Department of Public Works

2006 Gender Analysis Update

 

I. Department Overview

 

The San Francisco Department of Public Works' (DPW) central role is clean, repair, and maintain city streets and sewers, restore San Francisco's public buildings, build and maintain plazas, stairways, and other public areas; coordinate street excavation work; enforce litter laws; and remove graffiti and illegal signs. DPW regulates street and sidewalk use while enhancing and protecting the public right-of-way; promotes the undergrounding of overhead utilities and maintains the City's basemap. The department also provides architectural, engineering, and project management services on some of the City's largest projects, including the Laguna Honda Replacement Project,Mission Bay, San Bruno Jail, Juvenile Hall Replacement Project, Octavia Boulevard and Harding Park Golf Course.

 

Public service is a constant theme in all of the Department's endeavors. DPW works closely with community groups and other stakeholders on all manners of activities from neighborhood cleanup and beautification projects to needs analyses for libraries, parks and other facilities for public use. The Department strives to design facilities and spaces that incorporate community needs and desires in a manner that effectively utilize the limited public funds that are available. DPW also manages its construction activities and the activities of other public and private agencies to minimize the adverse impacts on the City's residents and businesses. The Department has a budget of approximately $155 million and a staff of nearly 1,500.

 

DPW underwent a Gender Analysis in 1999 and in 2001 presented an update to the Commission on the Status of Women's CEDAW Committee. In addition, the department has communicated with the Department on the Status of Women several times since the 2001 Update to provide information and to receive comments and additional recommendations on how to further improve our services to our internal and external customers.

 

This Update reports on DPW's progress in the fields of employment and training and development as requested by the Commission on the Status of Women. Of particular interest are DPW's successful 7501 Apprenticeship Training Program, increased employment in the engineering field by women at DPW, and a decrease in Equal Employment Opportunity Complaints. In addition, women in DPW's professional groups have steadily increased over the past few years.

 

II. Employment

 

DPW continues to monitor its workforce composition by maintaining workforce data by race and sex within each Bureau and by classification and occupational categories. In addition to ensuring equal employment opportunity, workforce data helps the department track its progress toward meeting workforce utilization goals. DPW seeks workforce gender representation that mirrors the current labor force demographics.

 

Analysis of Workforce Composition

 

As of 7/21/2006, DPW's workforce composition by gender shows:

 

 

DPW	Number in Workforce 2002	Percentage of Workforce 2002	Number in Workforce 2006	Percentage of Workforce 2006	Difference +-%
Men	1,066	74.9%	1,083	72.8%	-2.1%
Women	356	25.1%	403	27.2%	+2.1%
Total	1,422	100%	1,486	100%

 

 

The U.S. Department of Labor, Bureau of Labor Statistics (BLS) Civilian Labor Force 2004 annual averages data provides the following workforce utilization information for California:

 

 

CALIFORNIA	Number in Workforce	Percentage of Workforce
Men	9,690,000	55.2%
Women	7,860,000	44.8%
Total	17,551,000	100%

 

The most recent BLS Civilian Labor Force statistics for the San Francisco Primary Metropolitan Statistical Area (PMSA) appear in the 2002 annual averages table. Using this data in conjunction with the U.S. Census Bureau's 2002 American Community Survey Profile for the San Francisco PMSA yields the following local work force data:

 

 

SAN FRANCISCOPMSA	Number in Workforce	Percentage of Workforce
Men	651,639	55.6%
Women	520,206	44.4%
Total	1,171,845	100%

 

DPW continues to meet the challenge to provide equal employment opportunities to all by striving to achieve workforce parity for women in all occupational groups. The statistical data shows that DPW is moving toward a male/female workforce composition that reflects the statewide and local averages. Overall, the department has increased the number of women in its workforce by 59 or an increase of 17.1% since 2000, while as a whole; the department's staff has grown by 6.2%. DPW's most significant increase is in the Miscellaneous Professional occupational group where women now represent 54% of the workforce, compared to 43% in 2000 and 32% in 1992. DPW has also made steady gains hiring women in Engineering. Women represent 21% of the engineering workforce, an increase from 15% in 2000, and 11% in 1992. Women representation in the skilled trades is at 3%, which is consistent with the National Labor Pool availability[1].

 

 

City and County of San Francisco Department of Public Works
Employment Statistics,
Comparison 2000 vs. 2006
CATEGORY	# of Females at DPW 2000	% of Females at DPW 2000	TOTAL at DPW 2000	# of Females at DPW 2006	% of Females at DPW 2006	TOTAL at DPW 2006	2000 SF Female Labor Pool
Professionals
Administrators	12	31%	39	11	26%	42	43%
Architects	2	7%	30	3	13%	24	34%
Engineers	17	15%	113	27	21%	130	11%
Misc. Professionals	55	43%	127	76	54%	142	46%
Subtotal	86	28%	309	117	35%	338
Technicians	37	22%	167	50	29%	170	47%
Skilled Craft	2	1%	185	6	3%	186	12%
Paraprofessionals	3	50%	6	18	31%	59	69%
Maintenance	128	21%	607	133	21%	623	42%
Office & Clerical	85	80%	106	79	72%	110	83%
TOTAL	344	25%	1399	403	27%	1486

 

III. Hiring

A literature search has indicated that since the passage of Proposition 209, the number of women in the construction trades has declined[2] and cases have shown that the trend toward increasing representation of women has been reversed. While Proposition 209 makes it difficult for state and local governments to bring about racial and gender equity and parity, it does not preclude organizations from pursuing this goal.

 

 

 

DPW 2006	White	Black	Hispanic	Asian	Filip	Am.Indn	Total	Percentage
M	340	221	184	253	79	6	1083	72.8%
F	69	83	45	163	43	0	403	27.2%
	28%	20%	15%	28%	8%	0%

 

The programs below are helping DPW to further diversity its workforce.

 

Apprenticeship and Internship Programs

 

General Laborer Apprenticeship Program: With this in mind, DPW has taken great strides to introduce the City's first General Laborer Apprenticeship Program. The apprenticeship program, started in November 2004, provides an opportunity for residents in at risk areas of the City to pursue general laborer positions in the City and in the private sector. The goal of the program is to provide participants with marketable skills, better enabling them to competitively enter the job market. Apprentices are employed full time for two years with DPW benefits with the bureaus of Street Environmental Services and Urban Forestry. Rotation every six months has provided apprentices with experience in teambuilding and diversity. Apprentices attend six weeks of technical training off-site at the San Ramon Training Center and Strybing Arboretum. The training consists of skill development in heavy equipment use, asphalt, blueprint reading and horticulture. Quarterly support meetings provide the opportunity for feedback and communication, as well as soft skills' training in conflict resolution and interview skills. Apprentices have been provided with interviewing resources including a career portfolio, guest speakers on putting their best foot forward', presentations by career placement sources and CityBuild, and access to computers and computer training at DPW's Employee Resource Center. In addition, apprentices are offered the opportunity to attend free classes facilitated by the Department of Human Services and City College in computer skills and resume writing. Information for free career skills workshops at the One-Stop Center on Mission Street is provided monthly. The apprentices, who receive apprentice wages and full benefits while learning invaluable skills, are members of the Laborers International Union, Local 261. Upon completion of the program, apprentices may compete for General Laborer or Gardener positions within DPW, other City departments or in the private sector. As forecasted in the Department's 2001 Update, DPW's apprenticeship program has enhanced equal employment opportunities for women in non-traditional occupational groups. DPW statistics show that the General Laborer Apprentice classification has an impressive 32% representation by women in that class.

 

DPW anticipates that the apprenticeship program will help the department increase the available pool of women in the labor force with applicable job skills in the general laborer field and thus, increase those employment figures in the future.

 

Summer Engineering and IT Internships: DPW's Annual Summer Student Trainee Program continues to provide a means of introducing and transitioning students to engineering and architectural positions. As of July 1, 2006, 46% of the Student Engineer Trainees were female. The increase in the numbers of our students participating in our Trainee Program has enhanced the opportunities for females and people of color to enter our engineering and architectural classifications where these classifications have been under-represented.

 

Project Pull: The Department's Project Pull program continues to grow and includes other City departments is another successful internship opportunity for San Francisco high school students. The program, sponsored by the City, exposes high school students to career possibilities in engineering, architecture, business, or the sciences, by pairing them with mentors in each profession. Project Pull's 2006 Summer Internship Program included 45% female students.

 

DPW attributes other gains to recruitment efforts aimed at attracting women. Managers and Deputy Directors participating in job fairs emphasize the department's equal employment opportunity policies, which make DPW an excellent career choice for women. DPW also partners with community-based organizations serving economically disadvantaged women to provide transitional opportunities for women entering the workforce for the first time (Attachment B) These organizations serve low income and at-risk clients and have referred employees to our 9916 Public Service Aide program. Since June 2006 these community- based organizations have referred women with minimal work skills to join DPW's workforce and acquire the skills needed to enter the general laborer and gardeners apprenticeship training program.

 

DPW will begin listing engineering, technical and trades job opportunities on the National Institute for Women in Trades, Technology & Science E- jobs website. DPW is also leading a poster campaign featuring women in nontraditional employment roles featuring DPW women. According to the National Institute for Women in Trades, Technology & Science, a great motivator for women toward seeking a career in technology or the trades is seeing other women in roles most often filled by men.

 

IV. Promotions/Retention

 

Another employment category that has seen great increases in female participation is DPW's Miscellaneous Professionals employment category. This figure has jumped from 43% in 2000 to 54% in 2006. This employment category includes staff from the department's accounting and street inspection functions and DPW credits the employment and retention of women in these employment categories to the availability of flexible work schedules.

 

There has been a gradual adoption of other policies within DPW to assist women in dealing with balancing their family obligations and career. Recently, the City and DPW adopted a Telecommuting Program and identified key benefits and goals of telecommuting including continued recruitment and retention of highly qualified employees, greater flexibility for employees to balance work and personal obligations, and improved employee morale and job satisfaction. The Department continues to offer part-time, flex-time and compressed work schedule to help employees who have childcare and eldercare responsibilities.

 

In the past two years, DPW has provided opportunities to women and has promoted them into key management positions. The Department hired its first female Director of Communications and Public Affairs, Emergency Planning Coordinator, and EEO Manager. In addition, women have been hired into management and professional positions such as: Human Resources Manager, Training Coordinator, Assistant Superintendent positions in the Bureau of Street Environmental Services and Bureau of Urban Forestry and Assistant to the Deputy Director of Operations.

 

V. Equal Employment Opportunity Complaints

 

The DPW Equal Employment Opportunity and American with Disabilities Act Programs Manager reports a steady decline in gender related discrimination and harassment complaints. Since 2001, there have been fewer than ten complaints alleging discrimination and/or harassment based on sex or pregnancy filed with the city's Department of Human Resources, the state Department of Fair Employment and Housing and the federal Equal Employment Opportunity Commission combined. In addition, there have been no equal employment opportunity complaints within the last five months. The department attributes the decrease in complaints to mandatory harassment prevention training, which has increased women's awareness of the issues giving rise to gender based discrimination. DPW has also instituted a Conflict Resolution Program that allows the department to address and resolve potential discrimination and harassment complaints in the early stages. The low incidence of complaints can also be attributed to DPW's Zero Tolerance Policy for harassment, which has resulted in disciplinary actions including termination for employees found in violation. An article about Equal Employment Opportunity and DPW's new EEO Programs Manager, Janie White, was also featured in the department's revamped Employee Newsletter, which was reinstated by Director Fred Abadi (copy attached) and distributed to all staff by hard copy and through email.

 

VI. Training & Development

 

The Training unit continues to conduct a variety of programs that support career development that promotes a safe, supportive workplace. A key factor to consider is that DPW and the City will see a great many retirements over the next two decades, as baby boomers begin to retire. Many of DPW's bureaus are engaged in succession planning strategies to ensure a smooth transition and the Training and Development Unit will be key to training DPW's next generation of leaders. Some highlights follow.

 

Ø Prior to Governor Schwarzenegger's mandate for harassment prevention training to be conducted for all supervisors, DPW took on the responsibility of informing all employees about their rights. DPW promotes a zero-tolerance' policy for harassment. A total of 1,677 line-staff and supervisors have received at least four hours of harassment prevention training. The training has been offered in both Spanish and Chinese for the custodial staff, many of who are monolingual with limited English proficiency. Both the materials and lecture were translated for the participants. The training is conducted on a regular basis by the EEO unit in conjunction with the training unit for all new employees. A two-hour refresher training will be scheduled on a two to three year cycle for all employees.

 

Ø A two-hour FMLA/ADA/Worker's Compensation workshop for Operations supervisors was well received. These workshops are also conducted by the EEO unit and facilitated by the Training unit. Many supervisors expressed that the workshop clarified policy and procedure, as well as a more employee supportive approach.

 

Ø A thirteen-week Supervisor's Academy for Operations (craftspeople, laborers, gardeners, etc.) is conducted bi-annually for both current supervisors and those desiring supervisory positions. The workshops focus heavily on communication skills to support improved morale in the workplace. The workshop topics include performance coaching, computer skills and a math and English refresher course. Twenty-one percent of participants have been female. Two female graduates of the program have been promoted to supervisory positions, DeJaida Durain and Alison Mickels.

 

Ø DPW's twelve-week Project Management training program for engineers and architects has been attended even more heavily by the department's female workforce, with an overall percentage of 36%. The percentage ranges from a low of 26% to 71% over the last four years. This program is taught by DPW subject matter experts and provides participants with training and expectations about the roles and responsibilities of a DPW project manager. The vision for the program, endorsed by City Administrator, Ed Lee, is to develop a source of well-trained potential project managers for future DPW projects.

 

Ø Participation totaled 20% female, for Performance Appraisal training, a workshop tailored for supervisors to better prepare and present both an appraisal and performance plan for career growth.

 

Ø The Employee Resource Center, which opened May 2001, remains as a site for employees to build on career options. The computers are available for internet searches and skills building. Computer classes are both scheduled and available upon request. One-on-one computer tutoring is scheduled by appointment whenever possible. Career counseling is available by appointment. City job opportunities are posted weekly and small workshops have been conducted in the main meeting area. Keeping the Center open five days a week beyond 9 a.m.-5 p.m. has been challenging. Although DPW ahs staffed the Center for several years from 8 a.m. – 5 p.m., few employees appear to be interested in utilizing the Center prior to starting their workday or after. Shifts begin at 7am and end at 2:30pm for a majority of employees. Employees for the most part are working off-site, making it difficult to use the Center during their lunch hour or breaks. The compromise has been to clearly post trainer contact information so that employees can choose to make appointments with a trainer to meet them at the Center. An Employee Resource Center newsletter was also published as a communication tool and to further promote Center use.

 

Ø The women's support group begun in 2001 has developed into the Women's Enrichment Group' which meets monthly. The original premise of having meetings to comfortably discuss concerns of women at DPW Operations and share knowledge has grown to the vision of a grassroots' self-lead group that will take on difficult issues such as childcare to meet the needs of a 24 hour/7 days a week workforce and work hours to better support family needs. The Women's Enrichment Group was promoted with letters from the Deputy Director of Operations encouraging attendance and sent directly to female employees' residences. Forty female employees attended the last meeting.

 

The issue of childcare is extremely challenging for Operations employees who may work graveyard, swing shifts or weekends. DPW recently contacted the Childcare Council of San Francisco for a list of childcare providers that cover those particular hours. The department was provided with twelve names of in-home providers who offer care either beginning at 6 a.m.-6 p.m. or 9 p.m.-6 a.m.; and several provided care for 24 hours. The fees were charged daily, weekly or monthly from $57/day to $225/week and up to $975/month. This list of providers has been made available to Operations employees and will be made available to women as they join DPW's operations workforce.

 

VII. Miscellaneous Projects of Note

 

a.) Emergency Training and Preparedness – DPW's Emergency Planning Coordinator has incorporated a discussion about gender and emergency planning into departmental awareness training that calls participants' attention to gender issues in emergency management and to stimulate discussion about how emergency situations may impact men and women differently. Every DPW employee will receive this training by June 30, 2006.

 

b.) Curb Ramp Program - For individuals with mobility issues to travel independently, curb ramps are essential in providing an accessible path of travel onto and off of public sidewalks to public facilities, accommodations, transportation, shopping districts, health care facilities, etc. While gender cannot be factored into the criteria for placement of curb ramps, which is guided by federal standards and the Americans With Disabilities Act, DPW has received positive feedback from families who benefit from DPW's curb ramp program, to make travel easier with baby strollers.

 

c.) Beautification Projects – DPW helped neighbors improve Guererro Street to calm traffic after a young mother complained that she could not safely cross the street. Gillian Gillett, Co-Chair of the San Jose/Guerrero Coalition to Save Our Streets, worked with DPW and many others to study and implement a wider center median for pedestrian refuge. Additions include bike lanes, planted medians, street trees and community clean-ups. She and fellow Coalition members successfully applied for $120,000 in grants to fund a neighborhood planning effort to capitalize on these improvements and further revitalize the San Jose/Guerrero neighborhood. DPW awarded Ms. Gillett at its 2006 Clean and Green City Summit.

 

d.) Capital Improvement Projects: The department routinely solicits community input when designing roadway and other capital improvement projects. While gender neutral in our outreach, women's concerns for safety, and convenient public access to public facilities is considered and acted upon. For instance, when designing a pool facility for the Recreation and Park Department, Family Changing Rooms were recommended, as well as baby-changing stations in both men's and women's rooms. More and more, these kinds of facilities and services are provided as a standard practice.

 

VIII. Community Outreach

 

DPW's internal and external customers include all DPW employees, individual residents, state and local government agencies, federal government agencies, the City's Board of Supervisors and their legislative aides; commissions, committees, the general public at large, visitors and newcomers, all users of the City's streets and sidewalks and City-owned facilities that DPW either oversaw the construction of and/or currently maintains.

 

DPW uses a variety of methods to reach out to its staff:

 

Ø DPW recently began publishing a department-wide employee newsletter that is distributed by hard copy and electronically. An article about DPW's EEO Programs Manager was included and information about Telecommuting will be included in the Fall Edition.

 

Ø Director Fred Abadi has recently established a Brown Bag Lunch Series where he will provide an opportunity for every DPW employee to meet with the Director and bring their questions and concerns.

 

Ø Director Fred Abadi is also instituting a department-wide Employee Town Hall where issues will be addressed.

 

DPW also uses a variety of methods to reach out to the public, including:

 

Ø Over the telephone through its much-publicized 28-CLEAN customer service line.

Ø On-line through a customer service link that documents and refers complaints about graffiti, illegal dumping, excessive litter, public right of way issues, etc.

Ø At town hall and community meetings where customers are regularly engaged by DPW staff. Meeting locations are typically in the neighborhood, accessible for the disabled, held after work to encourage parents and the working public to attend, and materials from these meeting are available in multiple languages and in alternative formats for people with disabilities.

Ø Public awareness of department services is also achieved through fliers, bill inserts, media releases, targeted mailings, outdoor advertising, etc.

Ø To increase convenient public access to city services, the department also provides multilingual outreach communication in English, Chinese, and Spanish, and depending on neighborhood needs, materials have also been disseminated in Russian, Tagalog, and Vietnamese.

Ø Public construction projects are posted with large signage that lists a contact person in the Public Affairs Department, who tracks and resolves customer complaints on a daily basis.

 

DPW has hosted three citywide Clean and Green City Summits between 2001 and 2006. This all day event features cleaning and greening experts, interactive workshops, and inspirational speakers. Participants receive a rich learning experience on the city's and the country's best practices while developing new ideas and solutions for DPW's year round cleaning and greening programs. Summits are used to solicit broad programmatic and policy changes from the community. The 2006 Summit's participants gender breakdown was 53% female (322 total participants) and 53% women leader speakers. In addition, awardees were predominantly made up of women.

 

Another major department community outreach tool is the Community Clean Team is well attended by women and the breakdown since 2001 has been approximately 50%.

 

IX. Comparisons to other Cities

 

The DOSW requested statistics from other California cities. Below are San Jose and Los Angeles.

 

City of San Jose Public Works Department - 2006	# of	% of Females at DPW		# of	% of Males at DPW
	Females			Males at DPW		Total
	at DPW
Professionals
A. Administrators	1	25%		3	75%	4
Architects	11	30%		26	70%	37
Engineers	19	22%		68	78%	87
Misc. Professionals	17	43%		23	58%	40
B. Subtotal	48	29%		120	71%	168
Technicians	20	16%		104	84%	124
Skilled Craft	0	0%		7	100%	7
Paraprofessionals	9	41%		13	59%	22
Maintenance (General Services & Dept. of Transportation)	0			0		0
Office & Clerical	15	88%		2	12%	17

 

 

By Job Category-Los Angeles County DPW 2006
	# Men	%Men	#Women	%Women	Total
Officials/ Administrator	70	83.30%	14	16.70%	84
Professional	771	69.30%	342	30.70%	1113
Technicians	407	80.60%	98	19.40%	505
Paraprofessionals	8	36.40%	14	63.60%	22
Administrative Support	54	13.00%	361	87.00%	415
Skilled Craft	1302	96.60%	46	3.40%	1348
Service/Maintenance	430	92.30%	36	7.70%	466
Total	3042	77.00%	911	23.00%	3953

 

Attachment B: List of Community Based Organizations (Word)

 

Classification Gender Breakdown (PDF)