Public Trust and Ethics

2021 was another year of considerable change and challenges for our cities, yet these leaders remained resilient and dedicated to keeping their residents safe, rising to challenges, and taking action to ensure a strong recovery. When many of these same leaders came together late last year to review the achievements and accomplishments that the League of California Cities delivered in 2021 and plan for the year ahead, it was clear that they were ready and more prepared than ever to lead their communities in the new year. 

Countless studies have confirmed that bias, particularly unconscious bias, informs our interactions, even in people who are genuinely committed to diversity, equity, and inclusion (DEI). In the workplace, this is commonly expressed in who we prefer to hire.

Firefighters are some of the nation’s most trusted professionals, even more than healthcare workers, first responders, and teachers. However, within the fire service ranks, the trust is more fragile when it comes to creating more diverse, equitable, and inclusive workplaces. The very things that have made fire departments successful — a strong sense of brotherhood, an emphasis on measurable operational results, and a close living-working environment — are often the very things that make attempts to increase diversity, equity, and inclusion inside fire stations uniquely challenging.

Issues of equity and inclusion have taken center stage since 2020, with calls for increased diversity, parity, and social justice in every aspect of government and civic life. City leaders are on the frontlines of creating policies and procedures that create an equitable environment both at city hall and in their community. 

To the uninitiated, public service seemed relatively straightforward. You run for office and serve your term or you apply for the position, just like any other job. However, due to the nature of their position, city officials are governed by a complex set of laws and principles that do not necessarily apply in the private sector. Moreover, many officials are part of unions or local employee associations, which are also governed by their set of laws and principles. 

At Redlands — where Chief Catren has spent his entire career — building trust is as simple as being transparent and following through on every call or complaint, no matter how mundane they may seem. To put it another way, “They know you’re going to do what you say you’re going to do, because you always do it.” There’s practically a non-zero chance that someone will have a neutral encounter with the police. It’s either positive or negative. Every department must “outweigh a single negative experience with hundreds of positive ones.” 

As local leaders chart their city’s roadmap to recovery, rebuilding public trust must be as important a priority as rebuilding our local economies. Leaders at every level of government must do their part to address the pervasive loss of trust that is on the brink of bankruptcy. As the level of government closest to those whom they serve, local leaders are uniquely positioned to be the laboratories for trust-building. This month’s issue of Western City magazine features real-world experiences, resources, and best practices that can help.  

The decisions that we make every day as city leaders, especially housing and land use decisions, cannot be made in a vacuum. All city services and programs must be viewed through a lens of equity, and this new Advancing Equity Advisory Committee will play an integral role in identifying how cities can recognize and eliminate disparities in our systems.