Open recommendations
We have made these recommendations, but have not yet assessed their status.
Multnomah County Responsiveness to Phone and Email Inquiries from Public
Recommendation | When we will assess it |
|---|---|
Ensure that all phone calls and emails to county programs and offices that directly serve the public receive a response as soon as possible and no later than five business days. | Spring 2026 |
Require multiple languages on all prerecorded phone messages for programs and offices that directly serve the public who speak languages other than English. | Spring 2026 |
Ensure that all phone numbers listed on county websites are functioning correctly. | Spring 2026 |
Explore the feasibility of expanding online chat features. | Spring 2026 |
| Recommendation | When we will assess it |
|---|---|
| All department HR units should conduct 360 reviews for managers annually. | Spring 2026 |
| All 360 reviews should be saved in Workday. | Spring 2026 |
| All department HR units should give every employee leaving the county the opportunity to fill out an anonymous exit survey about their experience. | Spring 2026 |
| The equity analyst for each department should aggregate information from the 360 reviews and exit surveys annually to identify patterns. The department director, department HR, and the equity manager should develop and implement plans to address issues. | Spring 2026 |
| Central and department HR should ensure that prior to terminating an employee, HR managers consult with an equity manager or a representative from the ODE. | Spring 2026 |
| Central HR and department HR should enforce Personnel Rule 3-42 (Gender Identity and Gender Expression Harassment and Discrimination Free Workplace). | Spring 2026 |
| Hire an equity manager. | Spring 2026 |
| Advocate to the Board for funding to build capacity for equity data collection and analysis to inform equity efforts. | Spring 2026 |
| Develop a comprehensive equity plan that outlines specific goals, strategies, and initiatives for advancing equity. | Spring 2026 |
| Develop clear criteria for mandatory equity training completion and implement a process to hold managers accountable for ensuring both their own participation and the participation of their team members. | Spring 2026 |
| Develop a comprehensive equity training plan. | Spring 2026 |
| Establish a centralized system for monitoring and evaluating the effectiveness of all equity initiatives. This system should include clear metrics, standardized reporting procedures, and a mechanism for collecting feedback from both employees and the community. | Spring 2026 |
| Implement a process for documenting, analyzing, and responding to employee feedback in a timely and transparent manner. | Spring 2026 |
| Implement multiple avenues for employees to provide feedback, such as regular one-on-one meetings, anonymous surveys, and employee focus groups. | Spring 2026 |
| Provide training to supervisors on active listening, constructive feedback, and addressing employee concerns. | Spring 2026 |
| Investigate the concerns raised in the countywide employee survey regarding belonging and report to department staff on findings and steps for improvement. | Spring 2026 |
| Investigate the concerns raised in the countywide employee survey regarding workload distribution and report to department staff on findings and steps for improvement. | Spring 2026 |
| Embed equity practices in all decision-making processes. | Spring 2026 |