Progress report on the operationalization of the City's Department of Economic Inclusion and the recommendations of the Economic Inclusion Advisory Council.

1. Presented by:
Thomas Corey, Esq.
Director
Department of Economic Inclusion
March 21, 2016

2. OPENING RECEPTION
22

3. WELCOME,
OPENING REMARKS AND
SESSION OBJECTIVES
3
THOMAS B. COREY, ESQ.
DIRECTOR, DEI

4. Personal Reflections
• Appreciate the detailed “roadmap’ laid out by the
Mayor, City Manager, City Council and EIAC
• “Baptism by fire”
• It’s been a very busy 13 months !
• Much accomplished—focused on infrastructure,
legislation, rules & regulations, internal training
• Much more to do—now making it happen and
protecting it
• Need everyone’s support and partnership
4

5. Objectives
1. Provide update on EIAC recommendations
2. Showcase actions of the City and DEI
3. Share information on new DEI programs and
services
4. Seek support in “getting the word” out
5. Express appreciation to those who led the
way
5

6. GREETINGS AND VISION
JOHN CRANLEY
MAYOR
6

7. 7
IMAGINE: To form a picture in
your mind of what something might be
like…
VISION:The ability to think about or
plan the future with great imagination and
intelligence...
13 months ago I challenged our City to
Imagine a Greater Cincinnati for Economic
Inclusion. It is time to see how we are doing!

8. Special Acknowledgements
• Our Community
• All City Council Members
• Council Member Wendell Young
• All EIAC Members
• The City Manager and the City Staff
• Bridget Patton
• Consultants
8

9. REFLECTIONS FROM
CO-CHAIR
PAUL M. BOOTH
ECONOMIC INCLUSION ADVISORY COUNCIL
CO-CHAIR
9

10. Message from our Co-Chair
10
Paul M. Booth
Entrepreneur
and Former City
Councilmember
Co-Chair
Kevin Kline
General Manager
Horseshoe Casino
Co-Chair
• Remember our Charge
• Hear the Progress
• Acknowledge past Contributions
• Continue to be Champions

11. Thank you!
11
Co-Chairs:
Kevin Kline, Horseshoe Casino
Paul Booth, Former City Councilman
City/County Subcommittee:
Laura Brunner*, The Port Authority
Sean Rugless*, African American Chamber
Laketa Cole, City of Cincinnati
Donna Jones-Baker, Urban League of Greater Cincinnati
Bishop Bobby Hilton, Word of Deliverance
Shree Kulkarni, Kulkarni Enterprises
Rev. Peterson Mingo, Christ Temple Baptist Church
Ishton Morton, NAACP, Cincinnati Branch
Rev. Rousseau O’Neal, Rockdale Baptist Church
Dr. Steve Reece, Small Business Owner
Rev. K.Z. Smith, Corinthian Baptist Church
Dale White, Dag Construction
Wendell Young, City Council
Community Subcommittee:
Chinedum Ndukwe*, Kingsley and Company
Gwen Robinson*, Community Action Agency
Monroe Barnes, MBJ Consultants
Pamela Coleman-Brailsford, Cintas
Rev. Jerry Culbreth, Tried Stone New Beginning Church
Howard Elliott, Elliott Management Group
Rev. Doc Foster, Unity Missionary Baptist Church
Troy Jackson, The AMOS Project
C. Freeman McNeal, Mt. Auburn Good Housing Foundation
Pastor Eric Petree, CityGate Church
Robert Reifsnyder, United Way of Greater Cincinnati
Ed Rigaud, Enova Premier
Eric Ruffin, ABEL Building Systems
Edgar L. Smith, World Pac Paper, LLC
Kim Southerland, In Living Support
Rhoda Thompson, Women’s Chamber of Commerce
Pastor Derrick Williams, Victory Gospel Temple
Members
*Subcommittee Chairs

12. 12
Corporate Subcommittee:
Steve Hightower*, Hightower Petroleum
Bill Kent*, Cincinnati Children’s Hospital
Zola Stewart*, Focus Workforce Solutions
D.B. Betts, Entrepreneur
Keith Borders, Gonzalez Saggio & Harlan
Alfonso Cornejo, Hispanic Chamber
Ron DeLyons, Creekwood Energy Partners
Emmett Drane, Diversified Facility Solutions
William Gipson, Procter & Gamble
Melvin Gravely, TriVersity Construction Company
Thomas Schlehuber, KeyBank
Sedra Taylor, Tailored Training Services
Denise Thomas, Kroger Company
M/WBE Subcommittee:
Liza Smitherman*, Jostin Construction
Eugene Ellington*, Ellington Management Services
Lando Chapman, RIL Entertainment Inc.
Bill Evans, Apex Environmental Services
Tom Fernandez, SFA Architects
Dhani Jones, Qey Capital
Michael Kennedy, The Comparadun Group
Onnie Martin, Cincinnati BDS, Inc.
Mary Miller, Jancoa Janitorial Services
Nathan Neyra, Neyra Industries
Michael Smith, PNC Bank
Tyrone Stuckey, TYS Construction Services
Jim Vickers, Business Technical Services
*Subcommittee Chairs
MembersMembers
Thank you!

13. 13
Measures & Metrics Subcommittee:
Carl Satterwhite*, RCF Group
Brian Mooney*, Turner Construction
DeAsa Brown, Cincinnati Children’s Hospital
Andrew Butler, Procter & Gamble
Crystal German, Cincinnati Regional Chamber
Delores Hargove-Young, XLC Services
Edward Jackson, AA CEO Roundtable
Enyi Kanu, kANU Investments, LLC
Steve Love, SRL Consulting
Dr. Santa Ono, University of Cincinnati
Dr. Odell Owens, Cincinnati State
Howard Thompson, Macy’s
Members
*Subcommittee Chairs
Thank you!

14. REMARKS FROM
CONSULTANTS
JANET BUTLER REID, CONSULTANT
& VINCENT BROWN, CONSULTANT
14

15. Message from the Consultants
Janet Butler Reid, Ph.D., President
Vincent R. Brown, Managing Partner
BRBS World, LLC
15
The Honorable Mayor John Cranley, Vincent Brown and Janet Reid
• Remember our Foundation
• Reflect on the Mission
• Responded to our Focus
• Remember our
Recommendations

16. Economic Inclusion
16
Economic Inclusion is a proactive, coordinated, intentional
approach for the City and Region to serve as a catalyst for the active participation
and growth of M/WBEs in the local economy
Regional Economic Inclusion:
• Focus will be upon the public, private and non-profit sectors
• It will be assured that there will be fair, equal and inclusive bidding opportunities
and contracting
• A thriving and supportive business environment will be created that results in the
retention of current companies and the attraction of new ones
• There will be increased collaboration with the City, County, community entities,
corporations and M/WBEs
Foundation

17. FOR ECONOMIC INCLUSION
• Economic Inclusion will become a key element of the City’s
and the Region’s national reputation.
• The City will lead the region by example. The City will first focus on what it
can and must do to become a positive example for Economic Inclusion; and
then through its action, become a catalyst for the region’s efforts.
• The City of Cincinnati will be a proactive collaborator with like-minded
organizations and entities. This will occur by first becoming a role model and
then engaging and partnering with others.
Regional Economic Inclusion
17
Mission

18. FOR ECONOMIC INCLUSION (continued)
• We will have a “Culture of Inclusion” within our region and solicit buy-in and
action from the public, private and non-profit sectors as well as from
citizens.
• Economic Inclusion will be a sustainable legacy that is carried out in a
coordinated, well-thought-out process that has an appropriate
infrastructure and measures.
Regional Economic Inclusion
18
Mission

19. Economic Inclusion Advisory Council
19
Foundational Questions - Making the City
Best-in-Class and a Regional Catalyst
1. How can the City become a catalyst and role model for growing business
for M/WBEs in the public, private and non-profit sectors?
2. What can be learned, applied and/or modified from other cities/regions
that are farther along?
3. How can the City leverage its own current best practices and activate
previous recommendations to jump-start the process of becoming a
catalyst and role model?
4. How should Economic Inclusion for the City be structured so as to be
sustainable?
Focus

20. Economic Inclusion Advisory
Council (EIAC)
Presented to:
The Honorable Mayor John Cranley
Prepared By:
Janet Butler Reid, Ph.D., President
Vincent R. Brown, Managing Partner
BRBS World, LLC
January 28, 2015

21. City of Cincinnati Economic Inclusion Ecosystem
Larger
M/WBEs
Supporting
Smaller Ones Stage
Appropriate
Financial
Resources &
Services
Building
Capacity in
M/WBEs
Building Skills
of M/WBEs and
their
Workforces
Increased
Opportunities
with and
Support from
Large
Corporations
Engaged
Neighborhoods
Supporting
M/WBE
Growth
Civic, Social,
NFP & Faith-
Based
Organizations
Supporting
M/WBEs
21
Committed
City
Leaders
Efficient City Systems
Collaborative City and
Community Partnerships
Copyright BRBS World/V Randolph Brown & Sons 2015

22. Overall Recommendations
22
Committed City
Leaders (3)
Efficient City
Systems (8)
Collaborative City
and Community
Partnerships (3)
Larger M/WBEs
Supporting
Smaller Ones (3)
Stage Appropriate
Financial Resources
& Services (2)
Building Capacity in
M/WBEs (2)
Building Skills of
M/WBEs and their
Workforces (4)
Increased
Opportunities with
and Support from
Large Corporations (5)
Engaged
Neighborhoods
Supporting M/WBE
Growth (3)
Civic, Social, NFP &
Faith-Based Orgs
Supporting M/WBEs(2)
Communication
Collaboration
Continuity
CommunityCare (2)
Respectfullysubmitted are a total of 37 recommendations. 14 are focused on helping the City of Cincinnati to
become best in class in Economic Inclusion. 23 are focused on positioning the City of Cincinnati as the regional
catalyst for Economic Inclusion. These recommendations are also distributed among the 11 areas included in the
Economic Inclusion Ecosystem Model. Recommendations are presented in priority order emphasizing the City of
Cincinnati first and then centering upon critical stakeholder groups. The number of recommendations in each
category are listed under each one of the icons below.

23. Cornerstone Recommendation
23
The mission of the OEI is to ensure economic
opportunity and inclusion for ALL citizens seeking
to do business with the City of Cincinnati and serve
as a catalyst for the growth of M/WBEs in the City
and throughout the Region.

24. RESPONSE TO THE REPORT
HARRY BLACK
CITY MANAGER
24

25. Personal Reflections
• OEI vs. DEI
• This is one of my top priorities
• This is one of my senior staff’s top priorities
• This is one of the City’s top priorities
• This process will be measured and all will be
accountable.
25

26. City Manager Focus
• CCL1. Create an ordinance, appropriate administrative directives, and/or
other policies that establish Economic Inclusion as a City priority.
• CCL3. Implement disparity study recommendations which align, support
and enable Economic Inclusion to occur. Also, be proactive and prepared for
potential legal challenges. Appropriately, modify all recommendations if
race/gender specific program can not be implemented.
• ECS1. Establish a Department of Economic Inclusion (DEI) and hire a
director and staff. This office will be responsible for leading all Economic
Inclusion-related activities, which include operationalizing best practices to
become world-class; building collaborations and partnerships; stimulating
Economic Inclusion in the City and throughout the Region and
implementing contract compliance actions. The DEI would also manage and
track all funded Economic Inclusion initiatives.
26

27. City Manager Focus (continued)
• ECS2. Centralize purchasing across the City to create a culture of Economic
Inclusion and hold all accountable to Economic Inclusion standards and
protocols and forecast M/WBE spend at the beginning of each fiscal year
and then track contract awards separately as required in CMC 323.17.
• ECS3. Establish that Economic Inclusion is one of the highest priorities for
the City Manager and develop Economic Inclusion performance measures,
accountabilities and objectives for all City departments and senior
personnel.
• ECS4. Expand the authority of and increase the staff of the Office of
Contract Compliance to reinforce M/WBE policies, processes, guidelines,
and requirements. This function would report directly to the Department of
Economic Inclusion.
27

28. City Manager Focus (continued)
• ECS8. To support the achievement of Economic Inclusion, conduct annual
mandatory department-wide education, training, development, and
certification for all City staff that have purchasing authority. Also, conduct
an annual external audit of Economic Inclusion program goals, objectives,
policies, processes, guidelines, and expectations.
28

29. City Department Commitment
Examples
Health Department:
Eastern PersonnelServices (MBE & WBE) provides temporary
staffing in its health center and school nursing programs.
Department of Building & Inspections:
John T. Moore Company (MBE), has performed demolition work
over the last several years earning revenue of $512,000.00.
D.O.T.E.:
Worked closely with DEI to set MBE/WBE goals on the $10M
Street Rehab Program.
29

30. 30
Metropolitan Sewer District:
Continues to do outreach as a way of maximizing opportunities
for small businesses. Outreach activities include one-on-one
meetings, matchmaker sessions, Fast Track sessions, and
Lunch-and-Learn sessions.
Community & Economic Development Department:
Advancing Diversity in Development initiative launched in
November. Partnered with a team of minority investors and Al.
Neyer to create the minority-owned Vernon Manor II project,
which will have a MBE construction goal of 42%.
All Department Directors Are Committed!!
City Department Commitment
Examples (continued)

31. Metrics Matter!
MBE Dollars
• 2013 $3,037,242
• 2014 $3,986,288
• 2015 $8,227,165
• 2016 $22,000,000 (10% MBE Participation
Based on estimated $220m Awarded
Contract Dollars)
31

32. MBE and WBE Participation Goals
Recommended By Disparity Study
• Construction
– MBE 17%
– WBE 10%
• Professional Services
– MBE 14%
– WBE 16%
32

33. ECONOMIC INCLUSION
FIRST ANNUAL PROGRESS
UPDATE
THOMAS B. COREY, ESQ.
DIRECTOR, DEI
33

34. Mission Statement of the Department
of Economic Inclusion
• The Department of Economic Inclusion’s goal
is to ensure economic opportunity and
inclusion for all citizens seeking to do business
with the City of Cincinnati and serve as a
catalyst for the growth of minority-and
women-owned businesses in the City and
throughout the region.
34

35. DEI– Org Chart
Director
Senior Administrative
Specialist
(Vacant)
Deputy Director
Economic Inclusion
Development
Manager
Development
Manager
Development
Manager
Development
Manager
Deputy Director
Contract Compliance
Administrative
Technician
Senior Contract
Compliance
Specialist
Contract Compliance
Specialist
Clerk Typist 3

36. Department of Economic
Inclusion Scorecard
March 21, 2016
36

37. Director of Economic Inclusion Focus
• CCL2. Increase the number of M/WBEs that are doing business with the City
by accepting certifications from reputable State/Federal and other credible
certifying agencies. At the same time ensure the standards are rigorously
enforced and companies are legitimately M/WBE owned and operated.
• ECS6. Ensure that all City procurement opportunities are more transparent
and easily accessed by M/WBEs. Create a system which will automatically e-
mail M/WBE vendors when procurement opportunities are published,
similar to that currently done for SBEs. Fully leverage the City’s Vendor Self
Service System and the Vendor Contract Compliance System.
• ECS7. Mandate Economic Inclusion requirements for all City funded projects
and assure that M/WBEs are able to participate in joint ventures, prime and
subcontracting opportunities. Also, include Economic Inclusion
specifications in all City departments, funded agencies and organizations
that receive any level of funding from the City.
37

38. Director of Economic Inclusion Focus
(continued)
• CCCP2. Establish an Economic Inclusion scorecard of qualitative and
quantitative measures that tracks the City’s progress on Economic
Inclusion. The scorecard would be reviewed quarterly and reported to the
community.
• LS1. Advocate for a “Total Inclusion” commitment process designed to
encourage large M/WBEs with City contracts in excess of $100,000 annually
to subcontract a percentage of their work to smaller M/WBE businesses.
This commitment could also include mentoring smaller firms and hiring
from the community workforce.
• BSW2. Support and fund programs dedicated to develop, educate and train
M/WBEs in the construction trades and other critical industry segments.
• BSW3. Advocate for and support emerging energy and green technology
business opportunities for M/WBEs.
38

39. • Met with 110 M/WBEs
• Met and/or Presented to 12 Organizations
• Met with all Department Leaders
• Certified 85 MBEs
• Certified 34 M/WBEs
• Certified 11 WBEs
39
Director of Economic Inclusion Focus

40. NEW ECONOMIC INCLUSION
PROGRAMS, GUIDELINES
AND SERVICES
THOMAS B. COREY, ESQ.
DIRECTOR, DEI
40

41. Overview of Inclusion Program
• SBE Program
– Race/Gender neutral
• MBE/MWBE Program
– Race/Gender conscious
41

42. SBE Opportunities
• Must be located in City of
Cincinnati
• Maximum of 5 full-time
employees
• Annual gross revenues of
$250,000 or less
• There will be direct awards
for under $50,000
ELBE – Emerging Local Business Enterprise
ELBE
42

43. SBE Opportunities
• Must be located in City of
Cincinnati; or 25% of labor
force domiciled in Cincinnati
• Annual gross revenues of
$500,000 - $1 Million
• Competition for these
contracts will be limited to
SLBE certified firms
SLBE – Small Local Business Enterprise
ELBE
SLBE
43

44. SBE Opportunities
• Annual gross revenues of
more than $1 Million
• Open to all SBE’s who are
registered with the city
• Subcontracting
opportunities for SBE
certified firms on contracts
of $50,000 and above
SBE – Small Business Enterprise
ELBE
SLBE
SBE
44

45. MBE and WBE Certifications
MBE Certification Criteria
– At least 51% minority-owned
– Principal office in Cincinnati/Hamilton County
– Must have owned and operated business for one (1) year
WBE Certification Criteria
– At least 51% women-owned
– Principal office in Cincinnati/Hamilton County
– Must have owned and operated business for one (1) year
45

46. MBE/WBE Goal Setting
• Apply to contracts of
$50,000 or more
• Determined by availability
• Set on contract-by-contract
basis
• Goal Information sheet must
accompany each
proposal/RFP
46

47. DEI Business Training Center Classes
• Classes will run from January through April
• Topics include:
– Money, Money, Money
– Marketing your Business
– How to Do Business With the City of Cincinnati
• Sustainability Education Program
– Scholarship opportunities
• Race for the MBE’s
– Coming down the pike – “Women Can Do it Too; WBE
Certification”
47

48. DEI Social Media
48
http://www.cincinnati-oh.gov/inclusion/

49. 2016 PRIORITY FOCUS
THOMAS B. COREY, ESQ.
DIRECTOR, DEI
49

50. 2016 Priorities
• Achieving M/WBE Annual Goals
• Awarding M/WBE Contracts
• Certifying M/WBES
• Monitoring Compliance
• Establishing Accountability Board
• Expanding Communication
• Engaging the Neighborhoods
• Expanding Collaborations and Partnerships
50

51. 51
Recommendations
Scorecard
51
SUMMARY: 37 ITEMS TOTAL
Significant progress and/or actions completed (12 items)
Progress - more focus forthcoming (12 items)
Little progress - just beginning (8 items)
No progress - yet to be focused on (5 items)

52. QUESTIONS AND
ANSWERS
HARRY BLACK, CITY MANAGER
THOMAS B. COREY, ESQ., DIRECTOR DEI
AND DEI STAFF

53. M/WBE COMPANIES
DOING BUSINESS WITH OUR CITY
53

54. APPRECIATION OF SERVICE
JOHN CRANLEY, MAYOR
& BRIDGET PATTON, DIRECTOR OF PUBLIC &
COMMUNITY AFFAIRS
54

55. 55
Proclamation:
“Economic Inclusion
Advisory Council
Members’ Day”
March 21, 2016

56. CALL TO ACTION:
REQUEST OF THE
COMMUNITY
HARRY BLACK
CITY MANAGER
56

57. 57

58. CLOSING REMARKS
JOHN CRANLEY
MAYOR
58

59. CLOSING RECEPTION
59