City of Cocoa Equal Employment Opportunity Plan February 23, 2016 Table of Contents I. PURPOSE ........................................................................................................................... 3 II. POLICIES ............................................................................................................................ 7 Ill. EQUAL EMPLOYMENT FOR PERSONS WITH DISABILITIES ...........................17 IV. WORKFORCE ANALYSIS ............................................................................................... 22 V. ACTION STEPS ................................................................................................................ 27 VI. APPENDIX........................................................................................................................ 30 .- "tJ C: :::c "tJ 0 V, m Section IA: Purpose The City of Cocoa ("City") is pleased to present this Equal Employment Opportunity Plan. The purpose of the Equal Employment Opportunity Plan is to commit the City to: Reaffirm the City's commitment to Equal Employment Opportunity and Federal Affirmative Action in its employment practices, program operations, and service delivery systems. Define specific action steps to: • Promote a work environment that is free from all forms of discrimination and harassment; • Eliminate unnecessary, arbitrary or artificial practices that affect applicants and employees; • Increase employee awareness and acceptance of gender, pregnancy, childbirth or related medical conditions, race, veteran status, religion, color, national origin or ancestry, physical or mental disability, medical condition, marital status, age, sexual orientation, use of family and medical leave, genetic testing, and any other basis protected by federal or state law; • Provide opportunities for career development and advancement for all employees; and • Acknowledge the equal employment opportunity occupational job categories where all employees, including minorities and women, continue to be underrepresented, and recommend recruitment, retention and career development solutions to address these areas. Recognize the City's expanding workforce by fostering and supporting programs that enhance diversity. Assign responsibility and accountability for the success of the Equal Employment Opportunity Plan. Section 1B: Responsibilities To assure support and success of this Equal Employment Opportunity Plan and to meet the established objectives, the City has assigned specific responsibilities to the following officials: 1. THE CITY COUNCIL The City Council actively and aggressively supports equal employment opportunity and diversity through: • Encouragement and budgetary assistance to City departments; • Dissemination of equal employment opportunity information to employees and the general public; and • Requiring the review of equal employment opportunity practices and procedures. 2. CITY MANAGER The City Manager has the ultimate responsibility for the success of the Equal Employment Opportunity Plan. The City Manager will assure effective communica t ion of, and conformance with, the requirements of this Plan, and assure that each Department Head takes suc h action as is necessary to achieve the Plan's objectives. 3. THE ADMINISTRATIVE SERVICES DIRECTOR The Administrative Services Director is responsible for the general administration of the Plan and will continually review all personnel policies, employment practices and procedures, and make recommendations for steps to achieve full equal employment opportunity. 4. THE HUMAN RESOURCES MANAGER The Human Resources Manager is re sponsible for implementation of the Plan. The Human Re sources Manager may designate an EEO Coordinator to assist with meeting the goals and objectives of this Plan, monitor progress, and recommend remedial action. The EEO Coordinator shall consult with the Human Resources M anage r in matters related to EEO Policy. 5. DEPARTMENT HEADS Department Heads w ill adhere to the City's Equ al Employment Opportunity 1 Plan, in both spir it and intent, and are responsibl e for achieving progress  toward the goals and objectives of the Plan in their respective departments. Specifically, the Department Head will: • Participate with the Administrative Services Director, Human Resources Manager and/or EEO Coordinator to identify problem areas. Department Heads shall also work with departmental managers and staff to correct those problem areas. • Ensure that all employment decisions, including development of job knowledge and skill requirements, interviews, offers of employment and compensation commitments, assignment, training and evaluation, and employee relations are consistent with the City's personnel practices and equal employment opportunity principles. 6. MANAGERS AND SUPERVISORS Managers and supervisors are responsible for the following: • Ensuring that all staff understand and work within Federal and State laws, as well as City policies and procedures, aimed at equal employment opportunity. • Initiating steps to facilitate and maintain a work climate t hat is conducive to achieving equal employment opportunities and a workplace free from discrimination or harassment. 7. CITY EMPLOYEES City employees are responsible for supporting a work climate that is conducive to achieving equal employment opportunities and that is free of any form of discriminat ion or harassment .  Equal Employment Opportunity Statement It is the continuing policy of the City of Cocoa, State of Florida, to afford equal opportunity for all of its employees and applicantsfor employment. The City recognizes the value of diversity and is committed to continue to recruit, hire, train and promote persons based on merit in all job classifications without regard of gender, pregnancy, childbirth or related medical conditions, race, veteran status, religion, color, national origin or ancestry, physical or mental disability, medical condition, marital status, age, sexual orientation, use of family and medical leave, genetic testing, and any other basis protected by federal or state law in hiring, transfer, promotion, discharge, pay, fringe benefits, job training, classification and/or any other aspect of employment. Employees or applicants who have questions about the City's Equal Employment Opportun it y Policy or who have complaints of unequal treatment are advised to contact the Administrative Services Director or designee at City Hall, 65 Stone Street, Cocoa, Florida 32922, or by telephone (321) 844- 8440. // /) _ r J -iu Henry l(. Parrish, Ill City Mayor Section II-A: POLICY ON EQUAL EMPLOYMENT OPPORTUNITY The City recognizes, welcomes, and appreciates its diverse and mult i-cult ural workforce. Through adoption and dissemination of this Plan to employees, the City commits to an inclusive, result s- oriented, equal employment opportunity environment aimed at a diverse workforce free of illegal discrimination and harassment. Section 11- B: POLICY ON LANGUAGE DIVERSITY While the City recognizes English as the primary language of the workplace and encourages its mastery, it also acknowledges the fact that other languages are both necessary and welcome in providing the best service possible to the residents of our City. For employees for whom English is a second language, the City affirms the right to speak another language fr eely without threat of discrimination or reprisal. It is important, however, that the right to speak a language other than English is not used as a tool to exclude or demean co-workers. Section 11-C: POLICY ON DISCRIMINATION The City is committed to ensuring that no employee or applicant is discriminated against based on sex, pregnancy, childbirth or related medical conditions, race, veteran status, religion, color, national origin or ancestry, physical or mental disability, medical condition, marital status, age, gender (including gender identity and gender perception), sexual orientation, use of family medical leave, genetic testing, or any other basis protected by federal or state law. This policy shall apply to all employment practices. The City will take positive measures toward eliminat in g artificial barriers to employment and achieving equal opportunity through its implementation and coordination of the City's Equal Employment Opportunity Plan, and through its review and evaluation of hiring and promotional policies and pro cedures. It is the policy of the City that all persons be afforded equal access to posit ion s in public service based on their ability to do the job. Hiring will be made on the basis of job-related criteria, and all employment decisions will be made on the basis of merit, in conformity with principles of equal opportunity. The City considers violation of this policy, on the basis of any EEO-protect ed categories, to constitute misconduct that undermines the integrity of the employment relationship. Corrective action up to and including dismissal shall be taken against individuals who violate any provision of this policy. Section 11-D: POLICY ON HARASSMENT It is the policy of the City to maintain an environment free from illegal harassment in the workplace. The City will not tolerat e any action that illegally harasses, disrupts, or inter feres with another's work performance, or creates an intimidating, offensive, or hostile work environment. The City encourages it employees and contractors to respect the diff erences of others. All are expected to act in a responsible, professional manner and to contribute to a productive work environment that is fr ee from harassing or disruptive behaviors. This policy unequivocally extends to all forms of harassment based on the criteria set forthin 'Section II. Discrimination.' The City considers harassment on the basis of any of these categories to constitute misconduct that undermines the integrity of the employment relationship. Corrective action, up to and including dismissal, shall be taken against individuals who violate this policy. Hara ssing behavior includes, but is not limited to: • Verbal conduct, such as epithets, derogatory or in sulting comments, taunting, heckling, slur s, jokes, stor ies, disparaging terms, or unwanted sexual advances or comments; • Physical conduct, such as impedi ng or blocking movement, gestur es, physical int erferenc e with normal work movement, unw elcome touching, or assault; • Visual conduct, such as derogatory or sexually oriented posters, photographs, letters or other writings, e-mail, cartoons, graffiti, or drawings; or • Nonverbal conduct, such as staring, leering, winks or other gestures. In addition to the above, sexual harassment sh all include unwelcome, unwanted, sexual advances or overtures, requests for sexual favors, and other verbal, physical or body language of a sexual nature. The actions above will be considered sexual harassment when: a. Submission to such conduct is made, either explicitly or implicitly, a term or condition of an individual's employment; or b. Submission to, or rejection of, such conduct by an individual is used as the basis for employment decisions affecting that individual; or c. Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment. Section 11-E: POLICY ON RETALIATION Retaliation is defined as unlawful punishment or adverse action of an employee because that employee reported unlawful discriminatory conduct, participated in an investigation of discrimination, or engaged in other protected conduct. The most obvious types of retaliation include denial of promotion, refusal to hire, denial of job benefits, demotion, suspension and discharge. Other types of retaliation may include threats, reprimands, negative evaluations, or harassment. The source of retaliation may be from a manager or supervisor toward an employee, or from one employee or group of employees toward another employee. The City recognizes that the ability to communicate, report, and oppose illegal activity is the singular most effective tool employees and applicants have to prevent and stop such activity. If retaliation for reporting or opposing illegal activity were permitted to continue without remedy it would have a chilling effect upon employees and applicants who speak out against, or oppose, such activity. The City does not tolerate any acts of retaliation. City employees are forbidden to retaliate against any employee or applicant who reports any violation of this Equal Employment Opportunity policy. Corrective action, up to and including dismissal, shall be taken against individuals in violation of any provision of the policy. Page 11 Section 11-G: POLICY ON RESPONSIBILITIES All City employees (including managers and supervisors) have the responsibility to: • Understand and abide by the City's Equal Employment Opportunity Policy, and comply with it terms. • Respect the differences of others. • Contribute to a harassment-free environment by acting and behaving in an appropriate, respectful, and professional manner. • Immediately report any violations of this policy, which the employee personally observes, or has knowledge of. • Cooperate completely in any investigation of violations of this policy. All Managers and Supervisors have additional responsibility to be proactive and: • Foster a work environment free of discrimination and harassment. • Eliminate personal biases from employment decisions and practices. • Ensure employment, performance or conduct decisions and practices are based on a consistent set of criteria that is applied equally to all employees and not based on non- job- related factors. • Ensure that stereotypes do not create a "glass ceiling" to advancement of persons hist orically excluded from middle and upper management positions. • Set a positiv e example. • Keep consistent documentation on all employees. • Take each complaint concerning violations of this policy seriously. Failur e to report an incident of harassing or discriminatory conduct is itself a violation of this policy. • Ensure that all employees are aware of this policy and the procedures for communicating a complaint. • Take corrective action if an investigation results in a finding that this policy has been violated. • Make a referral to the Cit y' s Employee Assistance Program where appropriate. • Prohibit retaliation again st an employee or applicant who has complained of a violation of t his policy, or who has part icipated in an investigation of a complaint under this policy.  • Respect confidentiality to the greatest extent possible by only sharing information regarding complaints and investigations with those who have a "need to know." Section 11-H: COMPLAINT RESOLUTION PROCEDURES 1. City Complaint Procedures Employees and applicants are encouraged to attempt resolution of complaints as quickly as possible at the lowest and least formal level. However, if deemed inappropriate in the judgment of the individual, he or she is encouraged to pursue resolution at a higher level. The most important consideration should be resolution of the issue in a prompt and fair manner. The following procedures may be utilized by a Complainant: a. Resolution within the Department An employee can discuss the complaint/issue and seek a remedy with his/her immediate supervisor. If the complaint/issue is not resolved, or the behavior of the employee's supervisor is an issue, the employee is encouraged to pursue resolution through discussion with the next higher-level manager up to the Department Director. b. Filing an Internal Complaint Any employee or applicant for employment may file an internal complaint with the Administrative Services Director or the Human Resources Manager. The Administrative Services Direct and/or Human Resources Manager, or designee, shall take all complaints seriously and investigate them with due diligence. Confidentiality shall be maintained to the greatest extent possible, recognizing the rights of the complainant, the accused, and all third party witnesses. No employee shall be subjected to intimidation, coercion, or retaliation of any kind as a result of filing a complaint pursuant to this policy or as a result of being a witness in an investigation . 2. External Agencies  In addition to the above, or in place of the above procedure, employees and applicants have the option of filing a complaint with either, or both, the state and federal external compliance agencies. The website for each agency is listed below: Florida Commission on Human Relations (fchr.state. fl.us ) United States Equal Employment Opportunity Commission (www.eeoc.gov) 3. Guidelines for Resolution of Discrimination or Harassment Issues These guidelines and complaint resolution procedures are developed for the purpose of providing assistance to employees, applicants for employment or services, supervisors/managers, and respondent s, to help successfully resolve problems of discrimination or retaliation. A. Employees Employees seeking resolution of any alleged act of discrimination or harassme nt should: • Act immediately after determining that a problem exists. • Consid er resolving the issue at the lowest level possible. • Notify your supervisor or manager immediately, or contact the Administrative Services Director and/or Human Resources Manager. • Ask the ma nager, supervisor, Administrative Services Director and/or Human Resources Manager to explain the different options available to you. • Choose a procedure with which he/ she is comfortable and that he/she underst ands. • Provide documentation and names of witnesses. ■ Clearly state the alleged act in question and the remedy sought, as well as an explanation of when and where the act occurred, as well as any witnesses. • Express any concerns about confidentiality and possible retaliation. • Follow instruct ions about not sharing informat ion with other employees.  • Allow your manager, supervisor, Administrative Services Director, and/or Human Resources Manager to follow through with their investigation. B. Supervisors or Managers When an employee elects to approach a supervisor or manager with a concern of discriminationor harassmen,t the supervisor or manager should: • Listen objectively to the concerns and remedy being sought by an employee. Allow the employee to fully express their concerns and determine what action the employee wants taken. Determine what the issues are (date, time, place, witness, documentation records). • Advise the employee of the impact of any confidentiality concerns such as the possibility that a guarantee of total confidentiality may not be possible based on the particulars of the situation or resolution being sought. • Assure employees that any retaliation isprohibited. • Establish and maintain and/or assist with establishment and maintenance of files that include that allegation, investigation conducted, and actions taken. • Contact the Administrative Services Director and/or Human Resources Manager for guidance and advice, including the different options that might be available to resolve the incident. • Handle all allegations in a confidential manner and share inform at ion only on a need -t o-know basis. • Determine if a referral to the Employee Assistanc e Program is necessary or if any other referral can bemade. • Contact all partie s who can provide you with assistance in resolving the issue. • Managers and supervisors must take proactive measures to prevent or stop all forms of harassing behavior. • Managers and supervisors are held to a higher level of responsibilit y and have a duty to be aware of the day-to-day behavior and conduct of the unit. C. Applicants for Employment  Any applicant for employment who feels he/she has been discriminated against should contact the Human Resources Division. D. Applicants for Services Any applicant for service who feels he/she has been discriminated against shall be provided with appropriate information by the department involved, as well as the procedure to pursue his/her issue within the respective department. E. Respondents Once an allegation of discrimination has been filed, and an investigation is initiated with the potential for adverse findings, the respondent has the right to: • An investigation that is thorough, objective and timely. • Notification of the charge and the right to respond to and rebut the charge. • Provide documents and witnesses to support his/her perspective. • Assurance that all information will be handled confidentially to the extent possible, on a need-to-knowbasis. • Notification of the results of the investigation and the opportunity to discuss any proposed action (any action taken should be commensurate with the level of infraction) . • Be advised of management 's obligation to investigate individuals that management reasonably suspects made false allegations and to take appropriate corrective action, where applicable. • Be informed that if allegations cannot be substantiated or are proven to be false that no record of such allegations shall be retained in any of the employee's personnel fi les. Once the allegation of discrimination has been filed the respondent has a duty to: • Meet with the investigator and answer all questions honestly . ■ Be forthcoming with information and not be deceitful in any way. ■ Keep all information confidential to the extent possible, and to the extent permitted by law, particularly until the investigation has closed. ■ Not retaliate against individuals who participated in the investigation Ill. EQUAL EMPLOYMENT FOR PERSONS WITH DISABILITIES Page/ 17 Section Ill-A: PURPOSE The City is committed to providing equal employment opportunities to persons with disabilities. The City shall not discriminate against any applicant or employee because of physical or mental disability in regard to any position for which the applicant or employee is qualified. This commitment shall include, but not be limited to, hiring, promotion, working out-of-class, training, demotion or transfer, recruitment, recruitment advertising, layoff or termination, and rates of pay and other forms of compensation. Decisions related to personnel policies and practices shall be made on the basis of an individual's capacity to perform a particular job and the feasibility of any necessary job accommodation. The City will make every effort to provide reasonable accommodations to individuals with disabilities in accordance with Americans wit h Disabilities Act (ADA). Section 111-B: REASONABLE ACCOMODATIONS The City is committed to making every effort to provide reasonable accommodations to physical and mental limitations of applicants and employees with disabilities. The City's procedure for the same is as follows: I. WHO IS PROTECTED The law covers qualified applicants and employees with legally qualifying disabilities. A qualified individual is defined as an individual with a legally qualifying disability with the skill, experience, education and other job-related requirements of a position held or sought, and who, with or without reasonable accommodation, can perform the essential functions of the job. A person with a legally qualifying disability is an individual who: • has a legally qualifying physical or mental disability that limits a major life activity; or • has a record of such a legally qualifying disability, which is known to the employer; or • is regarded as having a legally qualifying disability. Major life activities include, but are not necessarily limited to, seeing, hearing, breathing, walking, speaking, learning, working, caring for oneself, performing manual tasks, li ftin g, and other physical and socialactivities. II. WHAT IS A REASONABLE ACCOMMODATIONS A reasonable accommodation is a modification or adjustmen t to a job , employment practice, or work environment that enables a qualified individual with a disability to perform the essential functions of the position and to have an equal employment opportunity. Each request for a reasonable accommo dation is considered on a case-by-case basis, so that one accommodation may be offered at a particular job or location, but may not be available for a different job or location. Accommodation requests must be reasonable and should not pose an undue hardship on the City. Undue hardships are also determined on a case- by -ca se basis, and could include anything that is unduly costly, extensive, disruptive, or which fundamentally alters the nature or operation of the City's business. Ill. RIGHTS AND RESPONSIBILITIES UNDER THE LAW A. Applicants • The City will provide equal emp loym ent opportunity for qualified applicants with disabilities to enable th em to participate in the job application process and to be considered for a job. • Reasonable accommodations will be provided, as needed, to ensur e that individuasl with disabilities have equa l opportunity in the applicat ion and select ion process, unless to do so would be an undue hardship or pose a direct threat to the health and safety of the applicant or others. • The City is not required to accommodate individ uals who are not otherwise qualified for the position that they seek. B. Employees • The law prohibits discrimination in all emp loyment practices, including, but not limited to, promotion, transfer, termination, compensation, job assignments,  leaves of absence, benefits, training activities, and any other terms, conditions or privileges of employment. • The City will provide reasonable accommodations to qualified employees with disabilities unless to do so would be an undue hardship or pose a direct threat to the health and safety of the employee or others. • The process of determining whether an accommodation can be made requires an interactive process in which the employee, the supervisor/manager and the employee's health care provider actively work with the City's Administrative Services Director and/or HR Director. C. Medical Inquiries • The City may ask a job applicant or employee about his or her ability to perform job- related functions and may respond to an applicant's or employee's request for reasonable accommodation. • The City may require medical documentation to evaluate a request for reasonable accommodation by an employee or an applicant. D. Confidentiality M edical-related information shall be kept confidential to the extent required by law. M edical- related information may be shared on with those who have a need -to-know, or if, for instance, a disability requires emergency treatment. IV. HOW TO REQUEST A REASONABLE ACCOMMODATION In general, it is the responsibility of the individual with a di sability to inform the City that an accommodation is needed. An employee may be represented in thi s process by their union, attorney, or any other individual designated by the employee. A. Applicants • Re q uest a reasonable accommodation in the application and selection process by contacting the HR professional or recruit ing coordin ator (at the number  address on the job announcement) as soon as you are aware that an accommodation will be needed. • The City may require medical documentation to evaluate a request for reasonable accommodation. B. Employees • Request a re asonable accommodation by not ifying the manager, supervisor, department Director, Administrative Services Director or Human Resources Manager. Such requests may be made verbally or in writing by the employee or the employee's representative, though the Cit y's preference is that the request be made in writ ing. The employee will be provided with information on the process and the necessary information to be provided. • When the necessary information is received, the appropriate City representative will review to determine if the employee is a qualified individual with a disability, and if so, whether an accommodation is appropriate. The appropriate City representative will confer with the employee's supervisor or may contact the employee's health care provider to review the requested accommodation or other alternatives. The appropriate City representative will also contact the employee to discuss th e requested accommodation or alternatives. • This process will be completed as quickly as possible. However, if the information provided is incomplete or unclear, the process may be delayed. The employee who is requesting reasonable accommodation should make sure that forms are completed accurately and returned as soon as possible. • The appropriate Cit y representative will review the recommended action with the department head or representative, and will notify the employee of the department's decision. • The City may ask the emp lo yee about his/her ability to perform job-related function s and will respond to a request for reasonable accommodation. • The City may require medical documentation to evaluate a request for reasonable accommodation by an employee. Page IV. WORKFORCE ANALYSIS  A. UTILIZATION STUDY The City shall annu ally prepare a utilization st udy which shall cont ain an analysis of all majo r job groups in the City with an explanat ion showin g if minorit ies or w omen are currentl y being underutilized in any one or mor e job groups. In preparing a utilization anal ysis, such analysis shall be conducted separately for minoritie s and women. In det erminin g whether minorit ies are being underutili zed in any job group, any department, offi ce or organization group shall conside r all of the following factors: 1. Minority and female availability for the Cit y' s rel evant lab or market area. 2. The percent age of minority and female employees in th e Cit y work force as compared with the availability of minoritie s and females in the relevant labor market area. 3. The general availability of minoriti es and females having requisite skill s and qualifications in the relevant labor market area. 4. The availability of promot abl e and tr ansferable minorit ies and females within the Cit y. EMPLOYMENT DATA AS OF September30,2015 FULLTIME EMPLOYEES MALE FEMALE JOB CATEGORIE Ameri Ame S Asian Asia African can African rican Caucasia Hispan Or Caucasi Hispanic n or Americ Indian an Ameri Indian n ic Pacif Pacifi an or can or ic c Alask Alask Islan Islan a Nati a der der ve Native # % # # # # # # % # % # # % % % % % % % OFFICIALS 0 6 75.0% 0 8 ADMINISTRA 0. TORS 88.9% 0% 0.0% 1 1 11. 1% 12.5% 1 0 12.5% 0.0% 0 0 0.0% 0.0% PROFESSIONA 2 89.7 2 6.9 1 3.4 0 0. 0 12 2 12.5 2 12. 0 0.0 0 0. LS 6 % % % 0 0. 75.0% % 5% % 0 % 0% % TECHNICIANS 2 89.7 2 6.9 1 3.4 0 0. 0 9 90.0% 0 0.0 1 10. 0 0.0 0 0. 6 % % % 0 0. % 0% % 0 % 0% % PROTECTIVE 10. 8 9.2 1 1. 7 8 100.0% 0 0.0 0 0.0 0 0.0 0 0. 6 71.3 9 SERVICES 3% % 1 8. % % % 0 2 % % 0% % PARA- 0.0 0 0.0 0 0 0. PROFESSION 4 100. 0 0.0 0 0.0 0 0. 0 4 100.0% 0 0.0 ALS 0% % % 0 0. % % % 0 % 0% % ADMINISTRA 0 39 6 12.0 5 10. 0 0.0 0 0. 8 72.7 1 9.1 2 18. 0 0. TIVE % % 2% 0. 78.0% % 0% % 0 0 SUPPORT % 0% % SKILLED CRAF 6 84.0 7 8.6 5 6.2 0 0. 1 0 1 100. 0 0.0 0 0.0 0 0. T 8 % % % 0 1. 0.0 0% % % 0 % 2% % % SERVI CE 61.4 2 31. 2 2.9 3 4. 0 2 40.0% 3 60.0 0 0.0 0 0. 0 0. 4 MAIN 2 4% % 3 0. % % 0 0 3 % TENAN CE % 0% % % B. UTILIZATION ANALYSIS  The utilization analysis shall be conducted by comparing the City's current work force composition with the avai labil it y of Caucasians, African Americans, Hispanics, and other protected groups in th e relevant labo r market. The first analysis will compare the current utili zation in the City's work force of members of both genders in each group compared with the relevant labor market availabi lit y. The second analysis will compare the current utilizat ion in the Cit y' s work force of females in each group compared with the relevant la or market. The stat ist ics wi ll be followed in the utilization analysis of the City's current work force composition by depart ment , divi sion or organization group. Only tho se job classifi cations which are currently filled in each organization group will be contained in the utilization analysis. The utilization analysis wil l compare, by job category, the current work force composition of the City with the relevant labor market availability to determine whether t he City's composition is below or above the availability of protected classes in the relevant labor mar ket. LABOR FORCE BY MINORITY STATUS FROM CENSUS 2010 BREVARD COUNTY Clvlllan Labor RACIAUETHNIC CATEGORY 2010 Populatlon Employed Unemployed Unemployment Force Rate White non-Hispanic 450,927 207,085 190.050 15,165 7.3% Black non-Hlsoanlc 54 799 22.860 19,955 2,360 10.3% Hlsoanlc 43,943 19,960 17,785 1.915 9.6% Asian non-Hispanic 11,349 5,915 5,570 265 24.1% NHOPI non-Hispanic 514 195 180 15 7.7% AIAN non-H is panic 2118 1,100 1.015 65 1.1% B&W-NHIS 4,132 610 485 125 64.1% Aslan&Wh-NHIS 3,031 1075 1020 55 5.0% AIAN&Wh-NHIS 2,377 905 815 85 13.9% AIAN&Blk-NHIS NIA 65 55 10 0.9% Bal. 2+ Races, NHIS NIA 1370 1245 110 12.2% Female •• 277,134 100.809 100.080 729 0.7% " Includes all races NOTE: Sum of detail may not equal totals due to rounding. Source: Census 201O - Residence Data Resulls (htlp://taclfinder2.census.govl )  Local Labor Market Data from Census 2010 Residence Data Results by Occupational Category Compared to City of Cocoa Employment Labor Marl<et vs. Ci tv of Cocoa MALE FEMALE Asian American American Tota l Tota l Asian or Bot h African Or Indian or African Indian or Female Coucasian Americon Hispanic Pacific Cnucosian American Hispanic Pacific Alaska Alaska Genders Islander Isl ander N ative fl atlve OFFICI ALS CO 8 1 0 0 0 6 0 1 1 0 8 1 COA 7 AOMltll LB 16.6 700 1.01 36 15 9,80 810 645 205 4 11,56 30,40 R STRATORS ,_, 00 5 0 0 0 0 0 5 KT CO 26 2 1 0 0 12 2 2 0 0 1 4 CO 6 5 PROFESSIOIIA A LS L 22.0 710 1,46 1,2 45 19,9 1,685 1,655 64 4 23,980 49,4 B 0 60 65 60 10 0 0 R M K T CO 26 2 1 0 0 g 0 1 0 0 1 3 TECHtuCIAII CO A 0 9 S LB 3,66 465 365 15 0 3,50 545 310 16 0 4,525 9,16 R ,_, 0 0 5 5 5 KT CO 62 9 8 1 7 8 0 0 0 0 8 9 PROTEC TIVE CO 5 A SERVICE LB S R 3,86 340 380 35 0 1,33 205 100 0 2 1,660 6, ,_, 0 0 5 275 KT CO 4 0 0 0 0 4 0 0 0 0 4 8 PARA- PROFESS OII COA LB ALS R 8.62 395 609 45 16 7,86 749 659 271 1 9,5 19,6 ,_, 1 4 6 3 58 53 KT ADPI,IIII STRATI CO 8 1 2 0 0 39 6 5 0 0 5 6 COA 0 1 VE SUPPOR T LB R 19,2 2,0t 1,75 20 15 36.4 3,705 3,390 94 1 ,44 67,8 f,tK 05 O 0 0 35 0 4 815 75 T 5 CO 68 7 5 0 1 0 1 0 0 0 1 8 SKILLED COA 2 CRAFT LB 19,3 2,0 1,85 29 13 1,65 225 190 7 0 2,1 25,8 R MK 85 00 0 5 5 5 5 45 10 T CO 43 22 2 3 0 2 3 0 0 0 5 7 SERVICE 5 COA MAIIITEIIAII CE RB L 26,6 4,4 3,45 67 38 20,9 4,500 3,140 1,01 1 29,740 65,3 ,_,K 5 0 0 25 T 75 05 0 0 85 5 CO 245 44 1 4 8 00 1 9 1 0 10 4 COA 9 2 2 2 TOTAL II 2 UMBER LB R 120, 11. 10,8 3,4 74 101 12.42 10.08 3,30 3 127,80 273,9 ,_,K 066 02 84 54 1 ,616 4 9 6 6 3 73 T 5 8 *For comparison purposes,on ly. Two or more races data not included. C. EMPLOYMENT GOALS CRITERIA In determinin g the level of empl oyment goals t he Admini str at iv e Se r vices Director shall utili ze t he fo llowing crit eri a: 1. Th e uti lization analysis. 2. Goals shall not consist of rigid and infl exible qu ot as w hi ch must be met, but shall be targets reasonably at ta in able by means of applying every good faith effort to make all aspects of the entir e equal employment opportu nit y plan wo rk. 3. Anticipated expansion, contraction, and turnover of the work force shall be considered when establishing timetables to meet goals and commitments. 4. The City shall establish and set forth, where necessary, specific goals separately for each protected group deemed. 5. Such goals, with supporting data and the analysis thereof, shall be a part of the City's written Equal Employment Opportunity Plan. -u llJ co CD Section V-A:ACTION STEPS 1. RECRUITMENT AND SELECTION Initiate and continue outreach efforts to attract the most qualifi ed candidates for employment who represent the diverse community we serv e. Continued emphasis will be given towards attracting all under-represent ed groups. Increase recruitment efforts to attract a broad and diverse candidate pool for positions in all categories. 2. TRAINING AND DIVERSITY In collaboration with other departments, the Human Resources Department will continue training and educationa l opportunities such as: o Customized Departm ent Training Program s o Diversit y-t raining program to broaden the focus on cultural awa reness and communications, and conflict resolu tion issues. 3. CAREER DEVELOPMENT AND RETENTION The City remain s committed to professional development, exploring enhanced online technology as a cost-effective way to open doors for training and educational opportunities, and ensuring that all managers work with individual employees to achieve career development plans. 4. AUDIT, REPORTING AND ANALYSIS The City shall, within six months of its adoption of this Plan, and thereafter, no less than bi- annually , prepare a report which analyzes the distribution of protected class members in each major job category. The City shall, within six months of its adoption of this Plan, and t hereafter, no less than bi- annually, analyze its job advertisements, recruitment efforts, referral and employment records, and training and educational programs, to assist with a determination of whether it s efforts and policies are helping the City to achieve its goal of a diverse workforce that is free of all forms of discrimination, harassment and retaliation. The City shall, within three months of completing its analysis, and no less than bi-annually, prepare a report that summarizes such analysis, determines the eff ectiv eness of the City's EEO Plan, and which makes rernmmendations for future efforts that will assist the City with maintaining a diverse workforce that is free of all forms of discrimination, harassment and retaliation. 5. POLICY DISSEMINATION. TheCi ty 's EEO Plan will be disseminated Internally and externally as may be required to succes s fu lyl implement the EEO Plan to further affirmative actiono bj ec t ives. Section VI-A: EEO OCCUPATIONAL JOB CATEGORIES Officials and Administrators: Occupations in which employees set broad policies, exercise overall responsibility for execution of these policies, or direct individual departme nts or special phases of the agency's operations. Includes, but is not necessarily limited to: department heads, directors, and elected officials. Professionals: Occupations that require specialized and theoretical knowledge, which is usually acquired through college training or work experience and other training. Includes, but is not necessarily limited to: doctors, psychologists, registered nurses, dieticians, attorneys, system analysts, accountants, appraisers, engineers, employment and vocational rehabilit ation counselors, teachers or instructors, librarians, management analysts, environmental specialists, counselors, nurse practitioners, pharmacists, and auditors. Technicians: Occupations that require a combination of basic scientific or technical knowledge and manual skill, which can be obtained through specialized post-secondary education or equivalent on-t he-job training. Includes, but is not necessarily limited to: computer programmers, drafters, surveyors, licensed vocational nurses, technical communications dispatchers, child support officers, and revenue collectors. Protective Service Workers: Occupations in which workers are entrusted with public safety, security and protection from destructive forces. Includes, but is not necessarily limited to: bailiffs, correctional officers, and state attorneys. Administrative Support: Occupations in which workers are responsible for int ernal and external communication, recording and retrieval of data and/or information, and other paperwork required in an office. Includes, but is not necessarily limi ted to: adm ini strative secretaries, fiscal office assistants, clerk typists, court services supervisors, courtroom clerks, deputy court clerks, court transcribers, payroll clerks, computer operators, telephone operators, legal assistants, mail services driver s, medical office assistants, patient services assistants, and libr ary aides. Skilled Craft Workers: Occupations in which workers perform jobs that require special manual skill and a thorough and comprehensive knowledge of the processes involved in the work which is acquired through on-the-job training and experience or apprenticeship or other formal training programs. Includes, but is not necessarily limited to: auto mechanics and repairers, electricians, heavy equipment operators, stationary engineers, painters, skilled machin ing occupations, and carpenters. Service-Maintenance: Occupat ions in which workers perform duties that result in or contribute to the comfort, convenience, ygiene or safety of the general public or that contribute to the upkeep and care of buildings, facilities, or grounds of public Page property. Workers in this group may operate machinery. Includes, but is not necessarily limited to: bus drivers, transportation drivers, community workers, food service workers, gardeners, road maintenance workers, shelter care counselors, residential counselors, medical services assistants, custodians, utility workers, construction laborers, park rangers (maintenance), and craft apprentices/trainees/helpers. Section VI-B: GLOSSARY OF EEO TERMINOLOGY Adverse Impact: The showing that an employment practice, procedure, or test has hampered the employment opportunity of one or more members of a protected group. Affected Class: Members of an applicant group who, by virtue of past discrimination, continue to suffer the present effects of that discrimination. Applicant Flow Analysis: A statistical analysis conducted to determine if any portion of the examination process is having an adverse impact upon protected group members. Artificial Barriers: Requirements, procedures, or standards for employment that are not related to successful job performance. Auxiliary Aides and Services: Includes qualified interpreters or other effective methods of making aurally delivered materials available to those with hearing impairments; qualified readers, taped, text or other effective methods of making visual mat er ials available to those with visual impairments; acquisition or modification of equipment or devices, or other similar services and action. Bona Fide Occupational Qualification (BFOQ): A work requirement reasonably necessary to the normal performance of a job, such as being a certain age or gender, or having the ability to lift a certain amount of weight. Criteria: Quantifiable measures of job performance or success, such as those indicated in a supervisor's ratings or training evaluations. Disability: A person who has a physical or mental impairment that sub stantially limits one or more major life activities, has a record of such impairment, or is regarded as having such impairment. Discrimination: The showing that a practice, procedure, or test has an adverse effect on at least one protected group and is not job-related. Disparate Treatment: When memb ers of a protected group have been denied the same employment, promotion, transfer, benefits, or membership opportunities that have been made available to other employ1es or applicants. Equal Employment Opportunity : A condition under which all employment practices including selection, transfer, promotion, termination, compensation, and other benefits are implemented on the basis of valid, job-related requirements without regard to race, national origin, color, religion, age, physical or mental disability, pregnancy, childbirth or related medical condition, sex, sexual orientation, use of family medical leave, or any other basis protected by federal or state law. Job-Related Qualifications: Requirements that are realistically related to the actual duties of the job. These requirements consist of the knowledge and skills required to perform those duties determined by a thorough job analysis. Merit Systems: Selection of persons for employment based on ability. Protected Group: 'Groups protected against discrimination by law or policy. These groups include, but are not limited to, race, color, sex, sexual orientation, national origin, religion, physical or mental disability, age, and pregnancy. Selection Device: Tests, educational and work history data, interviews, and other tools to determine relative levels of job qualification. Validity: The extent to which a selection procedure samples the content of the job. Theoretically, a valid selection procedure is predictive of job success.