So
it
feels
normal
and
not
a
departure
from
normal
right,
but
rather
this
is
what
we
do.
E
This
is
who
we
are
building
capacity
and
increasing
allies
is
an
example
of
our
equity
council
and
we'll
go
a
little
bit
deeper
in
what
building
capacity
looks
like,
but
also
local
partnerships
and
community
connections.
So
that's
a
huge
area
in
one
of
the
domains
of
you
know.
Looking
at
cultural
transformation
in
dei
transparency,
accountability,
rewards
and
recognition.
E
We
have
a
lot
of
existing
things
that
we
do
really
well
and
we
don't
want
to
lose
sight
of
that.
There's
a
lot
of
great
things
happening
in
housing
and
workforce
development.
You
know,
I
know
right
now.
The
hr
team
is
looking
at
their
recruitment
processes
and
policies,
so
we
want
to
be
transparent
in
sharing
what
that
looks
like,
but
also
acknowledging
what's
going
well,
so
that's
a
huge
piece:
that's
just
built
in
changing
a
culture
so
that
people
don't
feel
fearful
of
what
this
work
is,
but
excited
about
that.
E
It's
an
impact
for
all
of
us.
Coaching,
mentorship
and
support
is
like
one
of
the
main
areas
to
lead
this
work
and
I
think,
an
area
that
people
often
forget
our
leaders
need
coaching.
Our
teams
need
coaching.
It's
like
anything.
E
If
you
want
to
keep
the
stamina
going,
you've
got
to
have
someone
supporting
you
and
asking
you
the
tough
questions
and
the
powerful
questions,
but
also
giving
you
support
when
you
feel
like
you're,
not
you
know,
you're
not
showing
up
the
way
you
want
to
or
the
way
you
think
you
should
be
mission
and
vision,
not
your
submission
for
the
organization,
but
also
your
department's
mission.
How
is
dei
showing
up
in
your
department's
mission
and
your
vision
and
then
finally-
and
I
would
say
sometimes
the
most
important
area-
is
your
policies,
procedures
and
practices.
E
So
how
are
they
showing
up
through
an
equity
lens?
Have
we
looked
at
them
through
an
equity
lens
and
have
we
changed
modified
and
then
sometimes
even
recreated
policies
to
make
sure
that
we
have
equity
centered
in
all
that
we
do
so,
as
you
can
see,
there
are
a
lot
of
areas.
So,
if
you
are
thinking
like
oh
man,
I
thought
it
was
just
training.
A
Robin
can
I
interrupt
for
one
minute
yep,
one
of
the
reasons
that
this
committee
really
was
looking
forward
to
you
coming
was
when
you
look
at
policies
we're
the
committee
that
puts
out
applications
to
fill
certain
positions
and
there
there
is
a
little
insecurity
uncertainty
about
the
appropriate
wording
we
can
use,
because
we
do
want
to
make
sure
we
that
everyone
in
the
community
understands
this
is
open
to
everyone.
A
But
we
we
work
on
the
applica,
the
actual
application,
and
so
there
was
questions
about
what
can?
How
can
the
wording
change
to
give
that
message
of
to
the
community
that
we
are
looking
to
cast
a
wide
net.
E
Yes,
that's
a
great
question
marcia
and
I
will
tell
you
that
and
I'm
sorry,
commissioner
gershwin
okay,
I
will
tell
you
that
I
love
that
question
because
I
think
you're
right.
It's
like
you're
thinking
about
the
language
and
a
lot
of
our
leaders
are
asking
me
those
exact
same
types
of
questions
like
why.
Then
I
want
to
be
more
inclusive
with
my
hiring
practices.
But
how
do
I
say
it
like
how?
E
How
do
I
name
that
this
is
a
group
we're
missing
and
one
of
the
things
I
say
is
even
that
is
so
much
deeper
than
just
thinking
about
the
wording
on
your
application.
It's
thinking
about
right.
What
is
the
job
function
and
how
we
look
at
the
job
function
through
an
equity
lens.
You
know
if
we
have
a
job
where
we're
saying
you
have
to
have
a
driver's
license,
you
have
no
reason
to
have
to
drive,
then
we're
in
that
you
know
inequality
creating
a
gatekeeping
mechanism
where
someone
who
could
normally
have
that
position.
E
E
So
I
think
that
starting
off
and
thinking
about
the
equity
in
how
we're
even
what
we're
asking
for
people
to
do
and
being
thoughtful
about
how
inequities
are
built
into
our
hiring
process,
but
then,
on
the
other
side,
as
we
take
a
job
description,
maybe
it's
not
so
much
just
the
language,
but
it's
where
we're
putting
the
job
description
so
who
are
our
local
community
partnerships?
E
Hey?
I
want
to
send
this
out
to
this
community.
I
want
to
make
sure
what
are
the
best
places
to
get
this,
this
job
description
out,
where's
the
best
place
for
people
to
know
hey
if
you
know
anyone
who's
interested.
Can
you
promote
this
in
your
organization?
Can
you
promote
this
at
your
church?
Can
you
promote
this
in
this
particular
area?
So
you
know,
commissioner
gershwin.
I
think
it's
so
much
more
holistic
and
I
love
you're
asking
that
question
and
that's
why
I'm
excited
that
leaders
here
are
starting
to
engage
in
these
conversations
slowly.
E
What
we're
getting
there
is.
How
do
we
really
think
more
holistically
about
creating
a
talent
pool
if
you
will
and
understanding
some
of
their
restraints
around
language
and
and
law
that
really
create
sometimes
a
dissonance
around
what
we're
looking
to
do
and
how
we
can
achieve
that
goal?.
C
You
chairman,
just
looking
at
these
eight
domains.
I.
C
I
apologize
is
this
better?
Okay,
I'm
looking
at
these
eight
domains
and
they
in
no
way
look
sequential.
As
far
as
my
experience
in
the
workforce,
could
you
comment
on
a
lot
of
times,
management
change
and
looking
at
organizations
the
mission
and
vision
is
set
out.
First,
you
know
in
the
induction
introduction
of
work.
C
Where
are
we
right
now
with
the
mission
and
vision
for
your
work.
E
Really
good
really
good
to
to
acknowledge
commissioner
jackson
that
they're
not
in
kind
of
the
sequential
order
and
the
reason
why
is
because
they're
all
moving
together,
we
could
put
this
in
a
circle.
We
could
put
this
in
any
order
you
want,
but
the
reality
is
all
of
these
are
all
of
these.
Things
are
happening
simultaneously.
E
If
you
will,
because
you
can't
do
one
without
the
water
without
the
other,
like
if
you're
pushing
out
a
mission
and
vision,
you
have
to
make
sure
you're
training
people
to
know
what
that
looks
like
and
you
have
to
be
transparent
in
what
that
mission
and
vision
looks
like,
and
you
need
to
build
in
rewards
and
recognition.
So
people
who
are
following
that
mission
and
vision
have
a
way
kind
of
a
dangle
to
say
hey.
E
I
want
to
keep
doing
this
and
you
have
to
coach
your
leaders
to
make
sure
that
they
can
also
bring
that
narrative
forward.
I
could
keep
going
on
with
all
of
these
areas.
The
piece
is:
is
that
they're
all
moving
together,
they're,
not
isolated
in
terms
of
where
we
are
with
the
mission
and
vision
around
dei,
we're
still
in
the
awareness
phase,
and
the
next
slide
that
I'll
show.
You
is
how
we're
going
through
a
dei
change
management
process
and
what
that
looks
like,
as
I
lead
us
through
each
phase.
E
But
the
key
is
that
all
of
these
are
together
right
and
we
can't
separate
them.
We
can't
just
focus
on
one
now.
Sometimes
we
will
put
more
resources
or
more
effort
into
one,
but
the
key
is
that
we
need
to
be
aware
that
all
of
these
areas
are
moving
and
we
need
to
be
paying
special
attention
to
all
of
them
if
we
want
to
operationalize
equity
within
our
culture.
E
E
There
we
go
so
when
we
look
at
the
organizational
dei
change
management
strategy.
There
are
a
lot
of
ways
to
look
at
this.
You
know
if.
E
Has
a
model
where
it's
unfreeze
a
system,
then
kind
of
move
things
in
the
system
and
then
refreeze
the
system.
Well,
I
can
tell
you
in
10
years
as
a
practitioner,
those
three
phases
have
never
been
enough,
particularly
as
it
works
into
dei
change
management
because
there's
so
many
moving
pieces.
So
the
first
phase
is
unfreezing
the
system
and
that's
where
we
were
when
I
first
came
in
right.
E
If
there
was
a
such
and
so
for
me
to
come
in,
it
was
important
for
me
to
understand
all
of
these
moving
pieces
that
were
already
happening
in
an
organization
where
the
homeostasis,
if
you
will
was
disrupted,
but
also
how
can
I
capitalize
off
of
that
movement?
And
so
I
did
a
lot
of
assessment
during
that
first
year.
A
lot
of
awareness,
the
cultural
assessment,
the
internal
and
external,
but
also
I
did
a
lot
of
cultural
laws.
E
There
were
some
really
great
things
that
we
have
going
on
here
and
there
were
some
things
that
we
needed
to
change
immediately,
but
they're,
all
of
value
and
they're
all
a
part
of
our
system,
and
so
in
order
to
move
a
culture,
you
have
to
embrace
and
understand
the
current
culture
that
you
walk
into.
So
that's
where
we
are
in
some
of
our
phases.
Another
piece
to
that
is
when
you
move
to
phase
two.
E
You
know
you
start
looking
at
your
dei
action
plan,
so
you've
done
a
lot
of
assessment.
You've
assessed
your
policies,
you've
assessed
where
your
training
is
remember.
All
of
these
areas
that
we
talked
about
are
going
through
that
assessment
phase.
All
of
these
areas
are
going
through
that
phase.
One
we're
looking
at
assessment,
we're
assessing
our
mission
and
vision,
doesn't
align
to
equity,
we're
assessing
our
dei
efficacy.
How
is
dei
showing
up
in
our
culture?
So
all
of
those
areas
are
going
through
that
phase
one.
E
When
we
move
to
phase
two
and
we
start
doing
the
movement,
that's
where
we
start
turning
up
the
heat.
So
if
you
notice,
I
have
anger,
it's
like
confusion,
it's
like
what
are
they
doing.
Is
this
a
zero
sum?
Am
I
going
to
lose
something
if
we,
if
we
start
implementing
this
and
those
are
all
real
reactions
and
emotions,
and
we'll
talk
about
that?
But
it's
important
to
know
that
during
that
dei
action
plan
and
development,
that's
what
we're
starting
to
move
into,
and
people
get
concerned
and
people
get
uncomfortable.
E
The
implementation
phase
is
what
we
say:
okay,
we've
got
a
plan
and
now
we're
gonna
start
implementing
and
you
start
stirring
up
the
pot.
You
can
lose
people
during
that
phase,
so
it's
imperative,
like
we
talked
about
that
coaching
and
support
so
that
if
you're
implementing
an
action
plan,
people
are
feeling
like
it's
being
done
with
them
and
not
to
them
right
that
they're.
A
part
of
this
process,
the
evaluation
and
operationalizing,
which
is
the
love
the
sweet
spot,
is
where
we
want
to
be
reinforcing
the
system
with
sustainable
supports.
E
Yet
I
want
you
all,
as
my
partners
in
this
work
to
understand,
we
are
going
through
a
very
intentional
change
management
strategy
so
that
we
can
sustain
this
equity
piece
long
after
I'm
gone
long
after
you
are
all
gone.
What
the
research
tells
us
is
that
cultures
can
be
sustained.
E
So
I
do
want
to
let
you
know
that
this
is
typically
where
we
stop
in
this
process,
so
it
felt
very
fluid,
as
we
were
going
through
those
phases,
but
typically
it's.
The
implementation
phase
is
where
this
work
stops
and
it's
because
that's
where
it
gets
scary,
now
we're
saying:
hey
we're
implementing
this
work
and
it's
time
to
hold
some
people
accountable.
E
We
do
a
lot
of
groundwork
in
phases,
one
and
two,
so
that
once
we
get
to
phase
three
people
are
not
stopping
the
process
and
that
we
do
have
momentum
that
can
continue
now.
A
couple
of
things
I
do
want
to
say
before
I
open
up
for
any
questions
on
this
area
is
these
phases
are
not
restricted
to
a
year?
So
it's
not
like
phase
one
is
a
year
phase.
Two
is
a
year
phase.
Three
is
a
year.
Phases
are
intentional
movement.
E
Thinking
about
how
are
we
looking
at
all
of
those
areas
that
we
talked
about
in
sustaining
the
system,
so
some
phases
we
can
move
quickly
through
and
other
phases,
not
so
quickly
through
and
some
areas,
for
example,
training
and
development
may
be
in
phase
two,
while
dei
efficacy
and
organizational
culture
may
still
be
in
phase.
One
building
capacity
may
be
moving
towards
phase
two,
so
those
areas
can
be
in
different
phases
as
well.
So
it's
important
that
we're
always
evaluating.
Where
are
we
in
each
of
those
areas?
Where
should
our
resources
go?
E
Where
should
our
momentum
go?
Where
should
our
our
focus
be
looking
at
as
we
think
about
all
of
these
moving
pieces?
So
before
I
move
on
what
questions
do
you
have
for
me,.
B
Robin
thank
you
so
much.
I
want
to
go
back
to
one
of
the
comments.
I
know
commissioner
gershenson
had
started
within
her
question
so
here
in
the
legislative
affairs
and
government
operations
committee.
We
do
a
lot
of
interviewing
for
various
different
appointments
and
boards,
and
one
of
the
things
that
we
wanted
to
make
sure
that
we
are
including
in
our
applications,
is
not
only
looking
at
the
the
wording,
but
also
even
more
so.
B
Where
do
we
make
sure
that
we're
targeting
a
diverse
applicant
of
individuals
and
one
of
the
things
that
I
really
would
like
to
gain
more
insight
on
as
we
go
through
these
processes
of
interviewing
and
holding
applications
is,
is:
are
there
strategies
and
hiring
posting
techniques
and
areas
that
we
should
be
focusing
on?
So
we
are
bringing
in
a
more
diverse
pool
of
individuals
for
these
different
various
board,
appointments
and
positions
on
boards.
E
Yes,
yes,
absolutely
so
you
know,
as
I
started
to
to
talk
about
earlier
and
I'm
sorry
if
I
shifted
one
of
the
biggest
ways
to
gain
momentum,
around
diversity
and
hiring
is
building
relationships
with
communities
and
then
really
using
those
groups
to
help
you
push
your
recruitment
recruitment
strategies.
Internally
are
always
something
that's
important,
but
you
miss
people
if
you
go
through.
Indeed,
we
know
that
those
engage
in
more
diverse
applicant
pool,
but
we
also
know
that
not
everyone
has
access
to
the
internet,
and
so
sometimes
the
positions
that
we're
looking
at.
E
If
we're
isolating
all
of
our
efforts
to
more
of
the
digital
piece,
we're
missing
the
digital
divide,
the
other
thing
is
that
language
also
has
shown
in
some
cases
that
it
actually
creates
more
barriers
to
bringing
in
you
know
racial
diversity
neurodiversity.
So
when
you
start
labeling
hey,
we
want
people
who
have
this
particular
area
that
we're
missing
people
will
feel
like.
I
don't
want
to
be
like
a
specialty
hire.
E
I
want
to
be
hired
because
I'm
valued
and
because
I'm
doing
well
and
because
I'm
an
asset
to
the
organization,
so
I
think
again
it's
really
modeling
and
using
your
actions
and
even
what
your
application
looks
like
if
it's
on
a
on
a
website
right
thinking
about,
if
you
want
a
certain
group,
make
sure
that
they're
visible
in
your
posting
make
sure
people
can
picture
themselves
there
that
they
can
imagine
themselves
working
with
you
on
the
language
saying
you
know
we're
welcoming
a
group
who
also
has
experience
in
thinking
about
diversity
through
systemic
through
a
systemic
lens.
E
So
even
in
your
request
of
who
you
want
naming
diversity
within
that.
This
is
something
that
we're
looking
at,
because
this
is
something
that
we
feel
is
an
asset,
because
then
those
who
have
been
minoritized
or
historically
not
given
an
opportunity
they're
like
oh,
so
they
want
people
who
have
this
lens.
E
Again,
I
can't
say
it
enough
that
the
best
movement
that
I've
had
when
I've
been
really
intentional
in
trying
to
get
people
from
different
populations
who
have
historically
not
had
opportunities
in
organizations.
I
work
with
the
communities
that
I
want
to
see
in
my
organization
and
they
help
you
post.
They
help
you
market,
they
help
get
people
to
apply
and
they
almost
become
a
mouthpiece
for
you
because
they
start
supporting.
E
Like
hey,
I
talked
to
somebody
and
they're
looking
for
a
hire,
you
should
apply,
so
we
can
definitely
have
an
offline
conversation
to
go
deeper,
but
I
hope
I
was
able
to
give
you
a
little
bit
more
insight
into
into
that
question.
E
A
With
hr
on
the
application
and
testing
something
you
do
a
few
a
few
years
ago,
we
had
movement
with
dropped,
the
box
or
removing
the
box
with
the
checking
regarding
the
past
felony.
But,
as
I
understood
at
that
time,
the
application
process
was
tedious
and
the
testing
wasn't
equitable.
Is
that
something
you're
also
looking
at.
E
If
we're
not
careful-
and
I
will
give
you
an
example
of
that
is-
I
was
working
with
an
organization
a
few
years
back
and
they
did
the
blind
application
process,
but
then,
when
they
had
like
job
fairs
and
people
were
coming
and
they
were
getting
the
you
know
the
people
they
wanted
and
then
they
would
apply.
The
the
application
process
was
blinded.
So
hey,
they
felt
like
hey
we're.
Having
a
hard
time.
We
recruited
these
people,
and
now
we
don't
know
how
to
get
them
in,
but
the
other
thing
is
implicit.
E
Biases
are
still
lurking.
So
even
when
you
blind
an
application-
and
you
can't
see
the
candidate's
name-
the
candidate's
school
that
they
go
to,
there
can
be
some
bias
there.
Community
college
versus
universities,
hbcus
historically
black
universities,
can
be
a
telltale
of
a
race.
When
you
start
looking
at
people's
work
history,
some
people
have
had
more
opportunities
to
gain
employment
and
leadership
opportunities
or
you
know
more
reputable
organizations
than
others.
E
And
so,
if
you
don't
mirror
some
of
these
movements
and
policies
with
thoughtfulness
around
education
and
coaching,
you
will
find
yourself
getting
to
the
same
outcomes
that
are
inequitable
as
you
started
with.
So
I
just
want
to
name
that.
Yes,
we
are
looking,
and
I
think
that
the
add-on
is
looking
through
an
equity
lens
at
every
level
of
the
face
to
ensure
that
it's
institutionalized
right,
that
it
doesn't
feel
like
a
check
off.
B
Thank
you,
commissioner,
gershon
followed
by
commissioner
jackson.
Well,
commissioner,.
A
A
Some
of
our
applications
have
go
through
hr,
so
we-
and
maybe
we
should
ask
april-
you
know
to
come
in
and
address
that,
because
we
want
to
be
sure
that
once
it
leaves
us-
and
it
goes
to
hr
they're
mirroring
the
the
type
of
distribution
that
we
want,
we
don't
get
the
feedback
yeah.
This
went
out
to
these
five
organizations
we've
studied
for
years,
the
organizations
we
want
to
touch,
but
we
need
to
be
assured
that
our
hr
department
is
doing
that
and
we
don't
really
get
that
feedback
back
from
hr.
A
B
E
We
are
definitely
having
conversations
and
partnering.
You
know.
I
will
tell
you
that
a
part
of
the
assessment
phase
and
the
movement
phase
is
really
getting
people
to
no
longer
work
in
silos
and
to
start
connecting
the
work,
because
dei
can't
be
housed
in
a
in
a
department
dei
is
everywhere:
equity
is
everywhere.
Our
hiring
is
connecting
with
dei
our
procurement
is
connecting
with
dei
our
housing
practices
and
policies.
I
work
very
closely
with
the
health
division
around
looking
at
equity.
So
to
answer
your
question:
yes,
we
are
definitely
starting
to
create
more
collectivism.
E
I
guess
maybe,
as
a
word
that
I
would
use
to
start
helping
departments
know
that
these
are
things
that
we're
partnering
together.
So
yes
april,
and
I
have
been
definitely
talking
about
what
this
can
look
like
and
what
this
needs
to
look
like
in
hr.
I
do
think
it
would
be
great
to
to
have
april
come.
E
I
know
that
we
have
susan
who's
working
on
recruitment
and
they
are
working
on
some
of
those
processes,
and
I've
been
working
with
susan
to
talk
with
her
about
how
we
look
at
a
sustainable
policy
around
what
we're
doing
and
hiring
and
that
it
can't
be.
I'm
sorry
that
it
can't
be
just
the
top
of
the
iceberg,
like
hey
we're
recruiting
to
all
of
these
places.
E
You
know
what
does
every
layer
of
the
recruitment
process
look
like
and
where
are
some
of
those
gatekeeping
areas
that
we
don't
realize
that
are
actually
stopping
the
opportunities
from
happening,
and
I
think
the
other
side
to
that
is
once
we
get
certain
groups
of
people
who
have
been
historically
marginalized,
whether
it's
people
of
color,
whether
it's
those
who
have
neurodiversity,
do
we
have
a
culture
that
sustains
when
they
get
here?
Meaning
can
we
keep
them
here?
Can
we
retain
them
here?
E
So
I
think
that
these
conversations
that
I'm
having
are
going
far
beyond
the
reach
of
just
getting
a
person
in
finally
on
the
reach
of
recruiting,
but
it's
if
we're
recruiting,
how
are
we,
you
know?
How
is
our
process
supporting
or
burdening
what
we're
trying
to
do?
So?
Yes,
to
answer
all
of
those
questions,
absolutely
we
are
having
conversations.
E
I
think
it's
great
to
ask
those
questions
april
would
definitely,
I
think,
be
open
to
be
able
to
share
what
they're
doing.
But,
yes,
as
you
can
hear
it
right,
it's
so
big
and
I
think
it's
important
for
us
to
all
understand
that
there's
so
many
moving
pieces.
The
other
thing
again,
I
can't
stress
it
enough
is,
as
hr
puts
those
postings
out.
If
there
are
other
community
groups
that
you
know
simply
word
of
mouth
telling
people
hey,
there's
a
posting
coming
out.
You
know
you
know
people,
please.
E
If
you
have
groups
that
you
know
please
let
them
know.
I
think
that
you
know
some
of
the
organizations
that
had
the
best
recruitment
around
diversity.
It's
because
people
have
gotten.
You
know,
they've,
taken
ownership
of
that
and
leaders
have
said
you
know
what
the
hr
process
has
a
role
in
this,
but
so
do
I-
and
I
can
also
be
a
lot
more
intentional
in
how
I'm
speaking
out
and
talking
to
communities
about
applying
as
well
excellent.
B
Thank
you
robin
commissioner
jackson.
Thank
you.
C
And
robin
I
appreciate
your
dialogue
on
this,
and
my
head
is
spinning,
because
I
see
that
it's
all
encompassing
it's
not
and
hr
is
a
big
piece
of
this
work
and
workforce
development,
but
then
also
policies
and
procedures
and
looking
at
our
systems
in
a
way
that
we
haven't
before
going
to
hr,
for
instance,
some
historically,
we
were
a
county
that
promoted
hiring
family
and
it's
nepotism.
That's
what
doesn't
okay
so,
and
that
was
part
of
how
people
came.
C
You
know
it
was
generational
families
came
and
at
a
certain
point,
the
families
didn't
represent
everybody
that
the
county
is
representing.
Now
we
know,
we've
had
a
shift
in
employment,
we're
looking
for
different
people
to
fulfill
roles
within
our
our
county
and
certain
jobs.
C
So
even
that
fact
that
you
know
people
aren't
even
having
as
many
children
as
they
used
to
to
even
refer
to
the
county,
and
so
this
work
also
will
approach
that,
and
that's
just
one
aspect,
because
I
think
the
hr
aspect
is
where
this
work
gets
a
bad
name
and
people
say:
oh
you
know
we
don't
want
to
replace
folks
and
that's
really
it's
so
much
deeper
than
that.
From
what
you
have
described,
I
mean
we
are
as
a
commission.
C
If
we
even
look
at,
we
know
we're
a
bipartisan
board.
We
have
a
north
and
south
county
divide
as
far
as
democratic
and
republican
commissioners
that
we
really
have
to
pay
attention
to
an
example
was
our
parks
and
recreation.
We
had
an
urban
park
strategy
because
the
parks
on
the
north
end
of
the
county
had
to
be
operationalized
different
than
the
parks
on
the
south
end
of
the
county
and
so
forth.
C
We
also
like
you,
said
to
look
at
gender
abilities
and
geography
and
that's
just
three
other
things,
and
so
I'm
just
at
a
point
where
I'm
seeing
how
encompassing
this
work
truly
is
and
what
we
have
to
do
when
you're
we're
in
the
awareness
stage
right
now
and
I
and
I'm
glad
that
you're
here
to
impart
what
we
need
to
be
thinking
about
and
how
we
need
to
be
looking
at
it,
because
I
think
generally-
and
this
is
my
opinion
and
then
please
weigh
in
that
people-
just
see
it
as
workforce
development.
E
Absolutely
absolutely
and
commissioner
jackson-
I'm
I'm
happy
that
you're
framing
it
in
that
way,
because
it
wasn't
my
intention
to
overwhelm
you
all,
but
it
was
certainly
my
intention
to
make
you
all
aware
of
how
big
this
is,
because
this
is
a
partnership
right.
I'm
doing
this
in
partnership
with
you
all.
E
I
am
doing
this
in
partnership
with
the
county
and
I
think
the
more
we
understand
that
this
is
a
partnership,
the
more
that
you
all
have
to
understand
what
this
process
looks
like,
so
that
you
can
be
invested,
but
also
you
can
find
the
ways
that
you
can
fit
into
support
in
this
process
when
you're
out
talking
about
it.
You
have
the
language
to
know
at
oakland
county
we're
going
through
a
dei
change
management
strategy.
E
That's
important,
because
no
other
organizations
are
really
leading
it
in
this
way,
and
I'm
I'm
grateful
that
you
all
are
trusting
me
to
lead
it
in
this
way.
But
I
think
that
it's
important
and
imperative
that
we
see
we
have
a
lot
of
moving
pieces
and
we
can't
lose
sight
of
how
they're
all
interacting
and
working
together.
B
Excellent,
thank
you
robin.
I
have.
I
have
a
quick
question
in
regards
to
hybrid
work
places
right
so
here,
just
more
recently,
the
county
has
adopted
a
hybrid
work
policy
right.
How
has
this
altered
the
dei
process
and,
as
we
move
forward
with
a
hybrid
work
policy,
do
you
think
that
there's
going
to
be
a
need
for
additional
resources
or
trainings
or
things
specific
to
dei
and
now
a
hybrid
work
place
yeah.
E
Yeah,
so
I
will
tell
you
that
the
idea
of
a
hybrid
workplace
makes
my
heart
sing
because,
as
a
dei
and
equity
practitioner
adaptability
is
key.
I
am
always
looking
at.
How
are
we
adjusting
to
the
environment
around
us
and
I
think
that
that's
exactly
what
colbit
has
forced
us
to
do
and
I
think
at
oakland
county
I
was
looking
at
a
hybrid
work
opportunity
to
really
think
about
the
needs
of
how
the
work
environment
has
changed
and
it's
changing
for
employees.
Yes,
a
dei
wins
must
be
at
the
table
resources.
E
You
know,
I
think
about
so
many
organizations
who
are
providing
employees
with
you,
know
laptops,
and
but
do
they
actually
have
internet
at
home?
I'm
thinking
about
how
those
can
impact
opportunities
and
access.
So
we
are
continuously
keeping
those
conversations
at
the
table.
I'm
always
making
sure
that
I
make
space
for
my
colleagues
who
are
doing
this
great
work.
I
know
that
april
is
leading
that
hybrid
initiative,
and
so
I
think
it
would
be
great
to
bring
her
in
to
talk
about
that.
E
I
don't
want
to
steal
her
thunder,
but
what
I
will
tell
you
is
a
dei
lens
is
absolutely
looking
through
that
and
you're
right.
We
can't
miss.
We
can't
miss
the
opportunity
to
understand
that
where
some
processes
and
policies
are
exciting
for
some,
it
may
be
a
burden
for
others,
and
I
think
that's
where
again,
when
we're
looking
at
operationalizing
equity,
everything
we
do
should
be
going
through
an
equity
lens
to
make
sure
that
all
you
know
all
people
at
the
table
are
being
considered.
E
E
I
think,
as
we
talked
a
lot
about
this
area,
we
saw
a
lot
of
emotions
and
if
you
notice,
I
never
really
named
an
emotion
as
negative,
because
I
don't
think
that
they
are
when
we're
thinking
about
change
management
dei
change,
managed,
specifically,
is
my
background
in
changing
systems
and
looking
at
dei
cultural
change.
The
strategy
feels
very
linear
right.
E
But
that
means
that
in
this
process
we
have
to
build
in
the
fact
that
we
understand
all
of
these
emotions
happening
and
some
of
the
ways
we're
supporting
those
emotions
are
through
coaching
and
mentoring.
Some
of
the
ways
is
we're
consistently
looking
at.
How
is
the
efficacy
in
our
organizational
culture?
How
are
people
receiving
the
change?
Do
we
need
to
implement
more
training
and
development?
Do
we
have
capacity
to
support
these
ideas
and
these
emotions
not
just
for
employees
but
for
leaders
too?
E
Right
change
is
hard
for
leaders
too,
and
so
I
just
want
you
to
be
aware
that
as
we're
thinking
about
these
emotions,
I
am
not
looking
at
these
emotions
as
good
or
bad,
but
rather
I'm
looking
at
them
as
a
normal
evolution
of
change
and
being
very
strategic
and
thoughtful
about
how
we
engage.
Those
that
are
resistant
resistance
sometimes
produces
the
best
outcomes,
because
when
people
resist
you
get
on
your
toes
and
you
start
figuring
it
out
like,
why
are
they
resisting?
E
E
I
always
say
these
processes
feel
good
and
exciting,
but
you
can
never
lose
sight
that
in
these
processes
we
have
real
life.
People
real
live
emotions,
a
lot
of
different
experiences
that
we
have
to
consider
as
we
move
people
together
right.
So
I
just
want
you
to
also
be
aware
that,
as
these
emotions
come
up,
we
want
to
make
sure
that
we're
building
capacity
around
dei
to
support
their
responses
to
change,
but
also
helping
normalize,
operationalize
and,
of
course,
sustain
the
efforts
in
each
phase.
E
So
one
of
the
ways
that
I
think
will
be
really
helpful
for
you
all
to
understand
is
when
I
started
the
oakland
county
equity
council.
You
know
my
big
vision
and
I'm
not
there
yet
because,
as
you
know,
we
have
a
change
strategy
we're
going
through,
but
that
oakland
county
equity
council
was
merely
the
top
strategy
to
get
representation
across
the
organization
for
people
to
start
thinking
about
it
and
talking
about
it,
but
the
next
layer
to
that
is
departmental
equity
teams.
E
We
want
departments
so
committed
that
they
have
teams
that
are
focusing
on
equity,
equity
in
hiring
equity
and
access.
Looking
at
their
culture
inside
of
their
departments.
You
know
we
have
some
departments
that
are
gender
imbalanced
right.
When
I
walk
in
here,
if
I'm
the
opposite
gender,
do,
I
feel
welcome
and
value
all
gender
identities,
even
as
we
think
about
non-binary
should
feel
really
comfortable
in
their
work
environment,
and
so
these
departmental
equity
teams
get
to
think
think
about
all
of
those
areas,
and
that
is
a
great
way
to
again
layer
equity
within
your
organization.
E
The
next
day
is
city
equity.
Collaboratives.
We
don't
want
to
forget
that
this
work
does
expand
outside.
I
know
I
haven't
presented
a
lot,
but
I
do
a
lot.
Just
last
night
I
was
at
wayne
state
doing.
I
was
a
panelist
around
looking
at
social
equity
in
government,
and
so
a
lot
of
the
collaborations
that
I
do
outside
of
the
county
building
opportunities
teaching
connecting
learning
is
also
a
way
to
continue
to
engage
leaders.
E
This
is
tough
stuff
and
a
lot
of
people
don't
know
where
to
start,
and
so
how
can
we
become
conveners
to
help
people
understand
how
to
lay
the
foundation
and
then
finally,
community
change
agents,
which
are
always
the
most
powerful
right?
Because
residents
coming
together
and
working
collaboratively
is
always
such
a
powerful
voice.
But
we
just
need
to
make
sure
that
we
are
collectively
understanding
all
of
those
needs
and
building
capacity
throughout.
A
A
The
community
thinks
that
we
hired
it
for
the
community,
and
so
we've
had
cvts
local
cvts
call
us
and
say
you
know
I
I
can
I
talk
to
robin.
I
have
a
question
when,
in
fact
you
are
dealing
with
our
infrastructure,
the
4
000
plus
employees,
that
our
county
has
and
even
on
our
questionnaires,
it's
very
confusing,
sometimes
to
say:
well,
we
hired
this
for
oakland
county.
A
E
So
I
will
tell
you
that
there
is
no,
you
know
they're,
not
confused.
The
reality
is,
I
was
hired
to
lead
internal
and
external,
but
as
you
can
see
it's
massive,
and
so
you
know
it
was
important
to
me
to
get
us
internally
set
before
I
started
pushing
out.
So
a
lot
of
my
efforts
externally
has
been.
There
are
tons
of
people
that
reach
out
to
me
asking
me
questions
robin.
I
want
to
leave
this
work
and
I'm
like
whoa
whoa.
Well,
let's
talk
about
readiness.
E
Are
you
ready
and
let's
think
about
some
of
the
areas
you
can
start
so
I'm
having
a
lot
of
conversations
with
people
who
call
me
who
find
me
who
email
me,
but
I
also
do
a
lot
of
opportunities
to
go
out
and
build
connections,
but
we
do
need
to
be
more
intentional
at
some
point
around
what
external
looks
like-
and
I
am
looking
at
that
as
we
move
more
into
phase
two
and
three,
but
it
was
important
to
me
to
make
sure
that
we
had
some
sustainable
pieces
internally
before
I
started
moving
my
efforts
externally
right.
E
So
yes,
I
to
answer
your
question.
It
is
my
role
to
lead
this
work
internally
and
externally,
and
I
think
one
of
the
ways
that
we
can
start
doing
some
of
that
is
through
that
building
block,
that
I
showed
you
with
the
equity
collaborative
for
the
cvts
start
learning
foundations
so
that
they
have
some
of
the
tools
and
knowledge.
E
One
of
the
things
I
think
is
important
is
that
I'm
not
the
knowledge
holder,
but
that
there's
ways
for
me
to
give
those
tools
and
resources
out
so
that
people
have
some
of
those
answers,
and
I
think
also
maybe
one
of
the
areas
I
can
start
thinking
about
is
brainstorming.
How
can
I
create
more
opportunities
so
that
when
they
have
questions,
they
can
seek
me
out
in
a
more
consistent
basis?
So
thank
you
for
for
bringing
that
and
yeah.
It
is
a
more
than
a
million
residents
who
are
wanting
to
know
I've.
E
C
I
just
I
just
want
to
say
again
that
looking
at
the
presentation
that
is
very
massive,
I
see
that
we're
going
to
touch
a
lot
of
people
in
a
lot
of
different
ways
and
kind
of
meet
people
where
they
are
and
going
back
to
what
I
stated
about.
There's
a
divide
north
and
south
oakland
county
and
there's
reasons
for
that
divide.
C
I
know
this
isn't
your
first
role
in
this
work,
how
many
people
work
along
with
you
and
what
you're
doing
and
what
kind
of
support
would
you
need
just
from
the
executive
office
and
the
board?
What
are
some
of
your
desires
as
far
as
helping
you
accomplish?
This
work.
E
E
It
cannot
be
centered
in
me,
it
has
to
be
centered
in
all
of
us,
and
so
how
am
I
creating
opportunities
for
others
within
the
county
to
lead
this
work,
and
so
we
started
some
of
that
work
with
the
equity
council,
but
we
want
to
branch
that
down
in
terms
of
building
more
resources
around
this
work.
We
are
having
conversations
internally
right
now
and
looking
at
what
supports
and
resources
look
like
for
the
dei
office,
because
it
is
so
massive.
I
think,
in
terms
of
you
know
how
we
can
collect
collaborate
together.
E
You
know
what
do
I
need
from
the
board
of
commissioners
and
what
do
I
need
from
other
departments
and
teams?
I
think
it's
evolving
and
I
and
I'm
always
open
to
present,
to
you
also
that
you
can
also
say
like
when
I
hear
you
all
say:
robin
policy
is
where
we
are,
then
that's
a
light.
Bulb
for
me,
because
now
I
get
to
start
thinking
about
what
does
that
look
like
for
you
all,
and
what
does
that
mean?
E
There
are
some
great
equity
frameworks
that
I've
created
in
the
past
for
different
organizations
as
we
look
through
policy
reviews
through
an
equity
lens,
and
I
always
include
my
boards.
You
know
I
want
my
commissioners,
my
boards
to
know
hey.
This
is
what
it
looks
like
to
look
at
things
through
the
equity
lens
and
then
letting
them
kind
of
lean
in
as
well.
So
I
think,
as
we
continue
to
evolve
in
this
work,
that
is
where
I
can
find
my
ways
to
say:
hey.
E
I
think
I
could
use
more
support
and
you
all
to
be
able
to
lean
in
and
say,
hey
robin.
We
can
definitely
support
here.
You
know,
there's
no
one
magic
way
to
do
this.
I
think
every
organization
finds
its
way.
I
think
the
key
is
creating
collaborative
opportunities
so
that
we
can
find
a
way
to
engage
together.
C
Thank
you
and
any
support
that
we
can
offer,
or
you
know
I
could
say
I
can
offer
please
you
know
just
continue
your
dialogue
with
us,
so
you
know
we
know
this
was
very,
very
eye-opening
just
to
see
the
breath
of
all
that
you're
doing
so.
Thank
you.
B
Thank
you.
Thank
you,
commissioner
jackson,
to
echo
my
colleagues
robin.
It
has
truly
been
a
an
informative
presentation
and
we
greatly
appreciate
the
work
that
you're
doing
and
building
that
capacity
as
it
surrounds
diversity
and
equity
and
inclusive
workplace
and,
as
you've
already
heard,
I
look
forward
to
continuous
conversations
as
we
do
move
forward.
So
thank
you
so
much
for
joining
us
this
morning
and
what
I
would
like
to
do.
I
would
like
to
receive
and
file
the
presentation
that
robin
has
given.
B
So
do
we
have
a
motion
to
receive
and
file
this
powerpoint
so
motion
by
commissioner
gershenson
support
by
commissioner
jackson.
All
those
in
favor
signify
by
saying
aye
aye
opposed
motion
carries
again.
Thank
you
so
much
robin
for
joining
us
have
a
great
day.
Thank
you.
Bye,
bye,
commissioners.
Next
up
on
our
agenda,
we've
got
our
second
public
comment,
so
at
this
time
I
would
like
to
open
up
our
second
second
public
comment
and
as
a
reminder,
this
is
for
anything
on
the
agenda
or
not
on
the
agenda.
B
D
Good
morning,
I
guess
I
feel
obligated
since
I'm
here
I
owned
and
ran
a
business
for
over
20
years.
I
hired
and
fired
a
lot
of
people
and
I
never
felt
like
I
needed
a
dei
team
to
coach
me
in
the
right
direction.
Right,
it's
it's.
I
don't
know
it.
It's
making
me
very
nervous.
I
see
what
you
guys
did
last
week
with
the
world
economic
forum
two
weeks
before
that,
with.
D
The
world
health
organization,
sustainability
presentation,
all
the
things
that
you
guys
are
hammering
down
on
oakland
county
just,
doesn't
feel
supported
locally.
There's
this
global
agenda
that's
being
pushed
and
whether
you're
aware
of
it
or
not.
I
think
you
guys
are
being
played
in
part
of
this
global
agenda,
so
I
really
encourage
everybody
to
kind
of
take
a
step
back
and
look
at
what
what's
really
being
pushed.
Why
are
these
agendas
being
pushed
like
this
in
every
angle,
in
every
community,
in
every
school
system?
D
There's
just
something
that
intuitively
feels
wrong
about
it,
and
I
it's
just
very
concerning
to
me,
so
I
hope
you
guys
you
know.
Last
week
there
was
at
the
commissioners
meeting
how
many
hours
of
public
comment
were
there,
where
people
were
educating
you
on.
What's
going
on
with
the
world
economic
forum
and
klaus
schwab,
because
it's
going
to
impact
us,
it's
going
to
impact
our
children,
it's
going
to
impact
future
generations,
so
the
choices
that
we
make
now
are
going
to
have
a
long-term
effect
on,
not
just
our
county,
but
our
state
and
our
country.