Mount Clemens reviews strategic plan with DEI training, workforce metrics and hiring targets under discussion

Mount Clemens city staff presented a draft strategic plan that updates the city’s mission and core values and embeds diversity, equity and inclusion efforts into its operational objectives.

Staff read the mission as "to enhancing our community through effective and equitable public services," and described core values including "progressive," "inclusive," "responsive," "dynamic," and "ethical." The presentation tied those values to Objective 1 (excellence in government) and an explicit goal to "embed equity throughout government operations," which staff said will guide distribution of services such as snow plowing, street sweeping and street repair.

On training, staff summarized a DEI program begun in February 2024 and reported follow-up trainings and employee-engagement steps. "The training agenda was an overview, trends and research, conscious inclusion, foundations of conscious inclusion, being proactive in inclusion," staff said, and described a "start/stop/continue" set of recommendations that emphasize increased interdepartmental communication and ongoing training. Staff also described a social committee formed in 2023 that expanded to include representatives across purchasing, human resources, recreation, streets and water; the committee organizes internal events and charitable drives and has supported more than 40 local families.

The plan includes a new schedule for employee evaluations. Staff said evaluation forms are approved and "the goal is to have employee evaluations completed by the February," with the intent to hold evaluations each January thereafter. Commissioners welcomed the evaluation rollout and several asked about adding measurable DEI-related hiring or promotion targets. "We have metrics which we would we said dollars and improved budget that support projects that promote equity, percentage of city officials and employees trained in d I DEI, and then the equal distribution of capital improvement funds," staff said, but added the plan currently lacks specific hiring quotas and suggested that those could be developed for a future plan.

Multiple commissioners cautioned that specific hiring targets may be difficult for a small employer. Staff noted the city has roughly 76 employees and warned that small absolute changes skew percentage measures; they suggested using longer timelines, benchmarking with similar cities, and anonymity-preserving survey tools (exit or "stay" interviews) to capture workforce climate and retention signals.

The commission asked staff to tighten metrics where feasible and to consider how DEI goals could be measured without creating perverse incentives in small departments. The session recessed for a short break and the commission planned to resume work on other sections of the plan afterward.