Recommendations are listed in the order they appear in the report

1	Update current EEO-related policies to reflect best practices.	Addressed/Ongoing
2	Implement a policy to address abusive conduct, even if not EEO-related.	Completed
3	Continue promoting and hiring individuals for management positions who demonstrate emotional intelligence and the commitment to creating and maintaining a positive and respectful work environment.	Addressed/Ongoing
4	Hold managers accountable for modeling professional and respectful behavior and demanding the same of their teams.	Addressed/Ongoing
5	Require District leadership to visit field locations on a regular basis and facilitate town-hall-like events to solicit feedback and input from employees.	Addressed/Ongoing
6	Continue to enhance the District’s current EEO training program.	Addressed/Ongoing
7	Require managers to follow and enforce District policies and procedures.	Addressed/Ongoing
8	Require managers to promptly and consistently address EEO Issues and other employee concerns.	Addressed/Ongoing
9	Evaluate the performance of managers and compensate them based on their ability to drive positive interactions on their team, hold employees accountable, demonstrate an appropriate "tone at the top," and further the District's DE&I initiatives.	Addressed/Ongoing
10	Require managers to provide written, position-specific training and advancement plans to all employees to prepare them for internal promotional opportunities.	Addressed/Ongoing
11	Continue management forums and leadership breakfasts, with a focus on providing opportunities for managers to learn from one another.	Addressed/Ongoing
12	Create additional positions in the Training Unit and Employee Relations to ensure both areas are properly staffed and resourced.	Completed
13	Provide in-depth and regular training to relevant Human Resources personnel regarding laws, regulations, and best practices regarding responding to accommodation requests and handling confidential medical documentation.	Addressed/Ongoing
14	Elevate the EEO Office to an independent department reporting to the Board (including hiring an EEO Officer) and eliminate Legal’s direct involvement in most investigations.	Completed
15	Create at least three additional internal EEO investigator positions.	Addressed/Ongoing
16	Regularly communicate with all employees regarding the separate components of the EEO Office and the Ethics Office, including direct messaging from the General Manager, the Chief Administrative Office, and the Ethics Officer.	Addressed/Ongoing
17	Implement a hotline program to allow for anonymous reporting of EEO Issues.	Addressed/Ongoing
18	Update the District's "EEO Discrimination Complaint Procedures," and provide copies to complainant(s) and respondent(s) in each investigation.	Completed
19	Create a process for investigating and resolving complaints against department heads and board members.	Completed
20	Initiate and complete investigations of EEO Issues in a timely manner.	Addressed/Ongoing
21	Immediately identify whether interim measures are appropriate during investigations of EEO Issues.	Addressed/Ongoing
22	Prioritize investigations if any employee is placed on PAL pending completion of the investigation.	Addressed/Ongoing
23	Take appropriate steps to prevent any form of retaliation against individuals involved in the complaint process.	Completed
24	Provide in-depth and regular training to all EEO Office personnel regarding complaint intake and investigation best practices, and ensure internal EEO investigators are trained in trauma-informed practices, including interview techniques and credibility assessments.	Addressed/Ongoing
25	Make only factual findings during investigations, not policy and/or legal findings, and use the appropriate evidentiary standard.	Addressed/Ongoing
26	Adopt restorative practices, including creating a conflict resolution team, requiring transparency about the District’s remedial actions to the extent consistent with employee rights, and ensuring appropriate follow-up after an investigation is complete.	Addressed/Ongoing
27	Implement a process for Employee Relations and/or the EEO Office to inform internal recruiters about information relevant to transfer requests, such as an employee's prior complaint against an employee working at the potential new location.	Completed
28	Consider eliminating confidentiality/non-disclosure provisions in settlement agreements with employees who will remain employed with the District after the investigation is completed.	Completed
29	Create a DE&I Manager position to be filled by an individual with prior DE&I experience to create a DE&I Office, lead the DE&I Council, and guide Council members and District Leadership to identify and implement best practices.	Completed
30	Take steps to further develop the DE&I Council.	Addressed/Ongoing
31	Only permit Executive Management to attend DE&I Council meetings when invited by the Council.	Completed
32	Ensure that participation on the DE&I Council is voluntary.	Completed
33	Continue to support DE&I Council participation by releasing Council members from their regular work assignments to attend Council meetings and perform Council work.	Completed
34	Include the DE&I Council in the implementation of the recommendations in the Report as appropriate.	Addressed/Ongoing
35	Implement a District-wide communication program regarding what conduct may constitute retaliation under the District's policy, and the District's commitment to protecting employees from retaliation.	Addressed/Ongoing
36	Strictly limit the dissemination of information regarding internal complaints of potential EEO Issues.	Addressed/Ongoing
37	Establish a system to ensure that the EEO Office maintains ongoing communication with the complainant(s) and the respondent(s) during an investigation.	Addressed/Ongoing
38	Inform every employee interviewed during an investigation that District policy prohibits retaliation against any employee who submits a complaint, and against any witness who participates in the investigation, including the respondent.	Addressed/Ongoing
39	Require the District to provide monthly and annual reports to the Organization, Personnel & Technology Committee that include quantitative data regarding EEO Issues.	Addressed/Ongoing
40	Require the District to obtain education and employment verifications for external candidates selected through the recruitment process for employment with the District.	Addressed/Ongoing
41	Continue to evaluate the District’s recruiting policies and procedures, including for the Apprenticeship program, and recommend adjustments as appropriate.	Addressed/Ongoing
42	Continue carefully and thoroughly to evaluate information provided by District Leadership that provides insight into patterns of EEO Issues.	Addressed/Ongoing
43	Encourage management transparency by providing appropriate support and resources to resolve EEO Issues.	Addressed/Ongoing
44	Continue to be mindful of the Board’s role related to EEO Issues and the District's day-to-day operations.	Addressed/Ongoing
45	Require Directors to model professionalism and respectful behavior at all times and reinforce these expectations on a regular basis.	Addressed/Ongoing
46	Designate a committee and allocate funds for the District to implement the recommendations detailed in the Report.	Addressed/Ongoing
47	Conduct an annual employee survey for at least the next five years to evaluate the District’s progress in implementing the recommendations in the Report, and the effectiveness of those recommendations.	Addressed/Ongoing