2023-09-26 - DEIC Agenda Packet September 26, 2023 — 6:30 PM
Council Conference Room
Hybrid Meeting
1.Call to Order
2.Land Acknowledgement
We acknowledge and honor the Dakota nation, on whose ancestral land the City of Golden Valley
is built, and whose land resources we use. We commit to counteracting the erasure of the
cultural practices and presence of the Dakota people through education and by amplifying a wide
range of indigenous voices.
3.Roll Call
Chair, Lee Thoresen Ajani Woodson Nyre Chester
Vice Chair, David Scheie Drew Jones Joelle Allen
George Kannenberg Ruth Paradise Imara Hixon
4.Approval of Agenda
5.Approval of Minutes
5.A.Approval of Minutes – July 25, 2023
6.Staff Updates
6.A.DEIC Commissioner Membership
6.B.Upcoming DEIC Meetings
i. Haha Wakpadan - Joint Environmental and DEI Commission Meeting
ii. DEI Commission Meeting on December 26, 2023
DEI COMMISSION MEETING AGENDA
Diversity, Equity, and Inclusion (DEI) Commission meetings are being conducted in a hybrid format
with in-person and remote options for attending.
Remote Attendance Options: Members of the public may attend this meeting by streaming via
Webex, or by calling 1-415-655-0001 and entering access code 2461 935 1376 .
Questions/Comments: Members of the public who have questions about the commission or any items
on the agenda should contact the staff liaison - Seth Kaempfer at (763) 593-8045.
City of Golden Valley DEI Commission Meeting September 26, 2023 — 6:30 PM
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7.Subcommittee Updates
7.A.City Systems
i. Progress report on 2022 City Equity Plan Implementation
ii. Employee Equity Survey Draft
iii. Racial Equity Dividends Index
iv. Naming-Renaming Publicly Owned Assets Process
7.B.Communication and Networking
i. Culture Calendar
ii. Elevating Indigenous Narratives
iii. Advise and Assist City's Neighborhoods Initiative
iv. Identify/Begin Network with Cultures and Communities Not Yet Well-Connected to
the DEIC
7.C.Events
i. Bill Hobbs Award Process
ii. Reimagining MLK Contest
iii. Current Plans for Q4 BAEGV Forums:
i. November: Golden Valley's Indigenous Heritage
ii. December: 2023 Year in Review, 2023 Work Plan Input, and Cultural
Celebration
iv. Possible 2024 BAEGV Forum
i. New Minnesota K-12 Curriculum Standards
8.Adjournment
City of Golden Valley DEI Commission Meeting September 26, 2023 — 6:30 PM
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REGULAR MEETING MINUTES
Call to Order Meeting was called to order at 6:31 pm
Land Acknowledgement: We acknowledge and honor the Dakota nation, on whose ancestral land the
City of Golden Valley is built, and whose land resources we use. We commit to counteracting the erasure
of the cultural practices and presence of the Dakota people through education and by amplifying a wide
range of indigenous voices.
Roll Call
Commissioners in person: Lee Thoresen, Ruth Paradise, Drew Jones, Nyre Chester, Imara Hixon, George
Kannenberg
Commissioners absent:David Scheie, Joelle Allen, Ajani Woodson, David Berry
Staff present: Seth Kaempfer, Equity and Inclusion Manager
Commissioner Oath of Office
Commissioner Kannenberg is sworn in as a new commissioner.
Approval of June 27 minutes and July 25 agenda
MOTION by Commissioner Paradise, seconded by Commissioner Chester. Motion carries 6-0
Staff Updates
Staff member Kaempfer reminds commissioners to send their experiences serving on a
commission to staff member Mel Croft to use for educational and recruiting purposes.
Staff member Kaempfer relays deadlines for the City newsletter, which fall mid-month the
month prior to the first month of the bi-monthly newsletter, e.g. 12/15 for the
January/February letter.
Staff member Kaempfer advises he met with staff member Birno about the Public Asset
Naming/Renaming Policy and learned that staff and commissioners’ recommendations
aligned closely. The City hopes to have a final draft completed in August to be sent through
the Equity and Legal Review process and presented for public comment in September with
potential implementation happening in December or January.
July 25,2023 –6:30 pm
Council Conference Room
Golden Valley City Hall
7800 Golden Valley Road
Hybrid Meeting
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City of Golden Valley Diversity, Equity, and Inclusion Commission Meeting
Minutes
July 25, 2023 – 6:30 pm
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Subcommittee Updates
City Systems subcommittee members met with staff member Kaempfer to review the
equity assessments that had been submitted by City Departments. A report on their findings
will be presented to the management team, and potentially to City Council this fall, and will
help inform the City’s equity plan.
Communications and Networking subcommittee members worked on a cultural calendar
that noted important holidays and gave information on their significance, but have stalled
due to lack of feedback from City staff. The subcommittee agreed to meet with staff
member Kaempfer to determine a plan moving forward.
Events subcommittee has not met but will make an appointment to meet with staff
member Kaempfer.
Discussion Items
The DEI Commission’s November Building An Equitable Golden Valley (BAEGV) event is a
forum on Golden Valley’s Indigenous Heritage held in partnership with the Environmental
Commission. Chair Thoresen requests staff Kaempfer connect with the EC to clarify the
extent of their involvement.
Commissioners discuss the timeline of the annual Bill Hobbs award, with Commissioner
Paradise reminding the Commission that the deadline passed last year without any
submissions. Commissioners decide to move the deadline back to November and renew
focus on publicizing the award in hopes that nominations will be submitted. Some changes
are made to the questions on the submission form for clarity and accessibility, and staff
member Kaempfer agrees to talk to Communications to make changes to the web page the
award is posted on.
MLK award discussion tabled until the next meeting to include absent commissioners.
MOTION to adjourn by Commissioner Hixon, seconded by Commissioner Chester. Adjourned at 7:47 PM
_____________________________________
Seth Kaempfer, Equity and Inclusion Manager
________________________
Date
_____________________________________
Lee Thoresen, Chair
________________________
Date
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City of Golden Valley
2022 Equity Plan Implementation Report
TBD
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Contents
Executive Summary and Introduction ......................................................................................................... 3
Executive Summary .................................................................................................................................. 3
Introduction .............................................................................................................................................. 3
City of Golden Valley 2022 Equity Plan Overview ....................................................................................... 4
Key Pillar 1: Economic Prosperity for All ................................................................................................. 4
Key Pillar 2: Inclusive Community Engagement ...................................................................................... 4
Key Pillar 3: Unbiased Services ................................................................................................................ 5
Key Pillar 4: Advancement of Diversity, Equity, and Inclusion ............................................................... 5
Methodology ................................................................................................................................................ 7
City of Golden Valley 2022 Equity Plan Assessment Findings .................................................................... 8
Section 1: Equity Plan and Pillars Overview ............................................................................................ 8
Section 2: Equity Tool ............................................................................................................................... 8
Section 3: Status Review .......................................................................................................................... 9
Key Pillar 1 Objectives Results ............................................................................................................. 9
Key Pillar 2 Objective Results ............................................................................................................. 10
Key Pillar 3 Objectives Results ........................................................................................................... 10
Key Pillar 4 Objectives Results ........................................................................................................... 11
Section 4: Reflection on Plan Implementation ...................................................................................... 11
Section 5: Preparing for Long-Term Success ......................................................................................... 12
City of Golden Valley 2022 Equity Plan Assessment Conclusions and Recommendations ..................... 13
Conclusions ............................................................................................................................................. 13
Recommendations ................................................................................................................................. 13
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Executive Summary and Introduction
Executive Summary
Introduction
As part of its efforts to both recognize and directly engage at historical and present disparities
perpetuated by its structures, policies, and procedures, the City of Golden Valley’s Council put forth a
directive to establish and implement an Equity Plan for the City. The overarching goal of this plan is to
imbed practices and strategies of diversity, equity, inclusion, and racial justice into the work of the City
to dismantle barriers, provide resources, and enhance opportunities for all of its residents and visitors.
With the Equity Plan being considered a living and responsive, it has taken different approaches and
methods since its initial creation in 2019 to address its main goal and the various needs present
internally and externally with community.
For the first time, a formal assessment was created and conducted so as to not only be accountable to
this directive from City Council, but also to the community of Golden Valley. The report of the plan and
its assessment aims to provide context to plan itself, additional insight and perspective, and show the
progress and impact of the identified objectives. Moreover, what is illustrated in this report will also be
used as one of many tools to inform the next iteration of the City of Golden Valley Equity Plan.
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City of Golden Valley 2022 Equity Plan Overview
The City of Golden Valley 2022 Equity Plan is its third iteration of the City’s Equity Plan that has been
adopted for implementation. This plan is comprised of the work conducted through the collaborative
efforts of the City’s Equity Leadership Team, Equity Advancement Team, DEI Commission, Equity and
Inclusion Manager, and additional staff across the City.
The plan is a guiding document for the City to implement a variety of DEI actions, goals, and strategies
and also comprises tools such as the Equity Tool and structures that help to inform these various
actions, goals, and strategies. At the center of this plan are the four key pillars: 1) Economic Prosperity
for All, 2) Inclusive Community Engagement, 3) Unbiased Services, and 4) Advancement of Diversity,
Equity, and Inclusion.
Key Pillar 1: Economic Prosperity for All
The City of Golden Valley defines economic prosperity for all as the intentional provision of economic
opportunities and resources for all communities by finding solutions to support economic growth and
inclusion of historically marginalized communities and those facing economic hardship. As an employer
and municipality, the City of Golden Valley is determined to identify and disrupt barriers to economic
inclusion. Below are the outlined objectives with corresponding department:
Objective Department(s)
Create and implement pay parity policy Human Resources
Create a more intentional opportunities for
vendors through updated procurement process
Legal
Human Resources
Community Development
Public Works
Develop recruitment tools and relationships to
increase applications and find talent
Human Resources
Fire
Police
Public Works
Participate in at least one of Hennepin County’s
DBE procurement networking events for small
and emerging businesses
Community Development
Key Pillar 2: Inclusive Community Engagement
The unique geographic and economic situation of Golden Valley (near downtown and home to several
large employers) requires the City to use an expanded definition of community. Beyond residents and
business owners, the City is accountable to all people that come to the City to work, play, worship and
commute. This definition of community begs the City of Golden Valley to develop relationships across
municipal boundaries to develop inclusive solution making processes for all stakeholders. Below are the
outlined objectives with corresponding department:
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Objective Department(s)
Partner with additional organizations and schools
to educate about public works careers
Public Works
Key Pillar 3: Unbiased Services
The City of Golden Valley seeks to provide intentional access regardless of social identity to all of its
programs and services. Below are the outlined objectives with corresponding department:
Objective Department(s)
Train 100% direct service providers on language
conversion software
Administrative Services
Develop strategies to build relationships with
low-income, linguistically, and culturally diverse
populations
Communications
Develop and implement strategies for
implementing culturally relevant programming
for youth
Parks and Recreation
Implement “Share First” approach through a
public data system
Legal
Develop a Golden Valley Police Department
interactive database
Police
Key Pillar 4: Advancement of Diversity, Equity, and Inclusion
The City of Golden Valley continuously analyzes processes, policies, procedures and systems for
disparate outcomes and actively seeks opportunities to develop new tools to support sustainable
methods to reduce disparities and increase access. Below are the outlined objectives with
corresponding department:
Objective Department(s)
Assess and revise paid on-call firefighter
recruitment and hiring process to increase event
attendance and applications by 10 percent
Fire
Complete organizational equity assessment for at
least two departments
Human Resources
Create regular, low-stakes opportunities for staff
to learn and discuss a variety of topics relating to
different social identities
Human Resources
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Create two training sessions on equity in land
use/zoning for Planning Commission and City
Council
Legal
Complete and implement organizational equity
assessment
Community Development
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Methodology
To evaluate the City of Golden Valley 2022 Equity Plan, each department was asked to complete an
assessment in form of a data and information request. The assessment was drafted by the Equity and
Inclusion Manager. With support of the HR Department as well as the City Systems Subcommittee of
the City’s Diversity, Equity, and Inclusion (DEI) Commission, these questions were edited and adjusted to
appropriately reflect needed information to be properly reflective of the goals and objectives of the
plan.
The assessment was initially presented to the City’s Management Team to both inform about the
assessment and instruct on how to complete it. Each departmental director was sent the assessment to
complete with their respective departmental leadership and send back the Equity and Inclusion (E&I)
Manager or to have the E&I Manager assist in the completion of the assessment at a departmental
leadership meeting. The assessment was broken into five sections.
Section one and section two used a Likert scale with the following options: strongly disagree, disagree,
agree, and strongly agree. Each Likert scale question also allowed for an “I Don’t Know” selection.
Section one asked prompts related to the Equity Plan and its pillars while section two asked prompts
regarding the Equity Tool. Section three was a status review for each department’s objective within a
respective pillar of the plan. In this section, each department was instructed fill-in the coordinating
status within the “Status Review” column and complete questions explaining their status selection.
Section four of the analyses posed two questions on the implementation of the plan. Similarly, section
five posed two questions but, instead, related to the long-term success of the action taken when
enacting the plan.
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City of Golden Valley 2022 Equity Plan Assessment Findings
Section 1: Equity Plan and Pillars Overview
This section asked departments to gauge their overall familiarity with the Equity Plan and the main
structure of it via the use of key pillars. The two prompts of this sections are the following:
1. My department is familiar with the pillars of the Equity Plan.
2. My department is familiar with their role in implementing various strategies and objectives of
the Equity Plan.
Equity Plan and Pillars Overview Results:
My department is familiar with the pillars of the Equity Plan.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
11% 22% 67% 0% 0%
My department is familiar with their role in implementing various strategies and objectives of the
Equity Plan.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 67% 22% 05
Section 2: Equity Tool
Similar to section one, this section posed three prompts for departments to measure their familiarity,
overall usage, and assurance of usage with the main resource of the plan, the Equity Tool. The two
prompts of this sections are the following:
1. My department is familiar with the Equity Tool.
2. All contracts and procurement in my department use the Equity Tool.
3. Staff in my department ensure the Equity Tool is used and equity impact is considered in
departmental contracts, procurement, and processes.
Equity Tool Results:
My department is familiar with the Equity Tool.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
5.5% 22% 56% 5.5% 0%
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All contracts and procurement in my department use the Equity Tool.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 78% 11% 0%
Staff in my department ensure the Equity Tool is used and equity impact is considered in
departmental contracts, procurement, and processes.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 78% 11% 0%
Section 3: Status Review
This section asked for the analyzation of the current status for department’s objectives within each key
pillar. In this analyzation, it required the status review column to be filled in with the respective text fill-
in as well as provide further information regarding its indicated status in the status review explanation
column.
The following are the text fill-in indicators:
• Fully Implemented = each respective department has taken meaningful steps to implement this
objective and has measured the outcomes
• Mostly Implemented = on track for completion
• Minimally Implemented = delayed or encountering challenges with implementation
• Not Implemented = stuck, requires additional support or resolution to get back on track
Key Pillar 1 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Create and implement
pay parity policy
Human Resources Minimally
Implemented
Create a more intentional
opportunities for vendors
through updated
procurement process
Legal Minimally
Implemented
Human Resources Minimally
Implemented
Community
Development
Mostly
Implemented
Public Works Mostly
Implemented
Develop recruitment
tools and relationships to
increase applications and
find talent
Human Resources Mostly
Implemented
Fire Mostly
Implemented
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Police Mostly
Implemented
Public Works Mostly
Implemented
Participate in at least one
of Hennepin County’s
DBE procurement
networking events for
small and emerging
businesses
Community
Development
Minimally
Implemented
Key Pillar 2 Objective Results
Objective Department(s) Status Review Status Review Explanation
Partner with additional
organizations and
schools to educate about
public works careers
Public Works Mostly
Implemented
Key Pillar 3 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Train 100% direct service
providers on language
conversion software
Administrative Services Fully
Implemented
Develop strategies to
build relationships with
low-income,
linguistically, and
culturally diverse
populations
Communications Minimally
Implemented
Develop and implement
strategies for
implementing culturally
relevant programming
for youth
Parks and Recreation Fully
Implemented
Implement “Share First”
approach through a
public data system
Legal Mostly
Implemented
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Develop a Golden Valley
Police Department
interactive database
Police Not Implemented
Key Pillar 4 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Assess and revise paid
on-call firefighter
recruitment and hiring
process to increase
event attendance and
applications by 10
percent
Fire Mostly
Implemented
Complete organizational
equity assessment for at
least two departments
Human Resources Not Implemented
Create regular, low-
stakes opportunities for
staff to learn and discuss
a variety of topics
relating to different
social identities
Human Resources Mostly
Implemented
Create two training
sessions on equity in
land use/zoning for
Planning Commission
and City Council
Legal Minimally
Implemented
Complete and
implement
organizational equity
assessment
Community
Development
Section 4: Reflection on Plan Implementation
In the fourth section, departmental leadership were asked to answer related to the action plan
implementation. This section posed the following two questions to be answered as it pertains to their
respective department:
• Question 1: Describe a time when you felt the implementation of these objectives went well.
What made it possible?
• Question 2: Beyond funding, staff and time, name 1-2 tools, resources, or working behaviors
that would have been helpful when implementing these objectives.
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Below are those identified themes and trends for each question:
Section 5: Preparing for Long-Term Success
In the fifth section, departmental leadership were asked to answer related to the long-term success of
actions taken during the implementation of the Equity Plan. This section posed the following two
questions to be answered as it pertains to their respective department:
• Question 1: Think about who benefited from your department’s equity actions to date, and why.
What is different for people, and how can we build on that momentum in the next action plan?
• Question 2: Think about the next 2 years as your department identifies and implements further
equity actions. Name 1-2 challenges that may affect the implementation as well as how this
might have unintended consequences internally with employees and externally with community
members.
Below are those identified themes and trends for each question:
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City of Golden Valley 2022 Equity Plan Assessment Conclusions and
Recommendations
Conclusions
Through the use of the assessment of the Equity Plan, it illustrated a range of understanding as it relates
to success, challenges or needed growth, and shareable action. These themed areas not only apply to
each department but also across the City and to the plan itself. Below are the most present trends in
each of the previously named areas:
• Success
o Establishing and fostering partnerships or relationships with external partners,
especially as it relates to recruitment, has shown to increase interest and applications.
o Adjusting requirements and providing opportunity so as to remove named and
identified barriers has increased participation and engagement as well as shifted
perception in a positive manner.
o First identifying needs and then building and/or adjusting resources, services, and
opportunity that directly aim at that need.
o When done, collaboration across departments allowed for named outcomes, actions,
and results to be more dynamic and culturally responsive.
• Needed Growth
o Stronger, more structured community engagement efforts that aim to move community
into decision making roles, whether City-wide or departmentally.
o Having intentional time, focus, and money dedicated to DEI efforts and actions that are
relevant and reflective of that department’s work and responsibilities.
o The use and implementation of assessment and evaluation tools, data and databases,
and project management to make informed and equity-focused decisions.
Recommendations
Overarching Plan Recommendations
1. Ability to not only identify stakeholders with the work of the City but also have pathways of
involvement into collaboration, decision making, and implementation.
2. Holistic approach to the development and implementation of equity actions with collaboration
and support from City commissions and community members.
3. Measurable outcomes for the established equity actions of each department with built in
manners of evaluation for stated outcomes.
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4. Explicit and defined financial investment both departmentally and City-wide to implement
equity actions and initiatives.
Department Specific Recommendations
1. Consistent, continuous, and clear communication about the Equity Plan to City employees and
community using various communication tools and accessible dashboards from the Equity
Team.
2. Communication, whether internal or external, must be an integral and inseparable component
of equity actions and initiatives.
3. Established equity actions and initiatives are appropriately reflective of departmental
responsibilities and use a departmentally reflective equity lens to establish stated actions.
4. Reframing and continued training related to applying and using the Equity Tool as well as
measures of accountability tied to these tools.
5. Procurement process is well structured to incorporate and involve Disadvantaged, Minority,
Women, Emerging, and Small Businesses (DMWESB) as well as bolstered through an updated
maintained city vendor system.
6. Identified partners and leaders, internally and externally, for each equity action and its
subsequent objectives to create systems of accountability, stronger cross-departmental
collaboration, and completion.
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