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County reports equity‑indicator trends and rolls out allyship training for staff
Summary
Tompkins County staff presented early trends from an equity‑indicator initiative — 34 indicators tracked across departments — and announced staff allyship training and plans to expand language access and community engagement strategies.
Tompkins County officials briefed the Government Operations Committee on June 5 about early trends in the county’s equity indicator initiative and announced upcoming allyship training for staff.
Charlene, the county’s chief equity and diversity officer, said departments selected 34 equity indicators in total. "We have 8 departments who chose 1 indicator, 13 departments who chose 2, and 1 department who chose 3," she said, and described the most common themes: service and access delivery (selected by seven departments), community engagement (six departments), workforce equity, training and capacity building, data collection and use, procurement equity, and leadership accountability.
The Department of Social Services has emphasized internal equity trainings and internal groups, Facilities is tracking minority/women‑owned business (MWB) contract participation tied to large capital projects, and Recycling and Materials Management is prioritizing equitable community engagement for environmental services, Charlene said. She told the committee that departments are staggering reporting periods — one, two and three years — to match program timelines.
Charlene also announced an allyship training for county staff on June 23, facilitated by Rise to Equity Excellence and Paula Ioanidi. Sessions will be 9–11 a.m. and 3–5 p.m.; each session is capped at 40 participants. The county will run a customized session for blue‑collar staff (sheriff, airport, highway, facilities) to make training accessible across shift schedules.
Committee members asked about expanding language access and whether indicators should include recruitment and job‑marketing strategies to diversify county hiring. Charlene said the county is translating the center‑of‑government survey into Chinese, Spanish and Russian and is coordinating with communications to develop a unified approach to community outreach. "When we have this data, what do we do with it?" she asked; the goal is disaggregated data across service lines to inform policy.
The committee encouraged moving from aspirational language to measurable outcomes, with Greg (legislator) asking for specific action plans and accountability so progress can be measurable over time.
