2023-12-19 - DEIC Agenda Packet December 19, 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 - November 28, 2023
6.Bill Hobbs Human Rights Award Recognition
7.Staff Updates
7.A.DEIC Commissioner Membership
7.B.Center for Economic Inclusion - Racial Equity Dividends Index Report
7.C.Updated Commission Processes
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
Microsoft Teams .
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 December 19, 2023 — 6:30 PM
1
8.Subcommittee Updates
8.A.City Systems
8.B.Communication and Networking
8.C.Events
1. BAEGV Forum:
a. December: 2023 Year in Review, 2023 Work Plan Input, and Cultural
Celebration
9.Discussion Items
9.A.MLK Contest Submissions and Selection
9.B.2024 DEIC Priorities and December BAEGV Input
9.C.Future Agenda Items
10.Adjournment
City of Golden Valley DEI Commission Meeting December 19, 2023 — 6:30 PM
2
RACIAL EQUITY
DIVIDENDS INDEX
PUBLIC SECTOR | 2023 REPORT
Local government progress toward
building racially equitable communities
NOVEMBER 2023
3
Greetings Partners~
100 years from now, what will Minnesotans say about the ways you and I are using our power
today to design, build and invest in cities and counties where Black, Indigenous, Asian, and Latine
people experience freedom, joy, and economic mobility? Will they read a story about how we
improved the economy for everyone, and made Minnesota a magnet for economic investment
and competitiveness? Will they tell stories about the ways we invested in building new homes
in neighborhoods ravished by investors who extract wealth? Or will they tell stories about the
wealth built through Black developer programs that created jobs for many while reimagining
cultural corridors? Perhaps they will illustrate the actions we took to dismantle the systems of
oppression, racism, and wealth extraction, that work so efficiently today to harm Black and Brown
communities, and concentrate wealth in white communities and neighborhoods? Maybe you
imagine them sharing stories about the partnerships we built grounded in shared power, shared
leadership, and shared accountability that positioned our economy to grow thousands of jobs in
new, innovative Black owned businesses.
I imagine stories of legacy-building change. I imagine stories about the trusting relationships
we built that helped fortify a foundation for building businesses, homes, bridges, and wealth for
Black, Indigenous, Asian and Latine communities, and their children, and their children’s children.
I imagine the possibilities that exist when leaders like you, not only dream big, but work those
dreams, together, alongside the communities who hold the answers for achieving our region’s
greatest dreams.
Today marks the beginning of a new chapter in the history of our region, and every community
within the region. The bold choice of more than twenty Minnesota local governments to
participate in the inaugural Racial Equity Dividends Index for the Public Sector demonstrates
a commitment to the collective responsibility required to dismantle systemic racism and build
regional economies that work for everyone. We know that the systems we have today are
producing the racist, economically exclusive results they were designed to produce. We will not
fix these well-designed, oppressive systems. We will build new, racially just and equitable systems
that create pathways for economic mobility and shared prosperity for all residents, utilizing these
standards as our guide.
Thank you for embracing this new chapter. Thank you for your commitment to the transformative
journey of building an organization that is anti-racist, and for starting with the data that can
inform that journey. We are committed to working in solidarity with you to build a future we can
be proud of generations from now, and we believe it is possible. Thank you for building with us!
In Solidarity
Tawanna A. Black
Founder and Chief Executive Officer, Center for Economic Inclusion
2 4
Executive Summary 4
Introduction 8
About the Racial Equity Dividends Index for the Public Sector 9
Methodology & Scoring 9
Participating Organizations 10
Findings 11
Scoring Summary 11
Dimensions of the Racial Equity Dividends Index
Leadership 12
Hiring 16
Racial Equity Outcomes: Workforce 20
Culture, Retention & Advancement 23
Procurement 27
Racial Equity Outcomes: Procurement 30
Budgets & Finance 31
Community & Economic Development 34
Workforce Development 37
Housing, Transportation, & Land Use 40
Public Safety 44
Human Services 48
Public Policy 51
Conclusion 54
Acknowledgments 55
References 56
Appendix 57
Table of Contents
35
Executive Summary
Local governments play critical roles in building racially equitable and inclusive regional economies.
Throughout history, local governments’ powers have too often been used by leaders to create and maintain
systems of structural racism and exclusion that harm Black, Indigenous, Hispanic, and Asian communities.
Yet some cities and counties today are at the forefront of designing more inclusive, racially equitable systems.
This is especially true in Minnesota, the epicenter of a global movement for racial justice following the murder
of George Floyd by Minneapolis police officers in 2020.
This year, 22 local governments in Minnesota participated in the Center for Economic Inclusion’s first-ever
Racial Equity Dividends Index for the Public Sector, a tool to help governments evaluate current progress in
implementing racial equity standards across their organizations.
Cities and counties participating in the 2023 Index collectively provide services to more than
1.9 million Minnesotans, one-third of all residents of Minnesota.
These local governments’ investments in racial equity strategies are evident, and the impacts are being felt
across the state. Results from the 2023 Racial Equity Dividends Index for the Public Sector also show many
opportunities for further progress.
This report lifts promising practices and case studies from peer jurisdictions in Minnesota and across the
country that can serve as models for leaders working to advance racial equity within their governments.
The 2023 Racial Equity Dividends Index is intended to serve as a tool not just for awareness, but also for
action and accountability.
With concerted effort from local government leaders acting in partnership with other sectors of our economy,
a more racially equitable, inclusive, and just society is possible.
4 6
Insights from the 2023
Racial Equity Dividends Index
for the Public Sector
Leadership
27% of local governments regularly publish data on
the demographics of their workforces disaggregated
by race.
20% of executive leaders, 15% of supervisors, and 25%
of full-time staff at participating local governments
identify as Black, Indigenous, Hispanic, Asian, or Two or
more races.
Zero participating local governments have senior
leadership teams that reflect the racial demographics
of their communities.
Hiring
95% of local governments publish salary information
for all job postings.
35% of new hires across participating local
governments identify as Black, Indigenous, Hispanic,
Asian, or Two or more races.
Culture, Retention & Advancement
Approximately 90% of all full-time Black, Indigenous,
Hispanic, and Asian employees at participating local
governments earn family-sustaining wages.
41% of local governments have clear standards for
promotions that are shared with all employees.
5% of local governments measure employee pay by
race annually and take action to eliminate racial pay
gaps between similar workers.
Procurement
36% of local governments have taken comprehensive
actions to reduce barriers for suppliers.
9% of local governments regularly collect and share
data internally on the racial diversity of their suppliers.
1% of local governments’ procurement spending
goes to Black, Indigenous, Hispanic, or Asian-owned
businesses, though these communities own 6% of
businesses in Minnesota and represent 20% of all
residents.
Budgets & Finance
25% of local governments invest assets in Community
Development Financial Institutions (CDFI’s).
14% of local governments proactively seek input from
Black, Indigenous, Hispanic, and Asian communities in
the early stages of developing budgets.
Community & Economic Development
44% of local governments have initiatives to support
entrepreneurship targeted toward Black, Indigenous,
Hispanic, Asian, and other underrepresented
communities.
24% of local governments only offer economic
development job creation subsidies to companies that
pay family-sustaining wages.
Workforce Development
15% of local governments survey workforce
development program participants about their job
placement experiences, disaggregate data by race, and
use information to guide future job placements.
Housing, Transportation, & Land Use
89% of local governments’ zoning codes allow higher
density construction near commercial corridors and job
centers.
18% of local governments have recognized the racially
inequitable impact of past local land use policies and
embraced a race-conscious restorative framework in its
comprehensive plan.
Public Safety
82% of local governments invest in alternative crisis
response teams.
14% of local governments publish comprehensive data
on law enforcement activities disaggregated by race.
Human Services
25% of participating counties collect data on the
race and ethnicity of program participants, identify
underserved but eligible populations, and take action to
increase participation.
Public Policy
68% of local governments have identified racial equity
as a public policy priority.
5% of local governments use a racial equity tool to
analyze impacts of local ordinances on Black, Indigenous,
Hispanic, Asian, and other communities.
23
57
FIGURE 1
Across participating governments, approximately 20 percent of executive leaders and 25 percent of
full-time and part-time staff identify as Black, Indigenous, Hispanic, or Asian
Total employees across all participating organizations in the 2023 Public Sector Index by race and ethnicity1
Participating governments received scores ranging from 14 to 59 points out of a possible 100, with an average
score of 29. This suggests that organizations have taken strides toward implementing racial equity standards
identified in the Index, and all organizations have opportunities for further progress.
Governments have already implemented many racial equity standards related to Public Safety (receiving 61% of
possible points for that category), Hiring (44%), and Housing, Transportation & Land Use (33%). Participants showed
the greatest opportunities for improvement in Human Services (8% of possible points), Procurement (10%), and
Budgets & Finance (13%).
Scores for the Public Sector Index vary based on the size of the local government. Larger local governments scored
nearly 10 points higher on average than small governments across all standards.
Collectively, local governments employ Black, Indigenous, Hispanic, and Asian individuals at every level of their
organization, but in many cases, these communities are underrepresented compared to regional and state
demographics. Approximately 18% of elected officials, 20% of executive leaders, 15% of supervisors, and 25% of all
full-time and part-time staff identify as Black, Indigenous, Hispanic, or Asian. By comparison, approximately 20% of
state residents and 25% of Minneapolis-St. Paul residents identify as Black and Brown, while many jurisdictions within
the Twin Cities region are much more racially diverse. Larger local governments tend to have more racially diverse
staff than smaller governments.
1 Data for the State of Minnesota and the Minneapolis–St. Paul Metro area come from the 2021 5-year American Community Survey
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
State of Minnesota
Population
Minneapolis-St. Paul
Metro Area Population
Elected Officials
Executive Leaders
Supervisors
Full-time
Part-time
Contingent
7%12%4%5%70%2%
.6%
.4%
.6%
.4%
5%7%6%
.8%
78%
4%7%9%6%74%
5%10%3%
.3%1%
79%
4%7%2%
.5%.7%
.7%84%
7%11%4%2%
.6%
73%
4%9%12%2%70%
84%
3%
.3%
1%
2%
2%
.2%.3%
4%6%3%2%
.2%.7%
Asian Black Hispanic Indigenous Two or more races Unknown/Other WhiteMiddle Eastern
or North AfricanBENCHMARK
6 8
High-Scoring Governments by Category
The following organizations currently implement at least two-thirds (67%) of racial equity standards in the specified
Index category.
Leadership
City of Bloomington
Hiring
City of Robbinsdale
The Metropolitan Council
Olmsted County
Culture, Retention,
& Advancement
No participating government has
implemented at least two-thirds (67%) of
racial equity standards in this category.
Procurement
No participating government has
implemented at least two-thirds (67%) of
racial equity standards in this category.
Budgets & Finance
City of Bloomington
Community &
Economic Development
City of Mankato
City of Minnetonka
Workforce Development
City of Minnetonka
The Metropolitan Council
Housing, Transportation
& Land Use
City of Minnetonka
Ramsey County
Public Safety
City of Bloomington
City of Brooklyn Park
City of Cottage Grove
City of Mankato
City of Minnetonka
City of New Brighton
City of Plymouth
City of Richfield
City of Roseville
Dakota County
The Metropolitan Council
Olmsted County
Washington County
Human Services
No participating government has
implemented at least two-thirds (67%) of
racial equity standards in this category.
Public Policy
City of Bloomington
City of Northfield
FIGURE 2
Participating local governments are most likely to have implemented racial equity standards related
to hiring, housing, and public safety; procurement, budgets, and workforce development are areas
with greatest opportunities for improvement
Percentage of available points scored on the 2023 Racial Equity Dividends Index for the Public Sector by organization size, on average
70%
60%
50%
40%
30%
20%
10%
0%
Overall
Score
Hiring Culture,
Retention &
Advancement
Procurement Community &
Economic
Development
Budgets
& Finance
Leadership Workforce
Development
Housing,
Transportation
& Land Use
Public Safety Human
Services
Public
Policy
All Small City
< 75,000 residents
Midsize City
75,000-250,000 residents
Large Local Governments
> 250,000 residents
79
Local governments play critical roles in building racially
equitable and inclusive regional economies. Many
employ hundreds or thousands of workers; set policies
related to economic and workforce development,
housing, transportation, public safety; sustain local
businesses through procurement contracts; and provide
essential services to residents. They serve as conveners
of cross-sector partnerships, liaison with community
members, and advocate for local interests at the state
and federal levels.
These powers are not neutral. Throughout history, local
governments’ powers have too often been used by
leaders to exclude, disinvest from, marginalize, and harm
Black, Indigenous, Hispanic, and Asian communities.
Zoning codes, policing, human services, transportation
policy, economic development subsidies, and other local
powers have been weaponized to produce and sustain
the systems of structural racism and inequity that harm
Black and Brown communities.
Yet some cities and counties today understand the
tremendous value that is created by building diverse,
equitable, and inclusive communities, and are at the
forefront of developing new strategies for racial equity
and shared economic prosperity. The need to reorient
local government policies and practices to support
racially equitable outcomes is especially salient and true
in Minnesota, the epicenter of a global movement for
racial justice following the murder of George Floyd by
Minneapolis police officers in 2020.
In 2023, twenty-two local governments in Minnesota
chose to participate in the Center for Economic
Inclusion’s first-ever Racial Equity Dividends Index for
the Public Sector, a tool to help local governments
evaluate their current progress in implementing racial
equity standards across their organizations and build
awareness of the strategies that can build inclusive, just,
and equitable communities.
Cities and counties participating in the 2023 Index
collectively provide services to more than 1.9 million
Minnesotans, one-third of all residents of Minnesota.
These local governments’ investments in racial equity
strategies are evident, and the impacts are being felt
across the state. A majority set goals for building
racially diverse workforces and these governments are
collectively hiring racially diverse teams, with more
than 1 in 3 new hires identifying as Black, Indigenous,
Hispanic, or Asian. They pay approximately 90% of
their full-time Black, Indigenous, Hispanic, and Asian
employees family-sustaining wages. More than two-
thirds of local governments name racial equity as a
public policy priority. More than 80% are investing in
alternative crisis response teams to reduce unnecessary
community interactions with law enforcement. Many
have first-time homebuyer, entrepreneurship, and
workforce development programs targeted towards
historically disadvantaged communities.
Results from the 2023 Racial Equity Dividends Index
for the Public Sector also show many opportunities
for further progress. Only a few participating local
governments regularly collect and analyze their
procurement spending based on the demographics of
their suppliers, and just 1% of combined procurement
spending goes to Black, Indigenous, Hispanic, or Asian-
owned companies. Most do not proactively seek input
from Black and Brown communities at the onset of their
budget processes. And none of the participating local
governments have senior leadership teams that reflect
the racial diversity of the communities they serve.
This report identifies and quantifies progress made
toward racial equity standards by participating local
governments, as well as opportunities for further gains.
It also lifts promising practices and case studies from
peer jurisdictions in Minnesota and across the country
that can serve as models for the leaders working to
advance racial equity within their governments. The
2023 Racial Equity Dividends Index is intended to serve
as a tool not just for awareness, but also for action and
accountability.
With concerted effort from local government leaders
acting in partnership with other sectors of our economy,
a more racially equitable, inclusive, and just society is
possible.
Introduction
8 10
The Public Sector Index contains ‘racial equity outcomes’ data sections that gather workforce data at different levels,
including senior leadership, supervisors, full-time staff, and part-time staff; the number of workers who have been
hired, received promotions, and depart within the past year by race and ethnicity; and the number of workers earning
family-sustaining wages for Minnesota. It also gathers governments’ investment in Black, Indigenous, Hispanic, or
Asian-owned suppliers.
METHODOLOGY AND SCORING
The 2023 Public Sector Index survey, which was distributed to registered local governments in July 2023, gathered
data from participants on their progress on each of the 70 racial equity standards through multiple-choice questions.2
The Index survey also included open-ended questions for each category to gather additional insight into existing
strategies that participants have implemented to support racial equity within their organizations, and gathered data
related to each organization’s workforce racial demographics and supplier diversity.
All 70 multiple choice questions in the 2023 Index survey are weighted equally and organizations are scored out
of 100 possible points. All other questions on the 2023 Index survey, including open-ended questions and data on
company workforce demographics and supplier diversity, do not factor into participants’ scores.
Multiple choice questions asked whether participants were currently implementing the racial equity standard.
Consistent with methodologies from other indices, organizations scored full points for each “Yes” answer indicating
the full implementation of a racial equity standard, and no points for all other answers. As some racial equity
standards may not be applicable to all participating organizations (for instance, a small city may not engage in
public policy advocacy), organizations could respond with “not applicable” to select questions. Questions with “Not
applicable” responses were not factored into in an organization’s overall score, and weighting of other questions
was adjusted accordingly – an organization selecting “not applicable” for one or more questions could still receive a
maximum of 100 points.
All participants receive a customized 2023 Racial Equity Dividends Index score report which details their
organization’s scores compared with peers and identifies opportunities for growth.
About the Racial Equity Dividends Index
for the Public Sector
The Racial Equity Dividends Index for the Public Sector helps local governments
evaluate their progress on 70 racial equity standards spanning 11 dimensions:
Leadership; Hiring; Culture, Retention, and Advancement; Procurement; Public
Policy; Finance and Budgets; Community and Economic Development; Workforce
Development; Public Safety; Housing, Transportation, and Land Use; and Human
Services. The Public Sector Index is designed to offer local governments the
opportunity to examine their existing policies and practices and equip them
with the information to catalyze systemic actions for racial equity, inclusion and
inclusive economic growth.
FIGURE 3
Organizations can build racial equity across 11 dimensions of government activity
Leadership
Workforce
Development
Public Safety Housing, Transportation,
& Land Use
Human
Services
Community &
Economic Development
Hiring Procurement Budgets &
Finance
Public Policy
Culture, Retention
& Advancement
2 One dimension of the Index, Human Services, was completed by County governments only, reflecting their unique responsibilities in this service area.911
FIGURE 5
Participating organizations employ more
than 27,000 Minnesotans and serve more
than 1.9 million residents
FIGURE 6
Participating cities and counties serve
approximately one in three Black residents,
one in four Hispanic residents, and close to
half of Asian residents in Minnesota
Percentage of state residents living in cities and counties
participating in the 2023 Public Sector Index, by race/ethnicity
Cities Counties
Asian 45%46%
Black 35%32%
Hispanic 24%30%
Indigenous 7%8%
Two or more races 25%29%
Other 27%26%
White 17%23%
FIGURE 7
Most, but not
all, participating
organizations are
located in the
Minneapolis-
St. Paul metro area
Participating Organizations
Twenty-two public sector organizations participated in the
2023 Racial Equity Dividends Index for the Public Sector.
Collectively, these local governments employ 27,000
Minnesotans, approximately 19% of all non-education sector
local government employees in the state.3 This includes 19,000
full-time employees, 5,000 part-time employees and 3,000
non-traditional or contingent workers.
Cities participating in the 2023 Public Sector Index serve
more than 1.1 million residents, while participating counties
serve more than 1.4 million residents. More than 1.9 million
Minnesotans live in a city or county participating in the
Index, approximately one in three residents in the state. The
Metropolitan Council, which serves as the regional provider for
public transportation, water and wastewater, parks, housing,
and planning services for the 3.2 million residents of the
7-county Minneapolis-Saint Paul metro area, also participated
in the 2023 Public Sector Index.
Participating organizations serve racially diverse communities.
Approximately one third of all Black residents, one quarter
of Hispanic residents, half of Asian-American residents, and
one-twelfth of Indigenous residents in the state of Minnesota
live within the jurisdiction of a city or county participating in
the 2023 Public Sector Index, as can be seen in Figure 6. This
means that participating cities and counties hold responsibility
for the well-being of more than 128,000 Black, 3,800
Indigenous, 95,000 Hispanic, and 130,000 Asian-American
Minnesotans.
The 2023 Public Sector Index was completed by local
governments of all sizes in Minnesota. Participants this year
ranged from small cities with populations of less than 20,000
to large local governments serving hundreds of thousands of
residents.
All local governments can implement racial equity standards.
As local governments differ in terms of their staff capacity
and resources to do this work, this report defines three
local government peer groups to provide meaningful peer
comparisons. In 2023, 6 Large Local Governments, 4 Midsize
Cities, and 12 Small Cities participated in the 2023 Public
Sector Index.
Most participating organizations (80%) are located in the
seven-county Minneapolis-St. Paul metro area. The remaining
20 percent are located in Greater Minnesota.
Employees Residents
Full-time 19,255 Participating
cities
1,122,118
Part-time 4,569 Participating
counties
1,410,986
Non-
traditional
3,296 Regional
agencies
3,197,231
Total
employees
27,120 Total city
and county
residents
1,910,551
Total residents 3,422,471
FIGURE 4
Local governments of all sizes in Minnesota
participated in the 2023 Racial Equity Dividends Index
Small
Cities
< 75,000
residents
12
Midsize
Cities
75,000-250,000
residents
4
Large
Local Governments
> 250,0004
residents
6
3 According to the Minnesota Department of Employment and Economic Development (DEED), as of March 2023 there were approximately 141,000 local government jobs excluding
education in Minnesota. https://mn.gov/deed/newscenter/publications/trends/march-2023/public-sector.jsp
4 One county government within this peer group has a resident population just below the Large Local Government threshold, but was included as well for improved peer comparison
Source: 2023 Racial Equity Dividends Index, 2021 Census population estimates
18
4
Metro
Area
GreaterMinnesota
10 12
FINDINGS
Participating organizations received scores ranging from 14 to 59 points out of a possible 100, with an
average score of 29.
This suggests that organizations have taken strides toward implementing racial equity standards identified in the
Index, and all organizations have opportunities for further progress.
Governments have already implemented many racial equity standards related to Public Safety (receiving 61% of
possible points for that category), Hiring (44%), and Housing, Transportation & Land Use (33%). Participants showed
the greatest opportunities for improvement in Human Services (8% of possible points), Procurement (10%), and
Budgets & Finance (13%).
Scores for the Public Sector Index vary based on the size of the local government. Larger local governments scored
nearly 10 points higher on average than small governments across all standards.
Scoring Summary
Scores for the Public Sector Index vary based on the size of the local government. The average score for Large Local
Governments was 34.9, compared with 33.2 for Midsized Cities, and 25.1 for Small Cities.
Large Local Governments particularly outperform smaller jurisdictions in Procurement (6.7 times higher than
Small Cities), Workforce Development (6 times higher), and Culture, Retention, & Advancement (2.4 times higher).
Standards related to Human Services were specific to counties; as all counties are included in the Large Local
Governments peer group, data on this category does not exist for other peer groups.
Across other Index categories, government size did not seem to play a substantial role in organizational scores. In the
categories of Leadership, Budgets & Finance, Public Safety, and Public Policy, Midsized Cities scored on par with or
even slightly above Large Local Governments, while both Midsized and Small Cities have implemented a slightly larger
share of racial equity standards related to Community and Economic Development than Large Local Governments.
FIGURE 8
Participating local governments are most likely to have implemented racial equity standards related
to hiring, housing, and public safety; procurement, budgets, and workforce development are areas
with greatest opportunities for improvement
Percentage of available points scored on the 2023 Racial Equity Dividends Index by organization size, on average
70%
60%
50%
40%
30%
20%
10%
0%
Overall
Score
Hiring Culture,
Retention &
Advancement
Procurement Community &
Economic
Development
Budgets
& Finance
Leadership Workforce
Development
Housing,
Transportation
& Land Use
Public Safety Human
Services
Public
Policy
All Small City
< 75,000 residents
Midsize City
75,000-250,000 residents
Large Local Governments
> 250,000 residents
18
4
Metro
Area
GreaterMinnesota
1113
Leadership
On average, participants in the 2023 Racial Equity Dividends Index have implemented
3.4 of 12 racial equity standards related to Leadership.
Nearly all participating local governments (90%) have one or more internal teams working on racial
equity, diversity, and inclusion. Approximately two in three governments provide these teams with
annual budgets (71%) and an executive sponsor (67%), practices that have been shown to solidify
organizational commitments and equitable outcomes.5 Fifty-nine percent of participating governments
have integrated racial equity into organizational leadership by having a Chief Diversity, Equity and/or
Inclusion Officer.
A substantial number of local governments actively implement racial equity standards related to
partnerships with community members. Forty-one percent of organizations collect data and take
action to ensure that appointed board and commission members are representative of the racial
demographics of the community the board is intended to serve. More than one-third of organizations
(36%) participate in cross-sector partnerships or civic organizations that have explicit goals to reduce
racial inequities and support racial equity. Slightly fewer than one third of organizations (32%) follow
a regular process at the onset of major projects and initiatives to determine how to engage residents,
particularly among Black, Indigenous, Hispanic, and Asian communities, in order to incorporate their
perspectives throughout. The local governments implementing these standards are charting a new,
more inclusive path to community engagement, one that departs from local government engagement
processes which have historically amplified the voices of whiter, wealthier homeowners at the expense
of other residents.
Disaggregating data by race and ethnicity is also a critical step for local governments, as it enables
government leaders and community members to understand existing economic dynamics, develop
tailored strategies, and hold governments accountable for progress. Approximately one in four
participating organizations (27%) regularly publish their workforce demographic data disaggregated
by race and ethnicity. The same percentage of organizations publish population-level data on resident
demographics, economic outcomes, and quality of life, disaggregated by race/ethnicity. Around one in
five participating local governments (18%) increase the accessibility of data to community members by
actively maintaining an Open Data Portal with data disaggregated by race and ethnicity or otherwise
relate to racial equity.
Other racial equity standards in Leadership are less commonly implemented. One in four organizations
(27%) currently have an organization-wide racial equity strategy. Few organizations (14%) have
conducted a racial equity assessment within the past three years or followed a consistent process to
measure community satisfaction with services, disaggregating resident perspectives by race, and take
action to improve services (9%), actions that are critical to meeting community needs.
None of the participating organizations currently have a senior leadership that reflects the current
racial demographics of their region across Black, Indigenous, Hispanic, Asian, and White communities.
A handful of organizations do reflect current racial demographics for Black (18% of organizations),
Hispanic (18%), and Asian (9%) communities.6
RESULTS BY CATEGORY
Building a racially equitable organization requires commitment at the highest levels. Senior elected
and appointed leaders are best positioned to set bold organizational goals for racial equity and
encourage the collaboration across teams that is necessary for tangible, enduring progress. LEADERSHIP5 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.
6 Organizations needed to have senior leadership teams that reflect the racial demographics of their region across at least three non-White communities to
receive full points for implementing this standard.
12 14
QUESTION PARTICIPANT RESPONSES
1. Does your organization have a Chief Diversity, Equity, and/
or Inclusion Officer, or a full-time senior-level employee
dedicated to advancing inclusion and racial equity across the
organization?
2. Does your organization provide internal teams working
on racial equity with an annual budget and executive-level
sponsors?
Actions your organization currently takes:
We have one or more internal teams working on racial equity,
diversity, and inclusion within our organization 90% of organizations took this action
We provide annual budgets for internal teams working on
racial equity, diversity, and inclusion 71% of organizations took this action
We have identified at least one executive sponsor for internal
teams working on racial equity, diversity, and inclusion 67% of organizations took this action
3. Does your organization collect data and take action to
ensure that appointed board and commission members are
representative of the racial demographics of the community
the board is intended to serve?
4. Does your government participate in cross-sector
partnerships or civic organizations that have explicit goals to
reduce racial inequities and support racial equity?
5. Does your organization follow a regular process at the onset
of major projects and initiatives to determine how to engage
residents, particularly among Black, Indigenous, Hispanic, and
Asian communities, in order to incorporate their perspectives
throughout?
6. Does your organization regularly publish data on the
demographics of your workforce disaggregated by race and
ethnicity?
7. Does your organization regularly publish population-level
data on resident demographics, economic outcomes, and
quality of life, disaggregated by race/ethnicity, on your
organization’s website?
FIGURE 9
A majority of participating local governments provide internal teams working on racial equity, diversity,
and inclusion with annual budgets and executive sponsors; no government’s senior leadership team
fully reflects the racial demographics of their communities
Implementation of racial equity standards related to Leadership among 2023 Racial Equity Dividends Index participants LEADERSHIPYes Somewhat Somewhat Less No Not Sure
1315
8. Does your organization currently have an organization-wide
racial equity strategy?
9. Does your organization actively maintain an Open Data Portal
that publishes datasets that disaggregate data by race or
otherwise relate to racial equity across your organization?
10. Has your organization conducted a racial equity assessment
within the past 3 years?
11. Does your organization follow a consistent process
to measure community satisfaction with services,
disaggregating resident perspectives by race, and take action
to improve services?
12. Does your organization’s senior leadership reflect the
current racial demographics of your region?
Leadership demographics match or exceed regional
demographics for:
Black 18% of organizations answered “yes”
Indigenous 0% of organizations answered “yes”
Hispanic 18% of organizations answered “yes”
Asian 9% of organizations answered “yes”
White 100% of organizations answered “yes”
Promising practices for racial equity in Leadership
Beyond the racial equity standards identified by the Index, participating governments have implemented
numerous strategies to support racially equitable leadership processes.
The City of Bloomington has established a Community Outreach and Engagement Division that is focused on reducing
barriers to participation in local government, building relationships, and increasing participation among historically
underrepresented communities, as well as involving the voices of residents in the city’s policy development and
decision-making processes. The City has also deepened its commitment to racially equitable strategies in recent years.
In 2020, it adopted a Racial Equity Business Plan. In 2021, the City established a Racial Equity Strategic Planning
Committee to review city policies and practices across economic stability, education, health, the built environment, and
the community that are most critical to reducing racial disparities; based on its review, the Committee offered a series
of proposals and initiatives that were unanimously approved by the City Council. And in 2022, the City established an
Office of Racial Equity Inclusion and Belonging and hired an additional full-time staff member to support ongoing work.
This multi-tiered approach to deepening the impacts of the City’s racial equity impact gives employees, community
members, and business leaders many City of Bloomington to advance racial inclusion, equity and justice and ensures it
is not simply ‘one person’s job.’
The Metropolitan Council implements equitable community engagement practices such as compensating community
members and organizations when the Met Council needs the community’s input to inform decisions. By applying this
practice, the Met Council examines its relationships between money, decision making, and power, and incentivizes
staff to establish clear needs for information, to identify who is best positioned to provide that information, and be
intentional about seeking that information from the communities who can offer it. As they compensate communities
for their time and expertise, the Met Council is stopping the cycle of wealth and information extraction from Black,
Indigenous, Hispanic and Asian communities and is thereby less likely to exacerbate racial inequities. LEADERSHIP14 16
CASE STUDY
The City of Roseville establishes a Strategic Racial Equity Action Plan to guide
actions to build racial equity across city operations
Since initiating intentional work around racial equity in 2018, the City of Roseville, Minnesota formalized
their commitments in a Strategic Racial Equity Action Plan (SREAP), whose purpose is to “help us measure
and significantly improve results for all our community members with culturally diverse workforce,
businesses, representation, and programming.”
Roseville’s SREAP priorities are regularly assessed and updated, with periodic reports published to
document progress toward goals and planned activities.
The current SREAP Priorities seek to ameliorate issues with:
1. Workforce Diversity – “Roseville City Government staff – across its entire breadth and depth – does not
reflect the racial, ethnic, and cultural makeup of residents.”
2. Commission Diversity – “People who participate in Roseville City Government boards and commissions
do not reflect the racial, ethnic, and cultural makeup of residents.”
3. Racial Equity Toolkit – “There is no process for senior leaders to analyze policies, programs, and services
with an equity lens.”
Data and measurement are foundational to this work. Roseville’s 2022 Workforce Report, the city’s first,
evaluates current demographic data as “a baseline for intentional progress from ongoing diversity, inclusion,
and equity improvement initiatives.” In 2022, 84% of Roseville’s workforce identified as White, compared to
71% of city residents. Disaggregated by department, Black, Indigenous, and People of Color (BIPOC) staff in
Information Technology represent 35% of the overall department; all other departments underrepresent the
city’s BIPOC populations in staffing. Reports like this are crucial for monitoring progress, setting goals, and
determining what actions are needed to remedy the status quo.
For more information, view Roseville’s 2022 Workforce Report and 2021 Strategic Racial Equity Action Plan.
HIGH-SCORING ORGANIZATIONS
The following organization currently implements at least two-thirds (67%) of racial equity standards related to Leadership:
• City of Bloomington
Olmsted County embeds accountability for DEI initiatives by incorporating an equity component into every category
for performance evaluation and having Directors meet with representatives from One Olmsted, the County’s internal
diversity, equity, and inclusion initiative to develop DEI goals for their department that they are responsible for
tracking throughout the year.
Ramsey County has established a Community Engagement Fund, a $1 million fund for departments and service teams
to use to improve their community engagement practices in decision-making and shared community power, including
through direct compensation of community members for their time and expertise.
1517
People are an organization’s best asset. A government’s staff must have the experience and skills to
meet constituents where they are, which includes reflecting the racial diversity of the communities
they serve. Research repeatedly finds that organizations with racially diverse teams outperform more
homogeneous teams.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
3 of 7 racial equity standards related to Hiring.
Racial equity standards related to salary information are implemented by most organizations. Nearly
all participating governments (95%) publish salary information for all job postings, and two thirds of
organizations (68%) report having eliminated the use of prior salary information to inform pay and
hiring decisions, a practice that studies show limit people’s upward mobility, particularly for women
and Black workers.
Approximately four in ten organizations (41%) have taken
significant action to remove bias from the application process.
While nearly all (95%) review job applications and remove
unnecessary criteria on a regular basis and many (73%) take
action to focus background checks on job-specific factors,
fewer consistently create diverse hiring committees (32%) or
have implemented second-chance hiring practices (23%).
Racially equitable procurement practices are implemented
across less than half of organizations, including investing in
local talent pipelines (41%) and recruiting from racially diverse
talent pools (32%), practices that research affirms are effective
at leveling wage gaps, overcoming bias, and increasing the
racial diversity of managers over time.
Approximately half of organizations set goals across the
organization for hiring a racially diverse workforce (55%).
Fewer set goals for retaining or advancing workers of color
(27% and 18%, respectively), while just one in ten hold
leadership accountable for meeting these goals (9%), which
research finds to be an effective way to increase the share of
Black leaders in management.7
Just 5% of organizations currently require hiring managers
to consider a racially diverse slate of candidates during the
application and interview stages, suggesting that this is an
opportunity for nearly all local governments to implement.
Hiring
RESULTS BY CATEGORY
HIRINGResearch shows that the use
of salary histories has been a
key driver of wage gaps. One
study found that after the
implementation of salary history
bans, workers who changed
jobs saw their pay increase by 5
percent more than comparable
workers who changed jobs in
the absence of a ban, with even
larger benefits for women and
African Americans.
Workers are sometimes excluded
from good jobs because of
formal credential requirements
that do not reflect the real
requirements of a job. One
study found that 63 percent of
new job postings for production
supervisor jobs required a
college degree in 2015, but
only 16 percent of incumbent
production supervisors in 2015
had that degree.
7 Organizations were considered to have implemented this standard and given full points if they took at least 3 of 4 of these actions.
16 18
QUESTION PARTICIPANT RESPONSES
1. Does your organization publish salary information for job
postings?
2. Has your organization eliminated the use of prior salary
information to inform pay and hiring decisions?
3. Does your organization take ongoing actions to remove bias
from application processes?
Actions your organization currently takes:
Reviewing job qualifications and removing unnecessary
criteria on a regular basis 95% of organizations took this action
Focusing background checks on job-specific factors 73% of organizations took this action
Consistently creating racially diverse hiring committees 32% of organizations took this action
Implementing second-chance hiring practices 23% of organizations took this action
4. Does your organization invest in local talent pipelines
through paid internships, training partnerships with
community colleges or workforce development providers,
scholarships for students who are not related to employees,
and/or other substantial career exposure opportunities?
5. Does your organization intentionally recruit from racially
diverse talent pools, including schools, workforce
development programs, and other community-based
organizations with high shares of Black, Indigenous,
Hispanic, and/or Asian people?
FIGURE 10
Nearly all participating local governments publish salary information for job postings and regularly
review job qualifications; fewer than one in four set enterprise-wide goals for hiring, retaining, and
promoting Black and Brown workers
Implementation of racial equity standards related to Hiring among 2023 Racial Equity Dividends Index participants
Yes Somewhat No Not Sure
HIRING1719
6. Does your organization set enterprise-wide goals for
hiring, retaining, and advancing workers of color and hold
organizational leadership accountable for meeting these
goals?
Actions your organization currently takes:
We set goals across our organization for hiring a racially
diverse workforce 55% of organizations took this action
We set goals across our organization for retaining
employees of color 27% of organizations took this action
We set goals across our organization for promoting
employees to produce racially diverse leadership teams 18% of organizations took this action
We take action to hold leadership accountable for meeting
these goals 9% of organizations took this action
7. Does your organization require hiring managers to consider
a racially diverse slate of candidates during the application
and interview stages?
Promising practices for racial equity in Hiring
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable hiring processes.
The City of Bloomington has embraced a commitment to having its municipal workforce mirror the diversity of the
population it serves, including by embedding racial equity as a core competency and value in city job descriptions.
The City of Brooklyn Park provides all hiring managers with analysis showing the demographics of the candidate
pool, including by race and ethnicity, gender, and veteran status, so that hiring managers can understand whether
they are selecting from a diverse candidate pool before moving forward.
A small city in the metro area has implemented an “equitable hiring scorecard” tool to support racially equitable
hiring interventions across all hiring processes. This tool includes stating the team’s race equity goals at the start of
interviews and diversifying hiring panels.
The City of Roseville has developed a “hiring manager packet” that requires hiring managers to identify necessary
skills and qualifications for a role before accepting applications; surveys interview candidates to understand barriers
candidates may face when attending interviews; and among some departments, defining preferred qualifications such
as lived experiences that support community connections, past experience working with diverse populations, and
knowing a second language.
A large local government in the metro area has taken steps to support inclusive hiring practices, including by
providing aggregate demographic data of applicant pools to managers; limiting the use of background checks; and
no longer asking about an applicant’s reason for leaving prior employment.
The Metropolitan Council has modified the minimum qualifications needed for various jobs, including by removing
work history questions for bus and train operator roles, which have been used to eliminate qualified candidates and
can disproportionately harm Black and Brown workers, and having at least two hiring managers review applications
based on predetermined ‘position competencies’ criteria.HIRING18 20
CASE STUDY
The Metropolitan Council invests in on-the-job training to meet skills needs
The Metropolitan Council (Met Council) in Minnesota’s Minneapolis-St. Paul region is responding to
labor shortages in their Metro Transit division with a multifaceted approach including novel workforce
development strategies, revision of minimum qualifications, and community-based recruitment.
Facing a shortage of qualified candidates for technical roles, the Met Council has created training
programs with a clear pathway from initial hire to training to promotion. An HR leader with the Met
Council described the process:
“ We have a lot of jobs that require specialized skills that not everybody has, [with a historical workforce
that’s] predominantly white… We are recruiting young people who don’t have any experience – we
don’t expect them to. We don’t expect them to have the education… We bring them in at a relatively
lower wage. Then we pay for their school or provide them training. People who get through these
programs [are promoted into] well-paid technical jobs [paying] family sustaining wages.”
In addition, the Met Council has “changed minimum qualifications for a lot of positions,” removing the
GED requirement at the behest of a union leader who began work for Metro Transit 30 years ago without
a GED. Recognizing the bias inherent in screening tests for mechanical and technical positions, the Met
Council is in the process of revising these tests, “to make sure that there’s no bias incorporated into
those.”
Finally, Met Council is leveraging designated employee ambassadors and over 100 community-based
contacts to spread the word about, “Metro Transit as a great place to work. We want to draw from these
[diverse] communities for our workforce... Clearly our numbers show that’s what we’re doing...Our ability
to hire has been amazing. We’ve hired between 250 and 300 operators alone.”
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related to Hiring:
• City of Robbinsdale
• The Metropolitan Council
• Olmsted County
1921
Racial Equity Outcomes: Workforce
The 2023 Index gathered data on racial equity outcomes across several critical dimensions. Workforce-related data
includes the racial demographics of Index participants’ workforce and leadership, the number of workers earning a
family-sustaining wage, and hiring, retention, and promotion rates by race and ethnicity.
Collectively, local governments employ Black, Indigenous, Hispanic, and Asian individuals at every level of their
organization, but in many cases, these communities are underrepresented compared to regional and state
demographics. Approximately 18% of elected officials, 20% of executive leaders, 15% of supervisors, and 25% of all
full-time and part-time staff identify as Black, Indigenous, Hispanic, or Asian. By comparison, approximately 20% of
state residents and 25% of Minneapolis-St. Paul residents identify as Black and Brown, while many jurisdictions within
the Twin Cities region are much more racially diverse. Hispanic residents are particularly underrepresented within the
ranks of local governments, as just 2% of supervisors identify as Hispanic, though this community represents 6% of
the state’s residents.
Larger local governments tend to have more racially diverse workforces than smaller governments at all levels. In
local governments serving more than 250,000 residents, 25 percent of executive leaders, 19 percent of supervisors,
29 percent of full-time staff and 41 percent of part-time and contingent workers at these organizations identify as
Black, Indigenous, Hispanic or Asian. Across cities serving fewer than 75,000 residents – which often have less racially
diverse communities – 11 percent of executive leaders, 7 percent of full-time workers, and 5 percent of supervisors
identify as Black, Indigenous, Hispanic, or Asian. WORKFORCE OUTCOMES8 Data for the State of Minnesota and Minneapolis-St. Paul Metro area comes from the 2021 5-year American Community Survey.
FIGURE 11
Across participating governments, approximately 20 percent of executive leaders and 25 percent
of full-time and part-time staff identify as Black, Indigenous, Hispanic, or Asian
Total employees in Minnesota across all participating organizations in the 2023 Index by race and ethnicity8
Asian Black Hispanic Indigenous Two or more races Unknown/Other WhiteMiddle Eastern
or North African
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
State of Minnesota
Population
Minneapolis-St. Paul
Metro Area Population
Elected Officials
Executive Leaders
Supervisors
Full-time
Part-time
Contingent
7%12%4%5%70%2%
.6%
.4%
.6%
.4%
5%7%6%
.8%
78%
4%7%9%6%74%
5%10%3%
.3%1%
79%
4%7%2%
.5%.7%
.7%84%
7%11%4%2%
.6%
73%
4%9%12%2%70%
84%
3%
.3%
1%
2%
2%
.2%.3%
4%6%3%2%
.2%.7%BENCHMARK20 22
Black workers are disproportionately represented among the part-time and contingent workforces
of Large Local Governments, the roles that frequently offer the lowest pay, fewest benefits, and least
stability within the public sector. Approximately one in four part-time or contingent workers are Black.
Index organizations are hiring and promoting Black and Brown employees at a higher rate than their existing
workforce demographics, with 35 percent of new hires identifying as Black, Indigenous, Hispanic or Asian compared
to 25 percent of existing full-time workers. Hiring outpaces the full-time workforce for all race and ethnicity groups.
FIGURE 12
Large local governments tend to have a more racially diverse workforces
Total employees across all participating organizations in the 2023 Index by race and ethnicity, grouped by organization size and government type12
WORKFORCE OUTCOMESAsian Black Hispanic Indigenous Two or more races Unknown/Other WhiteMiddle Eastern
or North African
9 Some data was not included in the graphic above to improve readability. 0.5% of supervisors in Small Cities identify as Middle Eastern or North African, 0.5% identify
as Two or more races, and 0.2% are unknown. 0.1% of full-time employees in Small Cities identify as Indigenous. 0.1% of full-time employees in Midsize Cities identify as
Unknown. 0.2% of part-time employees in Small Cities identify as Indigenous and 0.2% identify as Middle Eastern or North African. 0.1% of contingent workers in Small
and Midsize Cities identify as Indigenous.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
State of Minnesota
Population
Minneapolis-St. Paul
Metro Area Population
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
GovernmentsElected OfficialsSupervisorsFull-timePart-timeContingentExecutive Leaders5%7%6%78%
.8%.3%
7%9%6%4%74%
.4%.4%
2%
3%
9%
2%8%
3%
14%4%
4%
85%
88%
69%
.5%
.5%
2%
1%
2%.7%1%
3%
10%
2%12%
10%
39%
3%
2%
76%
45%
1%1%
65%8%24%
9%
7%
2%
12%
2%
4%3%1%
89%
74%
88%
2%
6%2%2%
2%
5%
4%
10%
2%
2%1%
91%
80%
95%
.7%.8%
.6%
2%
1%1%
6%
21%
11%24%4%2%
9%6%73%
57%
3%4%81%
.6%
.3%
9%
2%1%
3%2%
2%
5%
7%24%6%3%3%
4%3%
3%3%87%
89%
56%
2%
2%
1%.5%
3%
1%BENCHMARK2123
FIGURE 13
Index organizations are hiring and promoting Black, Indigenous, Hispanic, and Asian workers, but also
struggle with retention of Black workers
All full-time employees at participating organizations10
FIGURE 14
Approximately 90 percent of Black,
Asian, White, and Indigenous
employees at participating local
governments earn family-sustaining
wages; fewer workers of Unknown
race or Two or more races earn family-
sustaining wages
Percent of Index participants’ full-time employees
earning a family-sustaining wage by race and ethnicity11 12
A third of employees who received a promotion in the last year identified as Black, Indigenous, Hispanic, or Asian.
Participating organizations also experienced higher attrition among Black and Brown workers. About a third (31%) of
those who departed in the last year identified as Black, Indigenous, Hispanic, or Asian. Black employees in particular
were more likely to leave their organization than employees of other racial or ethnic groups.
Employees can depart for many reasons, including for a better opportunity. But turnover creates many costs for
organizations, and seeing high rates of departures, especially among Black and Brown employees - who are less likely
to leave due to retirement — may be evidence that existing workplaces have opportunities to be more inclusive of Black,
Indigenous, Hispanic, or Asian employees and eliminate barriers for equitable career success. In short, the evidence
suggests that Black and Brown employees experience barriers to career success beyond what White employees
experience — underscoring why participating local governments must continue to invest in building truly equitable and
inclusive workplaces.
Approximately 90 percent of full-time employees across all participating Public Sector Index organizations earn a family-
sustaining wage, defined in the 2023 Public Sector Index as $24.98 per hour, or approximately $52,000 for a full-time
employee. White, Black, and Asian employees are the most likely to earn a family-sustaining wage (92%, 91%, and 90%
respectively), while those with unknown race/ethnicity are the least likely to earn a family-sustaining wage (76%). WORKFORCE OUTCOMES0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
State of Minnesota
Population
Minneapolis-St. Paul
Metro Area Population
Full-time
Workforce
Separations
5%7%6%3%
.8%
78%
7%9%6%4%
.4%.3%
74%
7%11%4%2%
.6%2%
73%
Promotions 10%13%6%4%3%64%
.3%
.4%
8%15%2%4%6%68%
Asian Black Hispanic Indigenous Two or more races Unknown/Other White
Hiring 2%10%16%6%4%62%
.7%
100%
80%
60%
40%
20%
0%
Asian Black Hispanic WhiteIndigenousUnknown/
Other
Two or
more races
91%91%87%87%84%76%
95%
.3%
10 Hiring data displays the racial demographics of full-time employees who were hired in the past year. Promotions data displays the racial demographics of full-time employees who
were internally promoted in the past year. Departures data displays the racial demographics of full-time employees who left the organization in the past year.
11 The Center for Economic Inclusion defines a family-sustaining wage for Minnesota based on the MIT Living Wage Calculator. In 2023, this is $24.98 per hour, or approximately
$52,000 for a full-time employee.
12 Data from several local governments have been excluded from this figure due to irregularities or non-response.BENCHMARK22 24
Culture, Retention, & Advancement
RESULTS BY CATEGORY
Organizations that invest deeply in building an anti-racist workplace and a culture where racial equity
and inclusion are rewarded experience many benefits. Organizations that demonstrate the value of
Black, Indigenous, Hispanic, and Asian employees and the experience, knowledge, and insights they
bring by equitably compensating and rewarding all employees for their contributions can benefit from
successful talent attraction, lower turnover, higher productivity, and greater employee engagement.
Participants in the 2023 Racial Equity Dividends Index have implemented 2.6 of 10 racial
equity standards related to Culture, Retention & Advancement on average.
All participating organizations provide benefits to all full-time employees, including health insurance,
paid leave, and access to a retirement account. Nearly all (95%) provide paid family leave to
employees.13
Four in ten organizations (41%) have clear standards for promotions that are shared with all employees;
41% also enable mutual support, mentorship and professional development through employee resource
groups or similar entities specific to Black, Indigenous, Hispanic, and/or Asian workers.
A third of organizations (32%) regularly survey employees about their sense of belonging and equity
in the workplace and use quantitative results to drive action. Most have conducted surveys in the past
two years (68%) and shared insights with employees (59%), while fewer disaggregated results by race
(41%).14
Approximately one-fourth of organizations (23%) offer regular learning opportunities for staff to
understand and apply anti-racist practices to their work, and make efforts to increase organization-
wide participation.
Most organizations have taken some steps to increase the economic wellbeing of non-exempt
employees, including providing schedules at least one week in advance to all non-exempt employees
and strive to keep schedules consistent week-to-week (71%), providing all non-exempt employees a
minimum number of hours per week (38%), while fewer offer all non-exempt employees the opportunity
to work full-time if desired (19%).15 Research has shown that workers with more schedule volatility are
more likely to face economic hardships including hunger, housing insecurity and difficulty paying bills.
Few organizations (5%) consistently invest in skill-building for employees of color through professional
development opportunities such as certificates, tuition reimbursement, educational grants, and
coaching and measure participation in these opportunities by race and ethnicity of employees at
least once per year. A similar share (5%) provide formal mentorship opportunities specific to Black,
Indigenous, Hispanic, and/or Asian workers.
Only one participating government in 22 pays all employees a
family-sustaining wage for Minnesota, defined as at least $24.98
per hour, approximately $52,000 annually for a full-time worker.
A majority of organizations pay family-sustaining wages to more
than 75% of full-time employees. Just one organization reports
measuring employee pay by race and ethnicity at least once per
year and taking action to ameliorate any pay gaps between workers
in similar roles with equivalent skills, experiences, and qualifications. CULTURE, RETENTION & ADVANCEMENTThere is strong evidence that
higher pay lowers poverty and
reduces racial wage gaps. Polling
by Just Capital finds that Black
employees believe this strategy
is the most important action
employers can take to promote
racial diversity, equity and
inclusion.
13 Organizations were considered to have implemented this standard and given full points if they provided at least 3 of 4 of these benefits to all full-time employees.
14 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.
15 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.
2325
QUESTION PARTICIPANT RESPONSES
1. Does your organization provide benefits to all full-time
employees?
Health insurance 100% of organizations provide this benefit
Paid leave 100% of organizations provide this benefit
Access to a retirement account 100% of organizations provide this benefit
Paid family leave 95% of organizations provide this benefit
2. Does your organization have clear standards for promotions
that are shared with all employees?
3. Does your organization have employee resource groups
or similar entities specific to Black, Indigenous, Hispanic,
and/or Asian workers for the purposes of enabling mutual
support, mentorship, professional development, and more?
4. Does your organization regularly survey employees about
their sense of belonging and equity in the workplace and
use quantitative results to drive action?
Actions your organization currently takes:
We have surveyed employees about their sense of
belonging and inclusion in the past two years 68% of organizations took this action
We have shared insights from employee surveys back
with employees 59% of organizations took this action
We have disaggregated survey results by race 41% of organizations took this action
5. Does your organization offer regular learning opportunities
for staff to understand and apply anti-racist practices to
their work and make efforts to increase organization-wide
participation?
6. Does your organization take steps to increase the economic
wellbeing of non-exempt employees?
Actions your organization currently takes:
We provide schedules at least one week in advance to
all non-exempt employees and strive to keep schedules
consistent week-to-week
71% of organizations took this action
We provide all non-exempt employees a minimum
number of hours per week 38% of organizations took this action
We offer all non-exempt employees the opportunity to
work full-time if desired 19% of organizations took this action
FIGURE 15
Many participating governments have clear standards for promotions that are shared with all
employees; many have made progress in implementing fair policies for hourly workers, investing in
professional development, and paying workers family-sustaining wages.
Implementation of racial equity standards related to Culture, Retention, and Advancement among 2023 Racial Equity Dividends Index participants
Yes Somewhat Somewhat Less No Not Sure
CULTURE, RETENTION & ADVANCEMENT24 26
CULTURE, RETENTION & ADVANCEMENT7. Does your organization invest in professional development
opportunities for workers including certificates, tuition
reimbursement, educational grants, and coaching and
measure participation in these opportunities by race and
ethnicity of employees at least once per year?
8. Does your organization pay all employees a family-
sustaining wage for Minnesota?
9. Does your organization provide formal mentorship
opportunities specific to Black, Indigenous, Hispanic, and/or
Asian workers?
10. Does your organization measure employee pay by race
and ethnicity at least once per year and take action to
ameliorate any pay gaps between workers in similar roles
with equivalent skills, experiences, and qualifications?
Promising practices for racial equity in Culture, Retention & Advancement
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Culture, Retention & Advancement
processes.
The City of Bloomington has established four Employee Resource Groups (ERGs) for Ethnically Diverse, Black,
Asian American Pacific Islander, and Women employees as well as several Racial Equity Action Teams. These
employee-led groups are an opportunity for Black and Brown staff in particular to demonstrate leadership skills,
create meaningful connections across the organization, and gain exposure and recognition that have led to further
promotions for staff.
A midsize city in Greater Minnesota has full-time staff that conduct ongoing Justice, Equity, Diversity, and Inclusion
(JEDI) audits for each department, reviewing policies, practices, and programs with an equity lens and offering
recommendations for improvement. They have placed particular emphasis on building diverse teams, hiring a full-
time HR partner focused on recruitment and retention and having departments set annual goals and metrics as part
of a citywide Diversity, Equity, and Inclusion Action Plan.
The Metropolitan Council offers formal mentorship opportunities for staff across the Council through
“MentoringWorks,” a 6-month mentorship program, and supports emerging leaders through internal programs
including the Project Manager Development Program and the Leadership Academy within its Metro Transit division.
Olmsted County has established a One Olmsted team comprised of more than 80 individuals to support diversity,
equity, and inclusion in each department in the County. Department teams are asked to review inequities within
their departments and work to remedy them, as well as drive progress on internal metrics and goals. One
workgroup within One Olmsted has focused on hiring and retention, including disaggregating hiring and retention
rates among County staff by race.
2527
EXTERNAL CASE STUDY
The City of Seattle reports on pay equity within its workforce to drive
accountability
To support progress and hold decision-makers accountable to advancing pay equity, the City of Seattle
regularly analyzes the demographic composition and pay of City employees, publishing the results in
periodic Workforce Equity Reports.
This work is one manifestation of the City’s focus on Workforce Equity, defined in 2016 as “when the
workforce is inclusive of people of color and other marginalized or underrepresented groups at a rate
representative of the greater Seattle area at all levels of City employment; [and] where institutional
and structural barriers impacting employee attraction, selection, participation, and retention have been
eliminated, enabling opportunity for employment success and career growth.”
The 2021 report cites the current state of staffing diversity, finding that the City’s workforce matches
the racial demographics of the greater Seattle area, with 42 percent of employees identifying as Black,
Indigenous, or People of Color (BIPOC), and examines pay equity across City employees. The report finds
that 35% of the highest-ranking supervisors identify as BIPOC, as do 32% of the highest-paid employees.
The City’s report notes that BIPOC women are the most underrepresented at the top levels of pay and
supervisory authority, finding that “BIPOC women make up 20.3% of the greater Seattle population but
just 14.2% of the top level of supervisors and just 10.7% of the top level of wage earners.”
Through regular collection and publication of data on the racial demographics and pay of municipal
employees, the City of Seattle’s Workforce Equity Reports are a key tool for driving public accountability
and informing decision-makers on where to change policy and training to build an inclusive and equitable
organizational culture. CULTURE, RETENTION & ADVANCEMENTHIGH-SCORING ORGANIZATIONS
No participating government has implemented at least two-thirds (67%) of racial equity standards in this category.
26 28
Companies owned and operated by Black, Indigenous, Hispanic, and Asian individuals offer unique
value as suppliers – yet too many lack the contracts and capital they need to scale and greatly
increase the number of jobs they create that pay family sustaining wages. Organizations that commit
to racially equitable procurement practices are helping to build racially diverse supplier ecosystems
that provide innovative, sustainable, and high-quality services and products.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
0.7 of 7 racial equity standards related to Procurement.
A third of organizations have taken significant action to reduce prohibitive barriers for suppliers,
including by paying most suppliers on a monthly basis (77%), simplifying the submittal process
for bids from suppliers (45%), reducing the size of contracts to enable smaller suppliers, including
ones led by Black, Indigenous, Hispanic, or Asian owners to compete (41%), adjusting insurance
requirements (32%), and lowering the minimum threshold for a suppliers’ annual revenue (23%).16
Few organizations collect data on procurement spending across their organizations disaggregated
by race. Just one in ten organizations (9%) regularly collect and share data internally on the racial
diversity of its suppliers or measure the racial diversity of its Tier 2 suppliers. Research from the
Center for Economic Inclusion finds that procuring organizations can play important roles in
encouraging Tier 1 suppliers to track and adopt equitable policies for subcontracting with businesses
owned by people of color.
Just five percent of organizations – one of 22 – have a consistent approach to increasing
procurement spend with Black and Brown businesses through having a Minority Business Enterprise
(MBE) procurement strategy with measurable goals. Just one of 22 local governments currently
invest financial and human capital resources in building a racially diverse pipeline of suppliers via
a dedicated budget, staff time, and education for procurement leaders within their organizations,
which research affirms are critical to effectively monitor contracts and ensure compliance.
Additionally, just five percent of organizations have participated in a disparity study within the past
five years to evaluate the outcomes of race-neutral supplier diversity programs and provide legal
justification for race-conscious strategies.
No participating organizations require that all RFP and bid processes track the number of bids
received from Black, Indigenous, Hispanic, and Asian-owned business and seek out additional bids if
no bids from these groups have been received, suggesting that this racial equity standard provides
an opportunity for all participants to benefit from.
Procurement
RESULTS BY CATEGORY
PROCUREMENT16 Organizations were considered to have implemented this standard and given full points if they took at least 3 of 4 of these actions.
2729
QUESTION PARTICIPANT RESPONSES
1. Has your organization taken action to reduce prohibitive
barriers for suppliers, including reducing the size
of contracts, lowering annual revenue or bonding
requirements, simplifying submittal processes, and
shortening supplier payment terms to 15-30 days?
Actions your organization currently takes:
We pay most or all of our suppliers on a monthly basis 77% of organizations took this action
We have taken action to simplify submittal processes for
bids from suppliers 45% of organizations took this action
We have taken action to reduce the size of our contracts
to enable smaller suppliers, including ones led by Black,
Indigenous, Hispanic, or Asian owners, to compete
41% of organizations took this action
We have taken action to adjust insurance requirements 32% of organizations took this action
We have taken action to lower our minimum threshold for
suppliers’ annual revenue 23% of organizations took this action
2. Does your organization regularly collect and share data
internally on the racial diversity of its suppliers?
3. Does your organization measure the racial diversity of its
Tier 2 suppliers?
4. Does your organization have a Minority Business Enterprise
(MBE) procurement strategy with measurable goals?
5. Does your organization invest financial and human
capital resources in building a racially diverse pipeline of
suppliers via a dedicated budget, staff time, and education
for procurement leaders within your organization?
6. Has your organization participated in a disparity study
within the past 5 years to evaluate the outcomes of race-
neutral supplier diversity programs and provide legal
justification for race-conscious strategies?
7. Does your organization require that all RFP and bid
processes track the number of bids received from Black,
Indigenous, Hispanic, and Asian-owned business and seek
out additional bids if no bids from these groups have been
received?
FIGURE 16
Most participating local governments pay suppliers on a monthly basis and many take action to
simplify contracting processes; few governments currently collect data on the racial diversity of
suppliers or have established a MBE procurement strategy
Implementation of racial equity standards related to Procurement among 2023 Racial Equity Dividends Index participants
Yes Somewhat No Not Sure
PROCUREMENT28 30
EXTERNAL CASE STUDY
Informed by a new disparity study, the City of Boston sets bold targets for
purchasing with minority business enterprises
In 2021, the Mayor of the City of Boston, Massachusetts signed an executive order “Establishing Equitable
Procurement Goals in Support of Minority and Woman-Owned Businesses.” The executive order built upon
the City’s supplier diversity program, first established in 2008. A disparity study commissioned by the city
and completed in 2021 revealed that “minority-owned business enterprises are available for 5.7% of City
contract and procurement dollars,” but were awarded only 2.5% of city procurement spending.
To remedy these disparities, the City set an ‘overall annual aspirational goal’ of 10% minority-owned
business enterprise utilization on ‘discretionary contract and procurement spending,’ along with
accompanying goals for women-owned business utilization, through 2027.
Pursuit of this goal is aided by earlier work by the City to support diversification of supplier contracts,
including: creation of a performance tracking system to measure contracts awarded to diverse vendors,
paying vendors on faster timelines, reducing bonding requirements for City contractors, simplifying
paperwork, “breaking up large contracts into multiple small contracts to increase accessibility for
small businesses,” and providing technical assistance to diverse vendors around capital access and
announcement of contracts.
For more information, view Promoting Vendor Diversity in Boston and Mayor Martin J. Walsh’s Executive
Order Establishing Equitable Procurement Goals.
Promising practices for racial equity in Procurement
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Procurement processes.
The City of Bloomington formed an Equitable Contracting Microbusiness (ECM) comprised of the City Attorney,
Chief Financial Officer, Chief Equity and Inclusion Officer and legal and finance staff. The ECM is tasked with applying
a racial equity lens to purchasing procedures to break down barriers and encourage more small, minority-owned,
women-owned, and underutilized businesses to engage with the City. The group surveyed and held conversations
with City employees and vendors about their experience navigating procurement processes and identified common
themes to share back with staff. From this process they’ve begun implementing a prompt payment policy for small
businesses, engaging in forecasting project opportunities with City departments twice a year, and creating a guide on
how to do business with the City.
Ramsey County has engaged staff and community stakeholders to improve the county’s supplier diversity. This
includes transforming Ramsey County’s Professional Services, Expenditure Grants, and Information Technology-
related procurement functions so the process is more user-friendly, relational, equitable, transparent, and efficient.
Changes such as reducing insurance requirements and decreasing timeline of the process have made significant
impacts to their procurement.
HIGH-SCORING ORGANIZATIONS
No participating government has implemented at least two-thirds (67%) of racial equity standards in this category.
2931
Racial Equity Outcomes: Procurement
The following section displays data on racial equity outcomes related to procurement. Procurement-related data
includes the number of suppliers owned by Black, Indigenous, Hispanic, and Asian individuals and the amount of
total procurement spending going to these suppliers. Not all Index participants contributed procurement data:
the following chart displays spending for 14 of 22 participating organizations (64%) this year.
In aggregate, Black, Indigenous, Hispanic, or Asian-owned businesses account for 0.3% of Index organizations’
suppliers and 1% of their total spend. This falls substantially short of the percentage of Black, Indigenous, Hispanic, or
Asian-owned businesses in the state of Minnesota (5.9%) and the Minneapolis-St. Paul Metro Area (6.7%).
Only Large Local Governments shared disaggregated data for suppliers and total spend. Among these organizations,
Black, Indigenous, Hispanic, or Asian-owned businesses account for account for 0.6% of suppliers and 2% of total
procurement spend. Among Small and Midsize Cities, 100% of suppliers and total procurement spend are with
businesses with Unknown business ownership.
Index participants collectively reported $2.2 billion in procurement spending within the past year, $22.1 million of which
went to Black, Indigenous, Hispanic, or Asian-led suppliers. Since roughly forty percent of participating organizations
did not provide their procurement spend data, these totals undercount the total economic impact of procurement
spending across Index participants.
Black, Indigenous, Hispanic, and Asian communities represent roughly 20 percent of residents in Minnesota, 25 percent
of residents in the Minneapolis-St. Paul metro area, and higher shares in many of the jurisdictions participating in the
2023 Public Sector Index. These communities have historically faced barriers to business ownership, including limited
access to capital, exclusion from supplier networks, and discrimination. Local governments participating in the Racial
Equity Dividends Index have a major opportunity to invest in racially equitable procurement practices that will build
wealth among historically disadvantaged communities while helping public sector entities provide services that are
innovative, effective, and equitable.
FIGURE 17
A small share of total procurement spending among Index participants go to Black, Indigenous,
Hispanic, or Asian-owned suppliers
Total suppliers and procurement spending across all participating Index organizations17
PROCUREMENT OUTCOMES0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%State of Minnesota
Business Ownership
Minneapolis-St. Paul
Metro Area
Business Ownership
All Organizations
Small Cities
Midsize Cities
Large Local Governments
All Organizations
Small Cities
Midsize Cities
Large Local GovernmentsSuppliersTotal Spend5.9%7.3%86.7%
100%
100%
6.7%86.9%
99.5%
100%
100%
99%
98.5%
97%
6.9%
.3%.2%
.4%
.5%
1%
.6%
1%
2%
Black, Indigenous, Hispanic, and Asian-owned businesses White-owned businesses Unknown or Unclassifiable business ownership
17 Data for the State of Minnesota and the 15-county Minneapolis-St. Paul metro area comes from the 2021 Annual Business Survey. Suppliers data displays the percentage of all
suppliers that are owned by Black, Indigenous, Hispanic, or Asian individuals within the past year. Total spend data displays the percentage of all procurement spending going to
businesses owned by Black, Indigenous, Hispanic, or Asian-owned businesses within the past yearBENCHMARK30 32
A government’s budget reflects its priorities. Governments that intentionally direct their financial
resources toward historically underinvested Black, Indigenous, Hispanic, and Asian communities are
laying the foundations for a more equitable, more prosperous, and more just society.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
0.6 of 5 racial equity standards related to Budgets & Finance.
Among participating organizations, a quarter (25%) invest assets in Community Development
Financial Institutions (CDFIs) or other depository institutions whose missions prioritize wealth-
building and investment in underinvested communities. Additionally, one in four (24%) analyze and
act to mitigate the impacts of taxes, fines, fees, and other revenue-generating activities on Black,
Indigenous, Hispanic, and Asian communities.
Approximately 14% of organizations proactively seek input from Black, Indigenous, Hispanic,
and Asian communities in the early stages of developing operating and capital budgets. One
government (5%) utilizes a budget equity tool to analyze the impact of potential budgets on Black,
Indigenous, Hispanic, and Asian communities.
No participating organizations invest their financial assets using Environmental, Social, and
Governance (ESG) criteria or otherwise screen their financial investments to avoid organizations
and sectors that perpetuate racial inequities. Definitions of the companies and sectors that
exacerbate racial inequities vary, but often include involvement with private prisons, prison labor,
cash bail, immigrant detention, surveillance technologies, and for-profit colleges.
Budgets & Finance
RESULTS BY CATEGORY
BUDGETS & FINANCE3133
QUESTION PARTICIPANT RESPONSES
1. Does your organization invest assets in Community
Development Financial Institutions (CDFIs) or other
depository institutions whose missions prioritize wealth-
building and investment in underinvested communities?
2. Do you analyze and act to mitigate the impacts of taxes,
fines, fees, and other revenue-generating activities on
Black, Indigenous, Hispanic, and Asian communities?
3. Do you proactively seek input from Black, Indigenous,
Hispanic, and Asian communities in the early stages of
developing your operating and capital budgets?
4. Do you have a standardized process for analyzing the
impact of potential budgets on Black, Indigenous, Hispanic,
and Asian communities (often described as a budget equity
tool)?
5. Does your organization invest its financial assets using
Environmental, Social, and Governance (ESG) criteria
or otherwise screen its financial investments to avoid
organizations and sectors that perpetuate racial inequities
FIGURE 18
Some local governments participating in the Index invest assets in CDFIs; few proactively seek input
from Black and Brown communities at the beginning of budget processes
Implementation of racial equity standards related to Budgets & Finance among 2023 Racial Equity Dividends Index participants
Yes Somewhat No Not Sure
Promising practices for racial equity in Budgets & Finance
Beyond the racial equity standards identified by the Index, participating organizations have implemented
numerous strategies to support racially equitable Budgets & Finance.
A small city in the metro area has adopted an internal citywide process to evaluate budget decisions based on how
they reflect the city’s values of sustainability, health in all policies, community engagement, and race and equity. This
process surfaces these values at the beginning of conversations and integrates them into decision-making.
The City of Roseville has committed to focus on racial equity as part of its overall operations and budget priorities.
This includes requiring department heads to discuss how their budget requests address racial equity.
Olmsted County has committed to paying community members from historically marginalized communities, including
Black, Indigenous, Hispanic, and Asian communities, for their input on city engagements due to the critical lived
experiences they offer.
Ramsey County requires all budget requests submitted to the county manager and board to discuss the impacts of
racial equity and disaggregates data by race whenever possible to guide its strategic direction and budget allocations.BUDGETS & FINANCE32 34
EXTERNAL CASE STUDY
King County’s participatory budgeting process considers impacts of historic harm
to communities as a selection criteria
In 2021, King County in Washington State approved a participatory budgeting process to apportion
$11 million across five urban unincorporated areas that expressly considered historic racial harms
experienced by communities, among other selection criteria.
Participatory budgeting is a democratic process in which community members directly decide how to
spend part of a public budget. In King County, a steering committee comprised of members of the public
who live, work, attend school, play, or worship in the identified communities, or those “displaced from
there due to gentrification,” created the framework for the budgeting process and narrowed project ideas
from the community into a slate of options for public vote.
Rather than dividing resources evenly between each of the five areas, committee members listened as
members from each area described the impact of racism and underinvestment in their community. From
there, the committee determined that two of the five areas would receive the majority of the funding due
to their racial diversity and legacy of historic harm.
Ultimately, residents from the five communities age 12 and older cast more than 2,600 votes and selected
46 projects for funding from King County. With substantial community support for the process, another
round of participatory budgeting is underway.
“You always hear how government can’t solve everything, especially for complicated and sensitive issues
such as the generational effects of racism,” Local Services Director John Taylor said. “Well, participatory
budgeting provides an example of how local government actually can try to address that issue through
public project funding.”
For more information, view the Participatory Budgeting earns King County Executive’s Equity, Racial &
Social Justice Innovation Award.
HIGH-SCORING ORGANIZATIONS
The following organization currently implements at least two-thirds (67%) of racial equity standards related to Budgets & Finance:
• City of Bloomington
3335
Economic and community development are nearly always near the top of any local government
leaders’ priority list. Yet traditional development strategies have historically ignored or exacerbated
racial inequities within a jurisdiction. Local governments must act creatively to invest in business,
community, and economic development in a way that supports and elevates diverse stakeholders and
builds racially equitable and prosperous communities.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
1.1 of 4 racial equity standards related to Community & Economic Development.18
Half of participating organizations (53%) have community development programs that explicitly
seek to support stronger social capital ties, resident voice, and neighborhood improvements in Black,
Indigenous, Hispanic, Asian, and other historically disinvested communities.
Approximately four in ten (44%) have initiatives to support entrepreneurship and business
development among Black, Indigenous, Hispanic, Asian, and other communities historically
underrepresented in business ownership. A quarter of organizations (24%) have economic
development job creation subsidies that are only available to companies that create jobs that pay
family-sustaining wages or a similar wage threshold.
Approximately one in eight organizations (12%) analyze the
racial demographics of business owners receiving economic
and business development services on at least an annual
basis. Another 29% of organizations have analyzed the racial
demographics of businesses receiving services in the past, but
do not yet do so on an annual basis.
Community &
Economic Development
RESULTS BY CATEGORY
COMMUNITY & ECONOMIC DEVELOPMENTResearch from the IEDC finds
that targeted programs to
support underrepresented
communities are increasingly
common in jurisdictions across
the country and play a key
role in inclusive economic
development strategies.
Local governments across
the country are also tailoring
economic development subsidy
programs to incentivize jobs
that pay good wages.
18 Counties were more likely to mark racial equity standards in this category as “not applicable.” Those responses were not included in this section. For a
detailed look at “not applicable” responses, see the Appendix.
34 36
QUESTION PARTICIPANT RESPONSES
1. Do you have community development programs that
explicitly seek to support stronger social capital ties,
resident voice, and neighborhood improvements in
Black, Indigenous, Hispanic, Asian, and other historically
disinvested communities?
2. Does your organization have initiatives to support
entrepreneurship and business development among
Black, Indigenous, Hispanic, Asian, and other communities
historically underrepresented in business ownership?
3. Are your economic development job creation subsidies
only available to companies that create jobs that pay
family-sustaining wages or a similar wage threshold?
4. Does your organization analyze the racial demographics
of business owners receiving your economic and business
development services on at least an annual basis?
FIGURE 19
Just less than half of Index participants have initiatives to support entrepreneurship targeted toward
historically underrepresented communities; a handful regularly analyze the demographics of business
owners receiving services
Implementation of racial equity standards related to Community & Economic Development among 2023 Racial Equity Dividends Index participants COMMUNITY & ECONOMIC DEVELOPMENTPromising practices for racial equity in Community & Economic Development
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Community & Economic Development
processes.
A small city in the metro area requires private developers using Tax Increment Financing (TIF) to make good-faith
efforts to include MBE and/or WBE subcontractors on the project team.
The City of Rochester has committed to equitable community engagement by incorporating a co-design process
for high-impact projects including the development of physical spaces, service programs, and comprehensive
planning. Co-designers are community members from impacted communities with valuable lived experience who
work with City staff over the course of a project. The City compensates co-designers for their time and expertise at
above a living wage.
The City of Roseville’s Economic Development Authority operates a number of programs that support racial equity,
including a First Generation Down Payment Assistance program that is designed to help first-generation home
buyers make a down payment, with loan funds repaid upon future sale of the home. The City’s Choose Roseville
program, which ended in 2022, provided financial support to small businesses in the form of lender-of-last-resort
loans, forgivable microloans, and digital business services, and was designed with Black, Indigenous, Hispanic, and
Asian-owned businesses in mind. Choose Roseville served 35 businesses, half of which were BIPOC-owned.
Ramsey County has developed programs to drive racial equity based on its Economic Competitiveness and
Inclusion Plan, co-created with community members and the Center for Economic Inclusion, NEOO Partners, MZ
Strategies, and Fourth Economy in 2021. After gathering data that revealed a deficit of deeply affordable housing
infrastructure in Black and Indigenous communities, the County targeted investment toward deeply affordable
rental units; developed a First Generation Homebuyers program targeted toward residents who have not historically
benefitted from a legacy of intergenerational wealth; and created the Emerging and Diverse Developers Program to
increase the pipeline of developers who benefit from government housing investments.
Yes Somewhat Somewhat Less No Not Sure
3537
EXTERNAL CASE STUDY
The City of Philadelphia’s Basic Systems Repair Program provides grants to
low-income Black and Latino homeowners while reducing crime rates
The City of Philadelphia’s program to provide low-income homeowners with city-funded repairs has been
proven to have a significant impact on overall crime on blocks where such repairs occurred.
Initiated in 1995, Philadelphia’s Basic Systems Repair Program (BSRP) provides grants of up to $20,000
to “low-income owners to fix structural emergencies in their owner-occupied homes, including electrical,
plumbing, heating, and roofing damage.” Repairs may be substantial, going so far as replacing exterior
walls to stop leakage or replacing electrical wiring.
A recent study analyzed program data between 2006 and 2013, finding that owners of the roughly 13,500
houses receiving BSRP-funded repairs “were predominantly Black (78.6%) or Latino (11.9%) individuals,
and had a mean monthly income of $993.” Comparing census tracts that did not receive services from
BSRP versus those that did, the study found that tracts receiving BSRP services “had a substantially
larger Black population (49.5% vs 12.2%), and higher unemployment rate (17.3% vs 9.3%).”
The Basic Systems Repair Program also had a significant reduction in crime. Comparing blocks that were
on the wait list for BSRP versus those who had received repairs during the study period, researchers
observed “a 21.9% decrease in… total crime, 19.0% decrease in assault, 22.6% decrease in robbery, and
21.9% decrease in homicide.” Researchers also identified further reductions in crime with each additional
home on a given block receiving BSRP repairs.
For more information, view City-Funded Housing Repairs in Low-Income Neighborhoods Associated with
Drop in Crime and Association Between Structural Housing Repairs for Low-Income Homeowners and
Neighborhood Crime.
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related to
Community & Economic Development:
• City of Mankato
• City of Minnetonka
36 38
Local governments are facilitators, partners, and funders of skill-building institutions, including
community and technical colleges, that provide workers with the skills and credentials that help them
reach wealth-building careers. When workforce and skills development efforts are designed by and for
Black, Indigenous, Hispanic, and Asian workers, these critical institutions can better meet the needs of
diverse communities and help build more racially equitable and inclusive economies.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
0.5 of 3 racial equity standards related to Workforce Development.19
Just over a third of participating organizations (37%) follow a consistent process to facilitate
partnerships between local workforce training partners and local businesses to support training
of Black, Indigenous, Hispanic, Asian, and other historically underrepresented communities for job
opportunities.
Approximately half of organizations (46%) survey past participants in workforce development
programs about their job placement experiences and disaggregate survey results by race. Fewer
organizations (38%) utilize survey results to guide future partnerships and job placements across all or
most of their workforce development programs.20
Approximately one in ten organizations (9%) have workforce development initiatives that prioritize
placing participants into jobs that pay family-sustaining wages. Many other organizations (73%) have
a preference for placing workforce development participants in jobs that pay family-sustaining wages,
but do not explicitly prioritize it.
Workforce Development
RESULTS BY CATEGORY
WORKFORCE DEVELOPMENT19 Cities and counties were more likely to mark racial equity standards in this category as “not applicable.” Those responses were not included in this section.
For a detailed look at “not applicable” responses, see the Appendix.
20 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.
3739
QUESTION PARTICIPANT RESPONSES
1. Does your organization follow a consistent process to
facilitate partnerships between local workforce training
partners and local businesses to support training of
Black, Indigenous, Hispanic, Asian, and other historically
underrepresented communities for job opportunities?
2. Do your workforce development programs survey
past program participants about their job placement
experiences, disaggregate results by race, and use
this information to guide future partnerships and job
placements?
Actions your organization currently takes:
Most or all of our workforce development programs survey
past program participants about their job placement
experiences
46% of organizations took this action
Most or all of our workforce development programs
disaggregate survey results by race 54% of organizations took this action
We use survey results to guide future partnerships and
job placements, across all or most of our workforce
development programs
38% of organizations took this action
3. Do your workforce development initiatives prioritize
placing participants into jobs that pay family-sustaining
wages?
FIGURE 20
More than one-third of participating local governments follow a consistent process to facilitate workforce
training partnerships inclusive of Black and Brown communities; Approximately half survey workforce
development participants and disaggregate results by race
Implementation of racial equity standards related to Workforce Development among 2023 Racial Equity Dividends Index participants
Promising practices for racial equity in Workforce Development
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Workforce Development.
The City of Roseville offers paid internships directed at young professionals from underrepresented communities.
A large local government in the metro area has the Right Track program, which offers employment opportunities
to young residents, reviews participation numbers each year by race and gender and takes action to recruit and
retain participants who collectively represent the demographics of the city. To ensure that the program meets young
people’s and employers’ needs, Right Track invests time in connecting with and listening to participating young
people, including hiring participants full-time to implement the initiative.
The Metropolitan Council’s Workforce Development department has administered 6 career pathway programs
since 2018, including internships, trainings, and an apprenticeship. There have been 49 graduates hired from these
programs, 80 percent of whom have been Black, Indigenous, Hispanic, or Asian, and the average starting wage
upon completing a Met Council workforce development program is more than $60,000. More than 50% of program
graduates have not completed college. Key elements driving these successful programs including pre-apprenticeship
and pre-trainee programs, collaboration with the local Amalgamated Transit Union chapter, and relationship-based
outreach with targeted communities.WORKFORCE DEVELOPMENTYes Somewhat Somewhat Less No Not Sure
38 40
EXTERNAL CASE STUDY
Niagara County creates new program to train Public Works employees for an
in-demand certification
Niagara County, New York recently created a new job category that enables newly hired Public Works
drivers to train for Commercial Driver’s License (CDL), an in-demand certification in the public and
private sectors.
In Niagara County and across the country, localities hiring for snowplow drivers and heavy highway
equipment positions require applicants to have a CDL in order to be considered for openings.
Openings for positions requiring CDLs are competitive; as private contractors and bus companies
often offer higher salaries than municipalities, localities often face driver shortages. Niagara County
responded to this environment by creating a program that trains non-CDL certified drivers while they
are county employees.
Department of Public Works (DPW) Commissioner Garret Meal described the program: “The plan is to
integrate the CDL training within their normal Public Works Department duties on a schedule that will
take approximately 6 to 9 months to complete and then once the CDL is earned, immediately promote
the worker to Truck Driver. This is what we call an ‘earn while you learn’ type of program and the
county will cover the cost of the CDL training.” New drivers are required to continue working for the
Department of Public Works for a minimum of three years following completion.
Niagara County has created five new jobs: a CDL Trainer and four Truck Driver Trainee positions.
County officials intend to offer the program annually moving forward.
For more information, view Niagara County Creates Truck Driver Trainee Positions, Those Hired will
Work in DPW while Earning CDL.
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related
to Workforce Development:
• City of Minnetonka
• The Metropolitan Council
3941
Governments’ land use policies, including those related to zoning, housing, development, and
transportation systems, shape the accessibility of economic opportunity in their jurisdictions.
An inclusive economy enables Black, Indigenous, Hispanic, and Asian residents to afford rent in
neighborhoods of their choosing, buy homes, and reach jobs, schools, and other places, and have more
agency in local government decisions.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
3 of 9 racial equity standards related to Housing, Transportation, and Land Use.21
Nearly all organizations have a zoning code that allows for higher density construction near
commercial and transportation corridors and job centers (89%). Research finds that upzoning key
corridors to legalize more forms of housing can help undo historically exclusionary and racially
inequitable zoning policies by helping residents secure affordable housing and access more jobs and
services.
More than half of participating local governments (57%) have dedicated
programs in their transportation-related capital investments using own-
source revenue to expand and improve alternatives to single-occupancy
cars for residents, and 50% of participants take action to reduce cost
burdens for low-income users of public transportation, including through
reduced fare programs, subsidies, and more.
In terms of housing policies, nearly half of local governments (47%)
have programs to offer homeownership opportunities for first time
homebuyers, including through loans and grants, and analyze program
participation by race. Forty-two percent of local governments have
inclusionary zoning policies for housing projects developed with city
funding or in-kind contributions, such as land or infrastructure investment
within their jurisdiction, which require developers to designate a
percentage of new units to be sold or rented at below-market prices.
One-fifth of participating local governments (19%) have policies to
incorporate principles of environmental justice in major new development
projects through community benefits agreements, permitting
requirements, or more. A similar share (19%) prioritize repairs to roads and
other transportation infrastructure based on a systematic evaluation of
both the infrastructure grade and the disparities experienced by currently
and historically underserved communities.
Approximately one in five local governments (18%) have named the
racially inequitable impact of past land use policies in their jurisdiction and
embraced a race-conscious, restorative framework in its comprehensive
plan or similar strategic land use report.
Just ten percent of participating local governments provide a legal
right to counsel for tenants facing eviction. Another 25 percent of local
governments’ residents receive a legal right to counsel from another
governmental body, such as a county or state government.
Housing, Transportation, & Land Use
RESULTS BY CATEGORY
Research shows that the
vast majority of tenants
facing eviction do not have
legal representation and
that providing a legal right
to counsel for tenants in
cities like New York City and
Cleveland has been highly
effective at allowing tenants
to remain in their homes.
Neighborhoods with high
shares of Black, Indigenous,
Hispanic, and Asian renters
are disproportionately
harmed by eviction and
displacement.HOUSING, TRANSPORTATION, & LAND USEResearch shows that Black,
Indigenous, Hispanic,
and Asian communities
are more likely to rely
on alternatives to single-
occupancy cars and stand
to benefit from investments
in transportation that
provide better access to
jobs, homes, and more.
21 Cities and counties were more likely to mark racial equity standards in this category as “not applicable.” Those responses were not included in this section.
For a detailed look at “not applicable” responses, see the Appendix.
40 42
Housing, Transportation, & Land Use
QUESTION PARTICIPANT RESPONSES
1. Does your organization have a zoning code that allows
for higher density construction near commercial and
transportation corridors and job centers?
2. Do your transportation-related capital investments include
dedicated programs using own-source revenue to expand
and improve alternatives to single-occupancy cars for
residents?
3. Does your organization take action to reduce cost burdens
for low-income users of public transportation, including
through reduced fare programs, subsidies, and more?
4. Does your organization have programs to offer
homeownership opportunities for first time homebuyers,
including through loans and grants, and analyze program
participation by race?
5. Does your jurisdiction require inclusionary zoning for
housing projects developed with city funding or in-kind
contributions, such as land or infrastructure investment?
6. Do you have policies to incorporate principles of
environmental justice in major new development projects
you permit via community benefits agreements, permitting
requirements, or more?
7. Does your organization prioritize repairs to roads and
other transportation infrastructure based on a systematic
evaluation of both the infrastructure grade and the
disparities experienced by currently and historically
underserved communities?
8. Has your organization named the racially inequitable
impact of past land use policies it has made and
embraced a race-conscious, restorative framework in its
comprehensive plan or similar strategic land use report?
9. Does your jurisdiction provide a legal right to counsel for
tenants facing eviction?
FIGURE 21
Most participating local governments zone for higher-density buildings near commercial corridors
and have dedicated programs to expand transportation alternatives; fewer explicitly name historic
inequities in land use policy or provide a legal right to counsel for tenants
Implementation of racial equity standards related to Housing, Transportation, & Land Use among 2023 Racial Equity Dividends Index participants HOUSING, TRANSPORTATION, & LAND USEYes Somewhat Somewhat Less No Not Sure
4143
Promising practices for racial equity in Housing, Transportation, & Land Use
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable public policy.
The City of Bloomington’s Housing and Redevelopment Authority has an ongoing commitment to help families and
individuals achieve their dream of homeownership. One program they offer, Home Stretch Workshop, is a monthly
full-day workshop facilitated by Project for Pride and Living and presented by Black, Indigenous, Hispanic, and Asian
real estate and mortgage professionals. Participants learn the ins and outs of the homebuying process including
the costs of buying, closing, and maintaining a home. The City also provides an annual Renters Resource Fair that
includes a free meal, help applying for rental assistance, legal aid, landlord dispute mediation services, and support
services regarding food, health care, and more.
A small city in the metro area has a Home Ownership Program for Equity (HOPE) that makes city-owned vacant
property available for the development of housing for affordable and equitable homeownership with the goal of
reducing racial disparity in homeownership, building wealth, providing long-term affordability, and supporting
Disadvantaged Business Enterprises.
The City of Mankato participates in a collaboration called Supporting Partnerships for Anti-Racist Communities
and the Racial Equity Accountability Project (SPARC/REAP) as part of its homeless response efforts, which include
data collection and listening sessions, education for homelessness providers, and the co-development of a homeless
shelter and supportive housing project with people with lived experiences of homelessness.
The City of Richfield offers a down payment assistance program geared toward communities that have historically
been excluded from homeownership. The city gives preference to applicants who are Richfield renters, many of
whom are Black, Indigenous, Hispanic, or Asian, and households with children; by marketing this program to Realtors,
lenders, and homeownership counselors with connections to Black, Indigenous, Hispanic, and Asian communities,
and by making loan products compatible with households using Individual Taxpayer Identification Numbers (ITIN) or
Sharia-compliant loans. Thanks to these efforts, approximately 75% of households receiving a loan have been Black,
Indigenous, or people of color.
The City of Richfield also offers a local rent assistance program, Our Kids@Home, for working families with children
attending a Richfield school. The program began with the goal of providing housing stability in order to encourage
school stability and success. It’s also become a means of creating community, inspiring leadership, building wealth,
and bringing many other benefits to the participants.
The City of Roseville supports racial equity by setting amended zoning codes to allow for more missing middle
housing types and reducing the minimum size for lot size requirements in an effort to accommodate a wider range of
housing affordability. In addition, they offer emergency housing loans and have a Housing Coordinator to assist those
who are unhoused in accessing resources. The City is also part of the Rice and Larpenteur Alliance – a collaborative
effort of three cities and one county to create “safe, engaging and inviting neighborhood center that includes
common spaces, a high-quality pedestrian environment and robust reinvestment for the diverse people of the
surrounding communities to live, conduct business, and play together.”
Ramsey County has developed the Equitable Development Framework as a tool to vet proposals seeking County
funding. The Framework helps to guide projects in areas such as TOD, environmental efficiencies/green infrastructure,
and affordable housing criteria. Additionally, Public Works is developing a transportation plan that incorporates
equity considerations into capital investments.
A number of local governments, including the Cities of Bloomington, Brooklyn Park, Mankato, Minnetonka, Richfield,
Roseville, two small cities in the metro area, and one midsize city in Greater Minnesota are actively participating
in the Just Deeds project with Mapping Prejudice, which seeks to identify the existence of racial covenants used to
segregate local communities in Minnesota as a means to spark broader conversations about the presence and history
of structural racism in the state. HOUSING, TRANSPORTATION, & LAND USE42 44
EXTERNAL CASE STUDY
City of Kalamazoo, Michigan receives federal funding to reconnect historically Black
northside community with Central Business District
In 2023, the City of Kalamazoo, Michigan was awarded a $12 million federal grant under the Infrastructure
Investment and Jobs Act to redesign and upgrade two high-traffic, one-way streets that have long served
as a barrier between the Black community on the city’s northside and the city’s Central Business District.
This capital grant was awarded through the US Department of Transportation Reconnecting Communities
Pilot Grant Program. The program’s purpose is “to reconnect communities by removing, retrofitting, or
mitigating transportation facilities… that create barriers to community connectivity, mobility, access, or
economic development.”
The project, designed to reverse 1960s-era infrastructure development that followed historic redlining
practices, will transform Michigan Avenue, a busy four- to five-lane one-way street, “to a two way street
with single lanes, dedicated left turn lanes, on-street parking, and bike lanes, as well as pedestrian
infrastructure. Kalamazoo Avenue will shift from a three-lane one-way street to a two-way road with two-
lanes in each direction and a center turn lane with pedestrian infrastructure and bus stops.”
Removing these historic barriers and reverting to the historic two-way street design will not only reconnect
communities and improve traffic safety, but will also drive economic development, with analysts predicting
“an additional $20 million in retained revenue and an estimated increase of 52,000 square feet of leasing
space.”
For more information, visit Reconnecting Communities Pilot (RCP) Grant Program Fact Sheet and
Reconnecting Communities Pilot Project for Kalamazoo and Michigan Avenues.
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related to
Housing, Transportation, & Land Use:
• City of Minnetonka
• Ramsey County
4345
Every resident has a right to feel safe in their home and community, and yet existing systems of public
safety too often perpetuate racial inequities and inflict harms on Black, Indigenous, Hispanic, and Asian
communities. A racially equitable approach to public safety would ensure that all residents are safe
from harm, regardless of residents’ racial identities.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
2.5 of 4 racial equity standards related to Public Safety. Across all Index categories, local
governments have made the most progress to date in implementing racial equity standards
related to public safety.
Nearly all law enforcement agencies at participating organizations have use-of-force policies that
meet the following guidelines from the U.S. Department of Justice, including requiring that officers
be regularly trained in de-escalation tactics (95%), affirming that officers have an affirmative duty to
render medical aid when needed (95%), requiring that officers receive training on the use-of-force
policy on an annual basis (95%), requiring that officers strictly limit the use of deadly force (91%),
and affirming that officers have an affirmative duty to intervene to stop any officer from engaging in
excessive force (91%).22
A clear majority of organizations (82%) invest in alternative crisis response teams to provide services to
individuals with developmental disabilities, individuals who are experiencing health crises, and others
who call 911 or otherwise seek help. More than half (57%) have programs and staff focused on diversion
opportunities from the criminal justice system and toward care-based services. Diversion opportunities
could include referring individuals to “restorative justice programs, mental health treatment, substance
use supports, and community support services,” as described by the Vera Institute of Justice, instead of
arresting or charging them.
Just 14% of local government law enforcement agencies publish racially disaggregated data across
several categories of law enforcement activities on at least an annual basis. This includes racially
disaggregated data on officer use of force (41%), racially disaggregated data on arrests (27%), racially
disaggregated data on traffic and pedestrian stops (27%), and racially disaggregated data on internal
and external complaints about police conduct (5%).23 Half of organizations (45%) publish data on some
of the categories above, but not disaggregated by race. The Vera Institute of Justice’s Police Data
Transparency Index identified these four data categories as priorities for transparency and equitable
service delivery through a research process informed by conversations with “justice advocates, service
providers, and people directly impacted by the criminal legal system.”
Public Safety
RESULTS BY CATEGORY
PUBLIC SAFETY22 Organizations needed to have taken three of the five identified actions to receive full points for implementing this standard.
23 Organizations needed to publish disaggregated data in at least three of the four categories to receive full points for implementing this standard.
44 46
QUESTION PARTICIPANT RESPONSES
1. Do your law enforcement agencies have use-of-force
policies that meet the following guidelines from the U.S.
Department of Justice?
Policies that your agencies have instituted:
Require that officers be regularly trained in de-escalation
tactics 95% of organizations took this action
Affirm that officers have an affirmative duty to render
medical aid when needed 95% of organizations took this action
Require that officers receive training on the use-of-force
policy on an annual basis 95% of organizations took this action
Require that officers strictly limit the use of deadly force 91% of organizations took this action
Affirm that officers have an affirmative duty to intervene to
stop any officer from engaging in excessive force 91% of organizations took this action
2. Does your government invest in alternative crisis response
teams to provide services to individuals with developmental
disabilities, individuals who are experiencing health crises,
and others who call 911 or otherwise seek help?
3. Does your government have programs and staff focused on
diversion opportunities from the criminal justice system
and towards care-based services?
4. Do your law enforcement agencies publish racially
disaggregated data on law enforcement activities on at
least an annual basis?
Categories for which data is published on at least an
annual basis:
Racially disaggregated data on officer use of force 41% of organizations took this action
Racially disaggregated data on arrests 27% of organizations took this action
Racially disaggregated data on traffic and pedestrian stops 27% of organizations took this action
Racially disaggregated data on internal and external
complaints about police conduct 5% of organizations took this action
We publish data on some of the categories above, but not
dis-aggregated by race 45% of organizations took this action
FIGURE 22
Nearly all participating local governments have foundational use-of-force guidelines and invest in
alternative response teams; some publish data on policing activities disaggregated by race
Implementation of racial equity standards related to Public Safety among 2023 Racial Equity Dividends Index participants PUBLIC SAFETYYes Somewhat Somewhat Less No Not Sure
4547
Promising practices for racial equity in Public Safety
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Public Safety.
The City of Bloomington’s Legal Department has formed a Racial Equity Action Team that supports the development
and implementation of the department’s annual racial equity work plan. One core effort is a partnership with Justice
Point beginning in 2022 to implement a diversion program—a voluntary, second chance program for individuals
involved in the criminal justice system that addresses the issues that contributed to their offenses to prevent future
offenses while helping participants avoid negative consequences of a criminal record. The department has also
collaborated with the Courts and Hennepin County to create a unique Restorative Court program tailored to serve the
Bloomington community’s needs. The Court launched in June 2022 and is being staffed by the Court, Bloomington
prosecutors, and a dedicated worker from Hennepin County.
A small city in the metro area is going through a grant process known as the Reimagining Public Safety Program:
Reducing Harm Through Collaborative Solutions. This process focuses on transforming traditional approaches to
public safety, reducing the occurrence and severity of negative encounters between law enforcement and community
members, and actively confronting racial disparities and the history of racism to improve safety, trust, and greater
well-being among Black, Indigenous, and people of color residents. Based on this program, the city is currently
updating its dispatch processes and conducting a racial equity audit of police department policies.
The City of Richfield has completed a Police Use of Force Disparity Study.
The City of Roseville has made changes to how the Police Department responds to equipment failures by eliminating
equipment failure stops and instead sending equipment failure notices in the mail. The Appropriate Responses
Initiative, in partnership with Ramsey County, diverts matters that may be better served by non-police responders,
like a wellness system or a community responder. Additionally, the department has a Community Action Team (CAT)
dedicated to “working alongside community partners in order to find innovative solutions to the problems affecting
the quality of life of all members of our community.” The CAT is made up of 1 police sergeant, 5 police officers, 2
embedded social workers, 1 housing coordinator, and 1 mental health coordinator.
Olmsted County has a Diversity, Equity & Community Outreach (DECO) team of 6 full-time employees who respond
to a variety of 911 calls. The team is effective in providing mental health, chemical dependency care, and other
supports and eliminating criminal justice interventions when possible. The team’s work continues to be measured to
ensure positive outcomes.PUBLIC SAFETY46 48
EXTERNAL CASE STUDY
The Ramsey County Attorney’s Office partners with municipal police departments to
curtail use of racially discriminatory pretextual traffic stops
In 2021, the Ramsey County Attorney’s Office (RCAO) updated policies and practices regarding traffic stops,
effectively halting use of pretextual stops among the St. Paul, Roseville, Maplewood, and St. Anthony police
departments, who changed their policies to align with RCAO guidance. Collectively, these departments
account for 62.3% of traffic stops in Ramsey County. Pretextual stops, also known as “non-public-safety”
traffic stops, “involve police officers stopping drivers for minor, non-safety-related infractions with the intent
to seek evidence of a more serious crime.” These stops disproportionately target drivers of color: a June
2021 analysis found that Black drivers in St. Paul were found to be four times more likely than White drivers
to be pulled over and nine times more likely to have their vehicles searched. This policy change seeks to
reduce racial disparities in traffic stops, increase community trust in law enforcement, and prioritize use of
law enforcement resources to address public safety.
In 2023, in partnership with RCAO, the Justice Innovation Lab published a report on the impact of this policy
change, finding that after this policy was implemented, pretextual stops decreased by 86% and searches
during such stops decreased by 92%. The report finds that “the new traffic stop policy was successful in
reducing minor, non-safety-related vehicle violation stops, that this reduction resulted in a narrowing of
racial differences in traffic stops and searches, and that the policy had no discernible effect on public safety.”
Reflecting on the success of the new policy, Maplewood Police Chief Brian Bierdeman said, “When members
of the public believe their law enforcement organizations represent them, understand them, and respond
to them, and when communities perceive authorities as fair, legitimate, and accountable, it deepens trust in
law enforcement. This trust is essential to diffusing tension, solving crimes, and creating a system in which
residents view law enforcement as both fair and just.”
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related to Public Safety:
• City of Bloomington
• City of Brooklyn Park
• City of Cottage Grove
• City of Mankato
• City of Minnetonka
• City of New Brighton
• City of Plymouth
• City of Richfield
• City of Roseville
• Dakota County
• The Metropolitan Council
• Olmsted County
• Washington County
4749
Human services, including cash assistance, unemployment insurance, housing assistance, and health
insurance, provide crucial foundations for families struggling to meet their basic needs. While some
human service programs have been designed in ways that exacerbate existing racial inequities, when
designed to support Black, Indigenous, Hispanic, Asian, and White households, human services can
close racial wealth gaps and build more racially equitable and inclusive societies.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
0.3 of 3 racial equity standards related to Human Services. As human services remain
primarily a county responsibility, this category surveyed county governments only.
A quarter of participating county governments (25%) take significant action to identify the race and
ethnicity of participants within human services programs and evaluate this data against the racial
demographics of residents eligible for these services to identify underserved populations. Seventy-
five percent collect data on the race and ethnicity of program participants across most or all human
services, while 50% compare program participant data with the racial demographics of residents
eligible for these services to identify underserved populations or take action using these insights to
increase participation among underserved populations.24
No participating organizations have a process to review and remove unnecessary enrollment
requirements for underserved communities to access programs and public benefits, though 25% do
so infrequently. These actions align with a 2021 executive order by President Biden which recognized
that Black, Indigenous, Hispanic, and Asian communities have historically faced barriers to accessing
public programs and directed federal agencies to evaluate and remove barriers to achieve the full
participation of all eligible residents.
All participating county governments have used data to identify unmet needs of residents of color and
seek creative solutions to provide services to meet those needs, but none follow a consistent process
to do so.
Human Services
RESULTS BY CATEGORY
HUMAN SERVICES24 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.
48 50
Human Services
QUESTION PARTICIPANT RESPONSES
1. Do you identify the race and ethnicity of participants
within your human services programs and evaluate this
data against the racial demographics of residents eligible
for these services to identify underserved populations?
Actions your organization currently takes:
We collect data on the race and ethnicity of program
participants across most or all human services 75% of organizations took this action
We compare program participant data with the racial
demographics of residents eligible for these services to
identify underserved populations
50% of organizations took this action
We take action using these insights to increase
participation among underserved populations 50% of organizations took this action
2. Do you have a process to review and remove unnecessary
enrollment requirements for underserved communities to
access programs and public benefits?
3. Do you routinely assess and evaluate the unmet economic
and social services needs of your Black, Indigenous,
Hispanic, and Asian residents and seek creative funding
and partnership solutions to provide services to meet those
needs?
FIGURE 23
Approximately half of participating counties evaluate communities underserved by human services
programs and take action to increase participation; none have regular processes to evaluate and meet
community needs
Implementation of racial equity standards related to Human Services among 2023 Racial Equity Dividends Index participants
Yes Somewhat No Not Sure
HUMAN SERVICESPromising practices for racial equity in Human Services
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Human Services.
Olmsted County has programs in place that have measurably lowered the disproportionate number of Black,
Indigenous, Hispanic, and Asian children in out-of-home placement.
Ramsey County’s departments within its Health and Wellness service team all have Racial Equity and Community
Engagement Action Teams made up of community members and employees at all levels. These teams review and
update policies, practices, and procedures for systems change related to community engagement and shared
community power, service improvement, finance and budgeting, and expanding a diverse workforce.
4951
EXTERNAL CASE STUDY
Minnesota’s Department of Human Services reduces use of punitive enforcement
strategies
In a pilot program of an alternative approach to child support enforcement, Minnesota’s Department of
Human Services (DHS) sought to embed procedural justice into enforcement strategies for noncustodial
parents (NCPs) who have child support debt. Procedural justice is an alternative to punitive
enforcement actions, encouraging compliance by employing practices that increase “trust, respect,
fairness, and understanding around systems and processes.” Status quo child support enforcement
relies on punitive enforcement actions, which commonly include suspension of a NCP’s driver’s license.
Reviewing the data revealed disparities under current practices: “42% of American Indian NCPs and 29%
of African American NCPs having at least one case with a suspended license, compared to 18% of White
NCPs.” Further, for low-income individuals, “rather than motivating NCPs to pay, a license suspension
can prevent them from accessing employment, making it even more difficult for them to pay off their
debt.”
The 12-county pilot program did not alter enforcement options, but instead provided staff training
in intercultural competence and procedural justice principals, specific guidance on flexible payment
options, explicit permission to interrupt license suspensions when specific criteria were met, and
respectful communication scripts and guidelines. In addition, workers made multiple attempts to
contact NCPs and sent one additional notice by mail in clear language before license suspension. No
additional state or county funding was provisioned to implement the pilot.
While evaluators have yet to complete full impact evaluation, which will assess overall outcomes, case
workers who successfully contacted NCPs through the pilot framework were able to “gain a fuller
picture of their barriers, work together on a case plan, and connect them with resources and supports.”
For more information, visit the Minnesota’s Driver’s License Suspension Pilot Descriptive Report.
HIGH-SCORING ORGANIZATIONS
No participating government has implemented at least two-thirds (67%) of racial equity standards in this category. HUMAN SERVICES50 52
Local governments both set policy within their jurisdictions and are critical players in advocating for
federal and state policy. By developing and advancing public policies that enable Black, Indigenous,
Hispanic, and Asian families to build wealth and gain skills, organizations set both themselves and their
communities up for success.
On average, participants in the 2023 Racial Equity Dividends Index have implemented
1.3 of 6 racial equity standards related to Public Policy.
Two thirds of local governments (68%) have identified racial equity as a public policy priority.
Approximately 40% of governments have a strategy to seek input from residents, particularly Black,
Indigenous, Hispanic, and Asian residents on local ordinance development.
Few organizations (15%) advocate to other government entities (including city, county, state, and the
federal government) for public policy changes that would improve economic outcomes for Black,
Indigenous, Hispanic, and Asian communities, while none lobby other government entities (including
city, county, state, and/or the federal government) to oppose public policies that have historically
exacerbated racial inequities.
Ten percent of local governments have a strategy to communicate relevant changes to local ordinances
to residents of different cultural communities and backgrounds, including through translation of
documents into multiple languages when deemed necessary and through multiple communication
methods (including digital, print, and in-person gatherings). Just 5 percent of governments consistently
use a racial equity tool to analyze impacts ordinances developed and passed by their jurisdiction’s
elected leaders on Black, Indigenous, Hispanic, Asian, and other communities of color.
Public Policy
RESULTS BY CATEGORY
PUBLIC POLICY5153
QUESTION PARTICIPANT RESPONSES
1. Has your organization identified racial equity as a public
policy priority?
2. Do you have a strategy to seek input from residents,
particularly Black, Indigenous, Hispanic, and Asian
residents on local ordinance development?
3. Does your organization advocate to other government
entities (including city, county, state, and the federal
government) for public policy changes that would improve
economic outcomes for Black, Indigenous, Hispanic, and
Asian communities?
4. Do you have a strategy to communicate relevant changes
to local ordinances to residents of different cultural
communities and backgrounds, including through
translation of documents into multiple languages when
deemed necessary and through multiple communication
methods (including digital, print, and in-person gatherings)?
5. For ordinances developed and passed by your
jurisdiction’s elected leaders, does your organization use a
racial equity tool to analyze impacts on Black, Indigenous,
Hispanic, Asian, and other communities of color?
6. Does your organization lobby other government
entities (including city, county, state, and/or the federal
government) to oppose public policies that have
historically exacerbated racial inequities?
FIGURE 24
Most participating local governments identify racial equity as a policy priority; several have strategies
to communicate local ordinance changes to diverse communities
Implementation of racial equity standards related to Public Policy among 2023 Racial Equity Dividends Index participants
Yes Somewhat No Not Sure
Promising practices for racial equity in Public Policy
Beyond the racial equity standards identified by the Index, participating organizations have
implemented numerous strategies to support racially equitable Public Policy.
As part of its Strategic Racial Equity Action Plan, the City of Roseville develops and includes Racial Equity Impact
Summaries (REIS) in all Request for Council Action documents, and continuously reviews REIS to learn and improve
upon this model. The City has also developed a series of local ordinances informed by racial equity considerations.
These include amending zoning codes to allow for ‘missing middle’ housing types and reducing minimum lot sizes to
increase housing variety and affordability; a Snow Plow Parking Lot Program aimed to reduce ticketing and towing
of cars in areas with many apartment buildings, and therefore the financial burdens that harm Roseville renters; and
a traffic warning letter program by the Police Department to replace traffic stops for equipment violations, which
disproportionately impact communities of color.PUBLIC POLICY52 54
CASE STUDY
Ramsey County elevates racial and economic inclusion as a countywide strategic
priority and identifies key metrics to track impact
In their 2022 Strategic Plan, Ramsey County, Minnesota included “Intergenerational Prosperity for Racial
& Economic Inclusion” as a strategic priority for the first time as part of a policy to advance racial equity
countywide. The policy calls on all county elected leaders and staff to integrate this policy and strategic
priority into the “core functions and essential services of each unit.”
Ramsey County is holding itself accountable by identifying and tracking the following measures:
• Increase in homeownership rates for Black, American Indian and other communities of color
• Increased utilization of county funds for first-time homebuyers and home rehabilitation
• Increasing affordability of newly constructed and preserved properties with a goal of moving from
the affordability threshold of 50-60% of Area Median Income (AMI) to 30% AMI.
• Diversify county procurement spending by increasing proportion of contracts awarded to small,
woman-owned, and minority business enterprises
• Targeted workforce development programs with opportunities for on-the-job credential obtainment
focused on Black / African American, American Indian, and other racially / ethnically diverse
communities.
These metrics and others are shared with the County Board and updated regularly on Ramsey County’s
Open Data Portal.
For more information, visit Intergenerational Prosperity for Racial & Economic Inclusion and the
Advancing Racial Equity Policy.
Note: Ramsey County has contracted with the Center for Economic Inclusion on racial equity strategies.
Ramsey County uses a planning and review tool to evaluate potential impact of policies on residents of various racial,
cultural, and social groups. The County also partners with internal and external stakeholders to create a legislative
agenda with strong racial equity considerations.
In recent years, a large local government in the metro area has established the Office of Financial Empowerment
and the Office of Neighborhood Safety to develop and test out new policies to address issues critical to racial equity.
One initiative includes the Inheritance Fund, which offers up to $100,000 in down payment assistance to descendants
of residents displaced from the Rondo neighborhood, the historic hub of the city’s Black community. The city has
also convened community advisory councils to consider policies related to the minimum wage and rent stabilization,
among other equity-related issues.
The Metropolitan Council has an explicit Government-to-Government Tribal Relations policy that identifies both
formal consultation processes for policy development and major projects, as well as staff-to-staff relationships and
engagement with people who identify with a tribal and/or Indigenous community. The purpose of this policy is to
involve Tribal Nations in decisions where there is a mutual interest, and to engage in ways that support the explicit
racial equity outcomes of Thrive MSP 2040.
HIGH-SCORING ORGANIZATIONS
The following organizations currently implement at least two-thirds (67%) of racial equity standards related to Public Policy:
• City of Bloomington
• City of Northfield
5355
This report contains insights and ideas that are intended to move local governments along a
continuum from awareness to action to accountability in their efforts to build racially equitable
workplaces, governments, communities, and economies.
The racial equity standards named in this report have the power to measurably improve outcomes for Black,
Indigenous, Hispanic, and Asian communities; if enough local governments take action, these strategies can play
a significant role in setting regional economies on higher trajectories toward greater inclusion, competitiveness,
shared prosperity, and racial equity.
We urge those reading this report to lead by implementing racial equity standards at the organizations and
communities they contribute to.
Racially equitable communities benefit all of us in myriad ways, including through improved community health
outcomes, safety, economic growth and sustainability, and social ties. Local governments across Minnesota have
an opportunity to embrace the challenge of undoing systems that have excluded and harmed Black and Brown
communities and build ones that support equity, shared prosperity, and fair competition. Those who invest in this
opportunity will chart the course to a brighter future for their residents and for all Minnesotans.
CONCLUSION
CONCLUSION54 56
About the Center for
Economic Inclusion
The Center for Economic Inclusion (the Center)
is the nation’s first organization dedicated
exclusively to equipping public and private
sector employers and policy makers to close
racial employment, income, and wealth gaps
and catalyze inclusive economic growth and
competitiveness. The Center is Black woman-
founded and led. Since the Center’s founding
in 2017, we have inspired innovation and
transformation across the nation by centering
the assets of Black and Brown people in pursuit
of an economy where all people experience
upward mobility, economic opportunity, and
shared power.
The Center’s work has ignited a movement for
systemic change and shared accountability and
investments in Black, Indigenous, Asian, and
Latino workers, business owners, and racial
and economic justice ambassadors, who hold
the keys to regional economic growth and
competitiveness.
The Center is a think-and-do tank committed
to accelerating systemic change. Its team
of experts equip leaders to execute and
institutionalize anti-racist solutions to build the
capacity of businesses, governments, racial
and economic justice organizations, and Black,
Indigenous, Latine and Asian-owned businesses
that are ready to partner to create thriving,
racially equitable regional economies where all
people can build wealth and economic mobility.
activate@centerforeconomicinclusion.org
(612) 351-8200
centerforeconomicinclusion.org
The Racial Equity Dividends Index is the product of the Center for
Economic Inclusion. The Center for Economic Inclusion gives thanks to:
Index Report Creators, Authors, & Strategists:
• Kimberly Anderson, Executive Assistant to the CEO
• Nathan Arnosti, Director of Analytics
• Tawanna A. Black, Founder & Chief Executive Officer
• Margaret Dalton, Senior Analyst
• Andrea Ferstan, Vice President of Innovation, Policy, & Research
• Kira Lee Holtzon, Senior Consultant
• Shoreé Ingram, Manager Director for Employer Services & Consulting
• Suzanne P. Kelly, Chief of Staff
• Kowsar Mohamed, Director of Partnerships
• Betsy Ohrn, Director of Research
• Hal Reynolds, Associate Vice President of Employer Services &
Consulting
• Rebecca Toews, Communications Manager
• Shanisa Williams, Executive Assistant for Business Operations
• Heather Worthington, Managing Consultant
• Center for Economic Inclusion Staff
Index Report Partners
All local governments participating in the 2023 Racial Equity Dividends
Index for the Public Sector – whose willingness to participate makes
these insights possible
External reviewers who offered invaluable insight on the Public Sector
Index survey, including:
• Xavier De Souza Briggs, Brookings Metro
• Zan Canyon, PolicyLink
• Steven Bosacker, GMF Cities
• Ahna Minge, Minnesota Management and Budget
• Breanne Rothstein, City of Brooklyn Park
• Prince Corbett, City of Minneapolis
• Emannuel Oppong, City of Saint Cloud
• Christian Taylor, City of Saint Paul
• Lynn Valdes, Otter Tail County
• Elizabeth Tolzmann and Larry Timmerman, Ramsey County
Deputy Assistant Commissioner Shaneen Moore for insight on the
Minnesota Department of Human Services case study
Westbrock Design, Inc.
Design of the Index survey methodology was informed by leaders in
the diversity and inclusion national survey, research, and index field
including: Disability Equality Index and the Corporate Equality Index.
The Center for Economic Inclusion developed its racial equity standards
by applying research and insights from many organizations working for a
more racially equitable and inclusive economy, including PolicyLink, Just
Capital, FSG, the American Opportunity Index, Supplier.io, and more.
ACKNOWLEDGMENTS ACKNOWLEDGMENTS5557
Anderson, Monica. “Who Relies on Public Transit in the U.S.” Pew
Research Center. April 2016.
Bessen, James E., Chen Meng, and Erich Denk. “Perpetuating Inequality:
What Salary History Bans Reveal About Wages.” Boston University School
of Law Public Law & Legal Theory Paper No. 20-19. June 2020.
City of Boston. “An Executive Order Establishing Equitable Procurement
Goals in Support of Minority and Women-Owned Businesses”. February
18, 2021.
City of Roseville. 2021 Strategic Racial Equity Action Plan. https://www.
cityofroseville.com/DocumentCenter/View/33181/SREAP-Entire-Working-
Document-with-Status-Updates_03212022
City of Roseville. 2022 MN Workforce Report. https://www.cityofroseville.
com/DocumentCenter/View/34569/2022_Workforce_Report
Center for American Progress. Reconnecting Communities Pilot Project
for Kalamazoo and Michigan Avenues. July 3, 2023. https://www.
americanprogress.org/article/reconnecting-communities-pilot-project-
for-kalamazoo-and-michigan-avenues/
Center for Economic Inclusion. “Project Vanguard Research: Accelerating
Wealth Creation for Black and Latina Women.” 2022.
Clogston, Frankie, and Zytha Kock. “A Playbook for Equitable
Economic Development: Guidance on Identifying Structural Racism and
Implementing Equitable Practices.” International Economic Development
Council.
County of Niagra. “Niagara County Creates Truck Driver Trainee Positions,
Those Hired will Work in DPW while Earning CDL.”
Davis, Jenna. “The Double-Edged Sword of Upzoning.” Brookings. July
2021.
“Department of Justice Policy on Use of Force.” U.S. Department of
Justice: Office of the Attorney General. 2022.
Derenoncourt, Ellora, and Claire Montialoux. “Minimum Wages and Racial
Inequality.” Quarterly Journal of Economics 136 (1): 169–228. 2020.
Dobbin, Frank, Daniel Schrage, and Alexandra Kalev. “Rage against the
Iron Cage: The Varied Effects of Bureaucratic Personnel Reforms on
Diversity.” American Sociological Review, Vol. 80(5), 2015, pp. 1014 –1044.
Edmonds, Leiha, Clair Minson, and Ananya Hariharan. “Centering Racial
Equity in Measurement and Evaluation.” Urban Institute Metropolitan
Housing and Communities Policy Center. 2021.
Einstein, Katherine Levine, Maxwell Palmer, and David M. Glick. “Who
Participates in Local Government? Evidence from Meeting Minutes.”
Perspectives on Politics 17 (1), 2019, pp. 28–46.
Fairchild, Denise, and Kalima Rose. “Inclusive Procurement And
Contracting: Building a Field of Policy and Practice.” PolicyLink. 2018.
Fleurizard, Tyrone “The Most Effective Corporate Diversity Practices
Establish Organizational Responsibility for Diversity” Race, Research &
Policy Portal. 2020.
Fuller, Joe, Raman, Manjari. “Dismissed by degrees: how degree inflation
is undermining US competitiveness and hurting America’s middle class”
Published by Accenture, Grads of Life, Harvard Business School. 2017.
Germán, Lourdes, and Joseph Parilla. “How Tax Incentives Can Power
More Equitable, Inclusive Growth” Brookings. 2021.
Glasmeier, Amy K. Living Wage Calculator. 2023. Massachusetts Institute
of Technology. https://livingwage.mit.edu
Hepburn, Peter, Olivia Jin, Joe Fish, Emily Lemmerman, Anne Kat
Alexander, and Matthew Desmond. 2022. “Preliminary Analysis: Eviction
Filing Patterns in 2021.” Eviction Lab. 2022.
Harvard Kennedy School, Government Performance Lab. Promoting
Vendor Diversity in Boston, Massachusetts. 2018
King County. “Participatory Budgeting earns King County Executive’s
Equity, Racial & Social Justice Innovation Award.” May 24, 2023
King County. “Participatory budgeting in Unincorporated King County.”
Lohrentz, Tim. “Contracting for Equity: Best Local Government Practices
That Advance Racial Equity in Government Contracting and Procurement”
Government Alliance on Race and Equity. 2015.
Mizell, Jill. “The American Public Wants Companies to Take Action on
Advancing Racial Equity – Especially Black Americans.” JUST Capital.
2020.
Nelson, Julie, and Lisa Brooks. “Racial Equity Toolkit.” Government
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Peirce, Jennifer, Madeline Bailey, Sandhya Kajeepeta, and Candice
Crutchfield. “A Toolkit for Jail Decarceration in Your Community.” Vera
Institute of Justice. 2021.
Penn Medicine News. “City-Funded Housing Repairs in Low-Income
Neighborhoods Associated with Drop in Crime.” July 21, 2021.
“Police Data Transparency Index.” Vera Institute of Justice. 2022. https://
www.vera.org/research/police-transparency-index
Policy Link, FSG, and Just Capital “2021 CEO Blueprint For Racial Equity.”
2021.
Pollock, John. “Using Right to Counsel as an Eviction Diversion Strategy.”
National League of Cities. 2021.
“Racial Justice Investor Dataset.” Adasina Social Capital. 2023. https://
adasina.com/racial-justice-investor-dataset/
Ramakrishnan, Kriti, Mark Treskon, and Solomon Solomon. “Inclusionary
Zoning: What Does the Research Tell Us about the Effectiveness of Local
Action?” Urban Institute. 2019.
Ramsey County. Advancing Racial Equity Policy. https://www.
ramseycounty.us/your-government/projects-initiatives/strategic-
priorities/advancing-racial-and-health-equity-all-decision-making/
advancing-racial-equity-policy
Ramsey County. Intergenerational Prosperity for Racial & Economic
Inclusion. https://www.ramseycounty.us/2022-strategic-plan/
intergenerational-prosperity-racial-economic-inclusion
Schneider, Daniel, and Kristen Harknett. “It’s About Time: How Work
Schedule Instability Matters for Workers, Families, and Racial Inequality”
The Shift Project Research Brief. 2019.
Solmeyer, Anna R, Katie Kotasek, Yuna Loesch, Sean L. Barton, and
Weston Merrick. Minnesota’s Driver’s License Suspension Pilot Descriptive
Report. Minnesota Management & Budget, Impact Evaluation Unit. April
2023.
South Eugenia C, John MacDonald, Vincent Reina. Association
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Neighborhood Crime. JAMA Netw Open. 2021;4(7):e2117067.
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Tomer, Adie, and Joseph W. Kane. “Localities Will Deliver the next Wave
of Transportation Investment.” Brookings. 2018.
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References
REFERENCES56 58
Appendix
FIGURE 19
Participating cities were most likely to consider workforce development standards not applicable;
Counties most likely to consider standards in community & economic development and housing,
transportation, & land use not applicable
Average number of racial equity standards marked “not applicable” by Index participants
Index Category Cities Counties Overall
Leadership 0.1 0.0 0.05
Hiring 0.0 0.0 0.0
Culture, Retention & Advancement 0.1 0.3 0.1
Procurement 0.0 0.0 0.0
Budgets & Finance 0.2 0.0 0.1
Community & Economic Development 0.4 2.8 0.8
Workforce Development 1.2 0.8 1.0
Housing, Transportation & Land Use 0.6 2.5 1.1
Human Services 0.0 0.0
Public Safety 0.1 0.0 0.0
Public Policy 0.2 0.0 0.3
TOTAL 2.6 6.3 3.5
APPENDIX5759
FIGURE 20
Hiring, Promotion and Retention rates are similar across Small Cities, Midsize Cities,
and Large Local Governments
All employees by race and ethnicity, grouped by organization size and government type25
Asian Black Hispanic Indigenous Two or more races Unknown/Other White
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
State of Minnesota
Population
Minneapolis-St. Paul
Metro Area Population
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
Governments
Small Cities
Midsize Cities
Large Local
GovernmentsFull-Time WorkforcePromotionsDeparturesHiring5%
3%
6%6%
4%
7%7%
9%
14%11%
11%
9%4%
5%
4%2%
6%
19%
9%
3%
7%6%
2%
39%
17%5%
4%
4%2%
6%2%2%
69%
77%
79%
51%
80%
65%
62%
59%
72%
14%
78%
88%
4%
67%
.8%.3%
7%9%6%4%74%
.4%.4%
1%1%
2%
.5%.6%
85%
3%
8%
3%21%
13%2%2%5%5%
2%2%2%
.5%
4%1%3%
.5%
2%
.7%1%
1%4%
6%3%
.4%.8%
.8%
.9%
.3%BENCHMARK25 Organizations needed to have taken all three of these actions to receive full points for implementing this standard.APPENDIX58 60
5961
centerforeconomicinclusion.org
62
Diversity, Equity, and Inclusion Commission (DEIC)
December 2024 Mee?ng
2024 Ac?on Planning
Strategic Priority Begun or Completed in 2023 Proposed Priori?es in 2024
(Commission and Community
Input)
Priori?es in 2024
1.Analyze the City’s
systems and
recommend DEI
improvements (in
coordina?on with City
staff, council, mayor).
Review and advise on Equity
Assessment with City Equity &
Inclusion Manager
Obtain 2022 Equity Plan
performance data from City staff
Provide input into City staff’s
development of a process and
guidelines for naming/renaming
publicly owned assets
Review City 2022 Equity Plan
performance data, dra? findings
and recommenda?ons
Be ready to name/rename one
public asset using new DEI
guidelines (in collabora?on with
staff and Open Space & Recrea?on
Commission)
Discuss City Equity Plan
performance review findings and
recommenda?ons with City staff
and Council
DEIC Input:
Con?nue review of city
systems
Community Input:
Repara?ons
BIPOC homeowner projects
Disconnec?ng from white
supremacy in higher and
advancement
Build closer rela?onships
with City staff
Establish grounding of DEI
with new employees
Encourage elected officials to
speak out more about DEI
efforts and concerns
Increase “diversity” of staff
63
Have a “City Snapshot” with
highlights of inequi?es and
their current/historical
impact
Adjust
website/communica?on so it
is inclusive of renters
Equity review of city codes
(i.e. building codes)
Research Honor Tax
(Indigenous repara?ons)
2.Help City officials and
staff to communicate
the City’s DEI work and
facilitate community
engagement and
feedback on that work.
Iden?fy and begin to connect with
currently missing cultures and
communi?es (eg, Indigenous,
La?n(a)(o)(x), Muslim, LGBTQ+,
AAPI)
Resolve under-communica?on by
City of DEIC topics; inves?gate
having a DEIC sec?on in bi-monthly
City newsle?er
Improve coordina?on with staff
regarding Culture Calendar
development
Post and distribute new Culture
Calendar through City
communica?ons channels
Begin iden?fying ways to elevate
Indigenous narra¬?ves (in
collabora?on with Indigenous
partners)
Advise and assist on City’s
neighborhoods ini?a?ve
Publicize DEIC 2023
accomplishments
DEIC Input:
Elevate Indigenous narra?ve
to combat erasure with
specifics about Haha
Wakpadan
Community Input:
Priori?ze diversifica?on of
language in communica?on
and/or focus on “plain
language”
Correct informa?on on
website regarding history of
Golden Valley with
Indigenous informa?on
64
Inten?onal connec?on
building with community to
bring to DEIC and City events
3.Collaborate with
organiza?ons to
organize events and
other ac?ons that
educate the community
and increase
apprecia?on for DEI
and human rights.
BAEGV Forum: Senior Housing For
All (May)
Support Pride Fes?val (June)
Reimagine MLK Contest
Reimagine Bill Hobbs Award
process
Begin planning Q4 BAEGV Forums
BAEGV Forum (Nov): Golden
Valley’s Indigenous Heritage
Conduct Bill Hobbs Human Rights
Award process, begin MLK Contest
process
BAEGV Forum (Dec): 2023 DEIC
Year in Review; Input into 2024
Work Plan, and Cultural
Celebration
DEIC Input:
BAEGV Forum about DEI
curriculum in schools
Intercultural Fes?val
Haha Wakpadan cleanup and
learning event
Community Input:
Have fewer, yet larger events
Collaboratewith other
Golden Valley and Metro
organiza?ons such as GV
Founda?on
Engage/involve more young
people
New community member
engagement ini?a?ve like
“Welcome to Golden Valley”
DEI Commission being
present at other events
65
Partner with Peace Maker
Minnesota
BAEGV Forum on repara?ons
for BIPOC people
66