01-24-23 Strategic Planning Session Agenda January 24, 2023 — 6:00 PM
Brookview - Valley Room
Dinner at 5:30 PM
Session Begins at 6:00 PM
Conclusion at 8:30 PM
Schedule
1.Welcome Activity
2.Affirmation of Statements and Values
3.Reflection and Review of 2022
4.Prioritization of 2023 Action Steps
5.Proposed Pyramid of Success
COUNCIL STRATEGIC PLANNING SESSION AGENDA
Schedule of Events
Council Strategic Planning Sessions have an informal, discussion-style format and are designed for the
Council to obtain background information, consider policy alternatives, and provide general directions
to staff. No formal actions are taken at these sessions. The public is invited to attend and listen to the
discussion.
City of Golden Valley Council Strategic Planning Session January 24, 2023 — 6:00 PM
1
2023
Annual Council Planning Session
2
•Dinner – 5:30 pm
•Welcome Activity – 6 pm
•Affirmation Of Statements & Values
•Reflection & Review Of 2022 – 6:30 pm
•Prioritization Of 2023 Action Steps
•Conclusion – 8:30 pm
AGENDA
3
WELCOME AND GROUNDING EXERCISE
4
AFFIRMATION OF
STATEMENTS & VALUES
Photo by Ann Tesler, Views of the Valley 2022 5
WELCOME STATEMENT
The City of Golden Valley believes in and stands for the values of social equity, inclusion,
and justice.
We embrace diversity and recognize the rights of individuals to live their lives with dignity,
free of discrimination, fear, violence, and hate.
We welcome individuals to Golden Valley regardless of race, color, creed, religion, national
origin, immigration status, gender, gender identity, marital status, age, disability, economic
status, sexual orientation, familial status, or cultural background.
We strive to provide fair and unbiased services and programs, giving opportunities for all.
We are dedicated to being a supportive and united community, strengthened by the
diversity of our residents and visitors.
6
VALUES
Communication
Community
Inclusion
Integrity
Respect
Innovation
Courage
Accountability
7
VISION STATEMENT
Golden Valley strives to creatively connect people and places,
preserve and enhance community resources, and nurture
opportunities for all.
8
MISSION STATEMENT
The City of Golden Valley delivers high-quality, responsive
services to ensure the community remains a vibrant and
welcoming environment in which to live, work, and play.
9
REFLECTION & REVIEW 2022
Photo by Clara Alexander, Views of the Valley 2022 10
2022
CITY COUNCIL ACTION STEPS
Prioritize affordable housing initiatives.
Continue City’s internal and external equity work.
Advocate for a change to the Fiscal Disparities Formula and discuss Local
Option Sales Tax.
Improve pedestrian and traffic safety on County roads and City arterials.
Identify ways to increase diverse participation in Commissions and Boards.
11
MAYOR HARRIS
2022 Accomplishments
Hired new GVPD leadership and cleaned out bad actors at GVPD via investigations.
Continuing to move forward with DEI work internally/externally, including:
•cultural training
•procurement
•recruitment of DEI staff and more diverse staff
12
COUNCIL MEMBER HARRIS
2022 Accomplishments
Appointed Police Chief Green.
Reformed the Human Services Commission to the Community Services Commission.
Created the Home Ownership Program for Equity (HOPE).
Created Land Acknowledgment Statement and related work supporting the statement.
Created and implemented legislation in an orderly, consensus-building environment, in a sped-up
timeframe, including:
•mask mandate
•THC/cannabinoid products
13
COUNCIL MEMBER LA MERE-ANDERSON
2022 Accomplishments
Hired new police chief (and City's first Black police chief).
Continued ongoing equity work, including implementing the Land Acknowledgment, increasing diversity
on Boards/Commissions by implementing term limits, DEI Commission workplan, etc.
Took steps toward affordable housing by creating the HOPE program and identifying four properties for
development in 2023.
Diversified housing options by approving zoning that allows for Accessory Dwelling Units.
Responded to changing landscape (ie, mask mandate, THC, and cooperation with other agencies and
municipalities).
Adopted organics recycling/composting and ongoing environmental work.
14
COUNCIL MEMBER ROSENQUIST
2022 Accomplishments
Continued to provide core government services despite staffing challenges and other disruptions.
Rolled out HOPE program (Affordable Housing Goal).
Continued DEI work internally and externally.
Made modest progress on Ped/Bike/Traffic safety with plans for 23rd and Winnetka improvements;
reviving support and talks for bike and ped infrastructure in NE GV and reconstruction of GV Rd and
Wirth.
Supported Local Option Sales Tax bill ready to go this session.
Changed term limits on Boards and Commissions.
15
COUNCIL MEMBER SANBERG
2022 Accomplishments
Strengthened commitment to reimagining public safety with new police chief and through partnership
with Pohlad Foundation .
Continued to invest in affordable housing, including finding potential partners to develop turn-back
properties.
Took steps to diversify Boards and Commissions and give more residents an opportunity to serve by
implementing term limits.
Launched organics recycling program with high participation.
Continued to improve community outreach and engagement opportunities with new technology and
strategies.
16
ADMINISTRATIVE SERVICES
2022 Accomplishments
Set up service for employees to access a language assistance for those non-English
speaking residents or customers.
Searched for possible IIJA funding and using the Federal Grant Policy.
Participated with LOGIS Cities working group to find a replacement for financial
and utility billing systems.
Set up Microsoft Teams and applications within Teams.
17
COMMUNICATIONS
2022 Accomplishments
Updated and refreshed the following City websites and shift them to new hosting platforms:
Brookview Golden Valley, Brookview Golf & Lawn Bowling, Three One Six Bar + Grill, Brookview
Backyard, and Joint Water Commission.
Worked cooperatively to develop strategic messaging regarding a variety of issues and managed
multiple media requests and news cycles.
Supported implementation of City Council Chambers AV equipment upgrades, hybrid broadcast
procedures, and interactive community participation in meetings. Cataloged and recorded old
AV equipment to be sold at auction.
Worked with all departments to successfully produce and promote 30+ in-person and virtual
open houses/public forums/events, 15 HomeRECed videos, eight annual reports, and four
community input surveys and reports with 250+ pages of data. Managed approximately 800
web pages across eight websites, produced 530+ print and online stories/news releases,
facilitated 23 cable TV stories, and averaged 50+ social media posts per month. Developed
strategy, messaging, public education, and promotions for more than 12 City projects/initiatives.
Developed strategies to improve engagement with diverse and underrepresented groups.
18
FIRE
2022 Accomplishments
Implemented Phase 1 of the duty crew model by staffing a fire engine between 8 am to
11 pm Monday through Friday and responding to 1,031 of the 1,432 total calls for
2022.
Inspection staff worked to provide safe and secure housing for residents of apartments,
group homes, and homes with services throughout the city.
Realized fire prevention goals when Golden Valley did not have a major structure fire in
2022. Typically we run on four to six major structure fires in the City each year.
Provided a high level of community outreach that included CPR classes, elementary
school fire education, station tours, Police & Fire in the Parks, Water Days, and our
Public Safety Open House (post-COVID).
Restructured our fulltime staffing model to provide clean lines of responsibilities and
increased operational efficiencies.
19
HUMAN RESOURCES
2022 Accomplishments
Staff completed RCC Foundations, and supervisors have almost completed RCC-L.
Rolled out new welcoming workplace policy and associated training for all employees.
Increased community engagement initiatives, including hiring processes, Chat &
Chew, Building An Equitable Golden Valley, etc.
Started using healing circles and restorative practices as a regular course of business
within the City.
Hired 17 full-time staff members.
Began work on the Collaborative Solutions grant.
Introduced Employee Resource Groups to the City structure.
Grew Just Deeds Coalition work.
20
LEGAL
2022 Accomplishments
Updated five-year plan to modernize City’s document retention system within
approved budget.
Completed large scale data breach investigation and created new systems and forms
for investigating suspected data breaches going forward.
Implemented PEAK agenda management.
Modernized most license applications to allow online application (still working with
Finance Dept to provide online payment option).
Reviewed 124 contracts/policies/ordinances via legal and equity review process.
Participated in TPT Just Deeds documentary.
Electronically processed hiring of 128 election judges.
Received and processed 12,986 ballots.
21
PARKS & RECREATION
2022 Accomplishments
Designed and implemented the first fully accessible community garden in the Golden
Valley park system, reutilizing the majority of the onsite physical resources.
Implemented the first youth mobile summer parks programming opportunity, bringing
park programming resources to underserved areas in Golden Valley.
Exceeded previous total revenues for Brookview and Brookview Golf enterprise funds,
surpassing annual growth projections.
Led the redesign of the Human Services Commission, resulting in the new Community
Services Commission.
Successfully implemented the public input process for the 2023 Scheid Park
Improvement Project.
22
PHSYSICAL DEVELOPMENT
2022 Accomplishments
Completed Council Chambers remodel project and A/V system upgrade.
Completed design and engagement for Medley Park and SEA School projects.
Included nine affordable units in the Artessa Co-op.
Implemented the Home Opportunity for Equity (HOPE)program.
Expanded the partnership with Hennepin County’s Elevate Business initiative.
Enhanced participation and expanded discussion topics in STAR program meetings.
Organized and will be hosting 2023 NFSA seminar to help building and fire inspectors
obtain state delegation for sprinkler plan review and inspections.
Submitted RFP for electrical inspectors.
23
PHSYSICAL DEVELOPMENT
2022 Accomplishments
Made final adjustments to Future Land Use Map (corrections, omissions, etc).
Completed zoning text updates for Outdoor Service Areas, Mobile Uses, Outdoor
Screening, and Storage.
Created new zoning regulations to allow ADUs.
Developed regulations around the sale of THC products.
Evaluated the potential creation of a Historic Preservation Commission
Installed working Development Page on City website to track potential and approved
projects, along with redevelopment site information and a housing dashboard.
Managed various major entitlement projects (Artessa, Golden Valley Business Center,
Tesla).
24
PUBLIC WORKS
2022 Accomplishments
Installed one 24-inch and replaced 65 gate valves.
Repaired 29 watermain breaks and 55 manhole and catch basin structures.
Completed installation of Medley Park Community Garden enclosure, amenities, and trail improvements.
Replaced hockey rink dasher boards and base material at Medley Park.
Replaced playground equipment and hard-court surface, and installed volleyball court, gazebo, and
hammock poles at South Tyrol Park.
Performed 271 utility inspections and 519 I&I inspections, completed 183 meter appointments and 3,456
locates (including 114 emergency locates), measured 406 and cleaned 231 catch basin
sumps, upgraded Schied Field #2 dugout enclosures and fencing and South Tyrol, Golden Oaks,
and Stockman Parks to LED lighting.
Installed on-street bike route signs in Maintenance Zone 1.
Used 242 cubic yards of concrete and 5,560 tons of asphalt (618 truckloads).25
2023 GOALS & ACTION STEPS
Photo by Kristin Lea Gifford, Views of the Valley 2022 26
CORE SERVICES
Brookview Amenities
City Administration
Communications
Community Engagement
Economic Development
Elections
Emergency Management
Equity and Inclusion
Engineering
Finance
Fire Protection
Human Resources
Information Technology (IT)
Inspections
Legal Services
Motor Vehicle Licensing
Natural Resources Management
Park Maintenance
Parks and Recreation
Permits and Licensing
Planning
Police
Street Maintenance
Utilities Maintenance
Utility Billing
Vehicle Maintenance
27
INITIATIVES & PROJECTS
Affordable Housing Plan
Bike and Pedestrian Plan
Building An Equitable Golden Valley
Community Forums
Debt Reduction Plan
DeCola Ponds Stormwater Project
Downtown Study Implementation
Environmental Initiatives
Facilities Study Implementation
Fiscal Disparities Formula Update
Highway 55 BRT
Hwy 55/Douglas Dr Underpass
Infrastructure Renewal Plan
Just Deeds
Land Acknowledgment Planning
Legislative Priorities
Local Option Sales Tax
Minneapolis Park & Recreation Board JPA
Pavement Management Program (PMP)
Public Facilities Naming Policy
STAR program
28
ORGANIZATIONAL PRIORITIES
Strategic
Development &
Redevelopment
Effective
Governance
Infrastructure
Maintenance &
Enhancement
Financial
Wellness
Community
Affairs
29
Strategic Development & Redevelopment
Focusing redevelopment on four planning districts: Golden
Valley’s downtown area, LRT station area, Douglas Drive corridor,
and I-394 corridor
30
Effective Governance
Governing with a focus on good communication and teamwork,
respecting values and process, heeding meeting decorum and
timely decision-making, and building citizen engagement and
understanding
31
Infrastructure Maintenance & Enhancement
Maintaining and improving infrastructure at highest quality for
the investment by prioritizing areas of need, identifying costs,
and planning for future growth
32
Financial Wellness
Balancing spending with emphasis on maintaining current
service levels, accommodating future needs, expanding tax base,
growing reserves, improving bond rating, and improving
efficiencies and effectiveness
33
Community Affairs
Considering policies that benefit society at large
34
DEPARTMENTACTION STEPS
This is the opportunity for you explain your
proposed action steps and how they fit in to the
City’s mission, vision, and organizational priorities.
35
ADMINISTRATIVE SERVICES
2023 Action Steps
•Initiate Request for Proposal for Municipal Advisor Services (January 2023)
•Update Infrastructure Renewal Program
•Affordable Housing Plan
•Bonding Bill
•Infrastructure Investment and Jobs Act (IIJA) funding-Get as much as we can
•Initiate Request for Proposal for Audit Services (Audit 2023).
•Work with Communications and staff for training and setup on SharePoint for an
intranet site for City employees.
•Convert utility billing to new package.
•Develop Utility Billing User Manual for residents/commercial/apartments, including:
•how to read a meter
•EyeOnWater
36
COMMUNICATIONS
2023 Action Steps
•Continue working to develop and build City intranet using SharePoint.
•Develop strategies to improve website governance and use of email to supplement
promotion and public education initiatives.
•Work with local Art Council and DEIC to develop process for taking community input on
and sourcing local artists to paint a Welcome Statement wall collage in City Hall. Work with
the JQP group to determine best options for presenting Welcome Statement on Council
Conference Room wall. Complete Welcome Statement poster process for each City
department.
•Develop web page for media that features current photo and video assets, including B-roll
video for multiple projects/issues, that can be used in stories.
•Complete transition to new hardware/software for digital sign on Winnetka Ave.
37
COMMUNITY DEVELOPMENT
2023 Action Steps
•Bid and construct Douglas Dr, Hwy 55 Pedestrian Underpass, and SEA
School/Wildwood Park Flood Reduction projects.
•Develop Infrastructure Renewal Policy and begin planning initial project.
•Increase participation in organics recycling program, including multifamily properties.
•Continue collaboration with businesses to reduce energy use and greenhouse gas
emissions.
•Review and consider expanding policies that promote affordable housing and tenant
protection.
•Develop documents and guidelines to establish a housing trust fund.
•Continue to engage with small local businesses to strengthen networks, share
resources, and collaborate.
38
COMMUNITY DEVELOPMENT
2023 Action Steps
•Continue to prepare HOPE properties for development.
•Apply the mixed income housing policy to coordinate redevelopment plans for the
Wells Fargo/Park Nicollet site.
•Complete rezoning of Harold and Winnetka corner.
•Update sign code.
•Complete zoning text updates for Off-Street Parking, Telecommunications, PUD
requirements, Site Plan Review (maybe Tiny Homes and Airbnbs if Council directs).
39
FIRE
2023 Action Steps
•Review and revise Firefighter Guidebook and Standard Operating Guidelines (SOGs) to current
GVFD practices, fire service best practices, and continuity with City’s Employee Handbook.
•Evaluate rollout of Phase I duty crew transition to identify impacts on community, and prepare to
implement Phase II (weekend daytime and evenings) March 1, 2023.
•Renew recruitment and retention marketing messages to better align with the positive attributes
of a duty crew staffing model and attract a large and diverse group of applicants.
•Develop and implement a formal mentorship program for new firefighters to help retain new
firefighters and develop leadership skills for experienced firefighters.
•Incorporate department-wide training into duty crew shifts to help firefighters grow and maintain
skills while productively using down-time between calls and providing greater flexibility.
•Contract with a vendor to develop a Continuity of Operations Plan (COOP) to support City
operations during emergency disasters.
•Continue working with BKV and Community Development to complete the site selection process
for the new East Fire Station. Work to secure legislative funding for the station and move the
project into the design phase.
•Increase GVFD's DEI knowledge and skills by having all paid on-call personnel complete the virtual,
self-guided "Starting Racially Conscious Collaboration" training by Feb 28, 2023.
40
HUMAN RESOURCES
2023 Action Steps
•Complete market analysis and classification of PT/Seasonal/Interns/Variable Hour
positions.
•Continue Collaborative Solutions grant work.
•Complete new IA policy in collaboration with Police Department and Legal
Department.
•Continue and expand demographic data collection to inform future decisions.
•Fully automate all HR onboarding, off-boarding, and HR forms.
•Integrate equity interrupters into the recruitment processes.
(Staff can volunteer to receive specific training to sit on interview panels whereby they
use an equity framework to evaluate candidates. Dr. Raj and HR would co-create a
training for any employees to be part of this group and get called in to sit on interview
panels for any jobs the City posts.)
41
LEGAL
2023 Action Steps
•Work with the City Clerk to begin implementation of the City’s five-year Records
Management Plan.
•Inventory Joint Powers Agreements, MOUs and City policies and create manual of
City-wide policies that is accessible to the public.
•Restructure processing of Special Event Permits by using tools in Teams.
•Just Deeds Equity Goal: Work with Planning Department, MN Chapter of APA, and
other Just Deeds participants to create two training sessions on equity in land
use/zoning for the Planning Commission and City Council. Create toolkit for other
Just Deeds cities to provide similar trainings to their commissions and councils.
•Provide data practices training to all City staff.
42
PARKS & RECREATION
2023 Action Steps
•Host neighborhood meeting for the public input process for scheduled Yosemite Park improvements.
•Continue to expand mobile summer playground programs to better reach underserved youth. Partner with New Hope Parks & Recreation to offer a joint summer playground program at a New Hope park at
the northern boundary of Golden Valley. This will provide area youth an opportunity previously not available in this part of Golden Valley and New Hope.
•Ensure Brookview and Brookview Golf enterprise funds continue to grow to support both the golf course and the Brookview operation as self-sustaining entities.
•Explore the opportunity to redevelop two tennis courts into six pickleball courts at Brookview Park.
•Successfully implement the 2023 Scheid Park Improvement Project.
•Complete the first park shelter building update for the 2023-2024 winter rink skating season, which will
be fully accessible to all.
•Continue to facilitate development of a naming policy process.
•Collaborate with key Golden Valley staff to implement WiFi in all park shelter buildings.
•Initiate and lead a programming partnership with northwest municipalities to expand and grow opportunities for youth with unique physical and cognitive needs.
43
POLICE
2023 Action Steps
•Develop and implement policies (Lexipol).
•Improve agency staffing (patrol officers, investigations).
•Implement professional development for supervisors.
•Strengthen organizational effectiveness and efficiency.
•Strengthen partnership with the PEACE Commission (work on having patrol
officers assigned to PEACE Commission).
44
PUBLIC WORKS
2023 Action Steps
•Continue community outreach with organizations and schools to advocate Public Works as a sustainable,
rewarding, and essential career.
•Replace 51 gate valves and rebuild manholes and catch basins in Maintenance Districts L and M.
•Locate and expose effluent meter pit and install meters at the Golden Valley JWC pumphouse.
•Rebuild sanitary manhole #1495 (north-east corner of Highway 55 and Rhode Island).
•Relocate Highway 55 lift station out of the floodplain.
•Replace tennis courts and lighting, hockey rink dasher boards and base material, ballfield backstops,
install a gazebo, and upgrade to LED lighting at Schied Park.
•Replace City Hall boiler and control system.
•Remodel City Hall lunchroom.
•Clean HVAC system at Public Safety.
•Complete in -house mill and overlay in Maintenance District V.
•Install wayfinding signs throughout on-street bike route system.45
CITY COUNCIL
ACTION STEPS
Photo by Susan Ramlet , Views of the Valley 2022 46
Present your individual action steps.
This is the opportunity for you explain your proposed action steps and
how they fit in to the City’s mission, vision, and organizational priorities.
Discuss action steps in preparation for voting.
PRESENT ACTION STEPS
47
MAYOR HARRIS
2023 Action Steps
•Develop a permanent internal affairs process for external police complaints
•Outsource Three One Six operations (eg , similar to MPRB RFP process)
•(Ongoing) Continue DEI work internally/externally:
•recruitment, procurement
•community outreach
•neighborhood response to harassment
•better DEI public relations (eg , resident welcome packet, regular section in City newsletter, etc )
•(Ongoing) Complete 2020 Naming Rights process by April 2023
48
COUNCIL MEMBER HARRIS
2023 Action Steps
•Continue race equity work
•Obtain bonding money for remote fire station
•Continue work to implement a Local Option Sales Tax to fund major City infrastructure projects
•Create processes and procedures permitting to deter wage theft in construction projects
•Create an interactive budgeting portal that displays City revenue and expenditures for residents
49
COUNCIL MEMBER LA MERE-ANDERSON
2023 Action Steps
•HOPE Program: Complete construction of first four properties and begin construction on four properties
identified for 2023/2024 development. Clearly communicate goals and progress to the community and
work to reduce stigma and increase community acceptance of HOPE homes in neighborhoods and
communities.
•Continue transformation of former HSC to Community Service Commission (CSC) and identify ways to
actively bring the community together in service of helping each other and engage other commissions
in CSC initiatives (Environmental Commission helping make Run The Valley more "green," DEI
Commission helping make it more inclusive, having Commissions table at event for community
outreach)
•Continue equity and inclusion work, including PEACE Commission workplan, Pohlad Grant, etc
•Make progress on Legislative Priorities
•Continue transit initiatives (BRT, bike, pedestrian)
50
COUNCIL MEMBER ROSENQUIST
2023 Action Steps
•Develop future-oriented rental policies, rules, and laws to address:
•short-term home rental
•long-term home rental and ownership of rental properties by non-residents/companies
•short-and long-term rentals of rooms in homes by owners
•maintenance and safety of rental properties
•Revise licensure to incentivize private action aligned with City goals (ie, lower fees for natural gas
garbage trucks or for small businesses with BIPOC owners)
•Neighborhood Connectivity and Communications: Form defined and named neighborhoods
with decentralized and tailored communications beyond/expanding upon police neighborhood
watch structure. Could be used for everything from water main breaks to crime alerts to re-zoning
notices and to better connect neighbors.
51
COUNCIL MEMBER ROSENQUIST
2023 Action Steps
•Pedestrian and Traffic Safety: Reduce speeds on County roads that co-locate bike infrastructure and
are substantially residential. Research and encourage structural street improvements that enhance
safety.Form coalition with other cities to advance it at the County Board level. Improve pedestrian
crossings and safety on County roads and City arterials.
•Partner with local nonprofits to revive City-wide events (brought up to DEI Commission) such as a
parade, events aimed at young adults and new residents, events that celebrate ethnic/cultural
groups, events that center around pets and partner with the Humane Society.
52
COUNCIL MEMBER SANBERG
2023 Action Steps
•Engage residents in the City's work by developing and implementing an email marketing plan where the
City regularly sends out targeted, impactful emails
•Continue to do the hard work of anti-racism, even if faced with opposition
•Advocate for LGA and a change to the Fiscal Disparities formula
•Continue to find new ways to support and invest in affordable housing
•Continue to innovate in public safety (CSOs, embedded social worker program, etc )
53
PRIORITIZATION OF2023 ACTION STEPS
Photo by Laurie Smith, Views of the Valley 2021 54
Vote to determine priorities in each category.
Remember, the result of the vote will indicate priority to provide staff
with direction. Other ongoing action steps will continue.
VOTE
55
ORGANIZATIONAL PRIORITIES
Strategic Development & Redevelopment
•HOPE Program: Complete construction of first four properties and begin construction on four
properties identified for 2023/2024 development. Clearly communicate goals and progress
to the community and work to reduce stigma and increase community acceptance of HOPE
homes in neighborhoods and communities. DLA
•Develop future-oriented rental policies, rules, and laws to address:
•short -term home rental
•long-term home rental and ownership of rental properties by non-residents/companies
•short -and long-term rentals of rooms in homes by owners
•maintenance and safety of rental properties GR
•Continue to find new ways to support and invest in affordable housing. KS
56
ORGANIZATIONAL PRIORITIES
•Develop a permanent internal affairs process for external police complaints. SH
•Outsource Three One Six operations (eg , similar to MPRB RFP process). SH
•Better DEI public relations (eg , resident welcome packet, regular section in City
newsletter, etc). SH
•Complete 2020 Naming Rights process by April 2023. SH
•Continue transformation of former HSC to Community Service Commission (CSC) and
identify ways to actively bring the community together in service of helping each other
and engage other commissions in CSC initiatives (Environmental Commission helping
make Run The Valley more "green," DEI Commission helping make it more inclusive,
having Commissions table at event for community outreach).DL-A
Effective Governance
57
ORGANIZATIONAL PRIORITIES
Effective Governance
•Neighborhood Connectivity and Communications: Form defined and named
neighborhoods with decentralized and tailored communications beyond/expanding upon
police neighborhood watch structure. Could be used for everything from water main
breaks to crime alerts to re-zoning notices and to better connect neighbors. GR
•Revise licensure to incentivize private action aligned with City goals (ie, lower fees for
natural gas garbage trucks or for small businesses with BIPOC owners).GR
•Engage residents in the City's work by developing and implementing an email marketing
plan where the City regularly sends out targeted, impactful emails. KS
•Continue to innovate in public safety (CSOs, embedded social worker program, etc ). KS
58
ORGANIZATIONAL PRIORITIES
•Continue transit initiatives (BRT, bike, pedestrian). DL-A
•Pedestrian and Traffic Safety: Reduce speeds on County roads that co-locate
bike infrastructure and are substantially residential. Research and encourage
structural street improvements that enhance safety. Form coalition with other
cities to advance it at the County Board level. Improve pedestrian crossings and
safety on County roads and City arterials. GR
Infrastructure Maintenance & Enhancement
59
ORGANIZATIONAL PRIORITIES
•Obtain bonding money for remote fire station. MH
•Continue work to implement a Local Option Sales Tax to fund major City
infrastructure projects. MH
•Create an interactive budgeting portal that displays City revenue and expenditures
for residents. MH
•Make progress on Legislative Priorities.DL-A
•Advocate for LGA and a change to the Fiscal Disparities formula . KS
Financial Wellness
60
ORGANIZATIONAL PRIORITIES
•Continue DEI work internally/externally:
•recruitment, procurement
•community outreach
•neighborhood response to harassment SH
•Create processes and procedures permitting to deter wage theft in construction
projects. MH
•Continue race equity work.MH
•Continue equity and inclusion work, including PEACE Commission work
plan,Pohlad Grant, etc.DL-A
Community Affairs
61
ORGANIZATIONAL PRIORITIES
•Partner with local nonprofits to revive City-wide events (brought up to DEI Commission) such as
a parade, events aimed at young adults and new residents, events that celebrate ethnic/cultural
groups,events that center around pets and partner with the Humane Society.GR
•Continue to do the hard work of anti-racism, even if faced with opposition. KS
Community Affairs
62
PROPOSEDPYRAMID OF SUCCESS
Photo by Stan Waldhauser, Golden Valley Photo Posse 63
2022 PYRAMID OF SUCCESS
64
MOVING FORWARD
Photo by Stan Waldhauser, Golden Valley Photo Posse
“The greater danger for most of us is not that our aim is too high
and we miss it, but that it is too low and we hit it.”
~ Michelangelo
65