04-10-24 City Council Work Session Agenda April 10, 2024 — 6:30 PM
Council Conference Room
Hybrid Meeting
1.Discussion Item Regarding Sacred Communities Ordinance
2.City of Golden Valley 2024 - 2026 Equity Plan
3.Discussion Regarding Council Meeting Structure, Guidelines, and Policies
4.Council Review of Future Draft Agendas
CITY COUNCIL WORK SESSION AGENDA
City Council Work Sessions are being conducted in a hybrid format with in-person and remote options
for attending.
Remote Attendance: Members of the public may attend this meeting by streaming via Webex, or by
calling 1-415-655-0001 and entering access code 2630 077 7649 and webinar password
1234. Additional information about attending electronic meetings is available on the City website .
Discussion Item(s)
Council Work Session meetings have an informal, discussion-style format and are designed for the
Council to obtain background information, consider policy alternatives, and provide general directions
to staff. No formal actions are taken at these meetings. The public is invited to attend Council Work
Session meetings and listen to the discussion; public participation is allowed by invitation of the City
Council.
City of Golden Valley City Council Work Session April 10, 2024 — 6:30 PM
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EXECUTIVE SUMMARY
Community Development
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Work Session
April 10, 2024
Agenda Item
1. Discussion Item Regarding Sacred Communities Ordinance
Prepared By
Kendra Lindahl, Planning Consultant
Summary
In the 2023 session, the Minnesota Legislature adopted its Omnibus Labor Policy Bills in both the
House and Senate. Within these omnibus bills were sections on the topic of “Sacred Communities”
requiring them to be allowed in all municipalities. These Sacred Communities would be primarily
comprised of residential “ Micro-Units,” which could be located on property owned and used by places
of worship and other religious institutions. The majority of regulations and requirements for Sacred
Communities are outlined in state statute, such as being less than 400 square feet, anchored in place,
insulated, providing traditional or low voltage electricity, and utilizing smoke and carbon monoxide
alarms, among others. Golden Valley, along with other communities, must update its zoning code text
to reflect these new requirements.
City planning staff presented this topic to the Planning Commission at the September 11, 2023,
October 9, 2023 and November 13, 2023 meetings. An informal public hearing was held at the March
25, 2024 Planning Commission meeting and the Commission voted to recommend approval of the
draft ordinance with the addition of a condition requiring that city staff hold a community meeting
once the applicant has submitted the plan. Staff continues to recommend approval of the ordinance
as drafted.
Legal Considerations
The ordinance has been reviewed by legal and those comments were incorporated into the draft
ordinance.
Equity Considerations
The ordinance was submitted to equity for review and those comments were incorporated into the
draft ordinance. The draft ordinance addresses equity pillars 2, 3 and 4.
Recommended Action
Council should discuss the draft ordinance and provide feedback to staff for inclusion in the draft
ordinance which is scheduled for City Council action at the May 7th meeting.
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Supporting Documents
2024-03-25 PC packet - Sacred Communities
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Date: March 25, 2024
To: Golden Valley Planning Commission
From: Kendra Lindahl, AICP
Consulting City Planner
Subject: Informal Public Hearing – Zoning Text Amendment for Sacred Communities
Background
In its last session, the Minnesota Legislature adopted its Omnibus Labor Policy Bills in both the
House and Senate. Within these omnibus bills were sections on the topic of “Sacred
Communities” requiring them to be allowed in all municipalities. These Sacred Communities
would be primarily comprised of residential “ Micro-Units,” which could be located on property
owned and used by places of worship and other religious institutions. The majority of regulations
and requirements for Sacred Communities are outlined in state statute, such as being less than
400 square feet, anchored in place, insulated, providing traditional or low voltage electricity, and
utilizing smoke and carbon monoxide alarms, among others. Golden Valley, along with other
communities, must update its zoning code text to reflect these new requirements.
City planning staff presented this topic to the Planning Commission at the September 11, 2023,
October 9, 2023 and November 13, 2023 meetings. At those meetings, staff presented
information about eligible lands and presented some draft language to require a conditional use
permit for sacred communities. Additionally, in order to distinguish these new micro-units from
existing living quarters such as rectories and parsonages, staff is suggesting the addition of other
clarifying language within the Institutional - Assembly zoning code text.
Since the meetings last fall, staff has reviewed the statute and discussed options with the City
Attorney and Community Development Director. The statutory language does allow the City to
process these types of requests as a conditional use permit (CUP), but strictly limits the City’s
discretion to deny such a request. MN Statute Section 327.30, Subd. 3 (d) says “Unless the
municipality has designated sacred communities meeting the requirements of this section as
permitted uses, a sacred community meeting the requirements of this section shall be approved
and regulated as a conditional use without the application of additional standards not included in
this section. When approved, additional permitting is not required for individual micro units.” This
limitation is restrictive and we believe that requiring a CUP would be an unnecessary burden to
the applicant because the City has very little discretion to deny the request and the CUP process
delays the project and adds a financial burden to the applicant.
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After going through legal/equity review, the ordinance language has been modified from the last
time the Planning Commission reviewed the proposed amendment and the process has been
streamlined to allow as an accessory use as anticipated by statute.
Summary of Request
Staff recommends amending the zoning ordinance language to allow sacred communities and
accessory living quarters as a permitted accessory use.
Staff Analysis
The City Code does not set specific standards for changing the zoning ordinance text. The City
Council – with the input of the Planning Commission – has a great deal of latitude when
considering such changes. In making a determination, the City should take into account the
purpose of zoning as outlined in the City Code, which is “to regulate land use within the City,
including the location, size, use, and height of buildings, the arrangement of buildings on lots, and
the density of population within the City for the purpose of promoting the health, safety, order,
convenience, and general welfare of all citizens of the City.” (Sec. 113-2)
Staff recommends the following changes with underlined text for the proposed additions to the
City Code and struck through text for the deletions:
The definitions (Section 113-1) should be amended to add the following:
Sacred Community: A residential settlement established on or contiguous to the grounds of a
religious institution’s primary worship location primarily for the purpose of providing permanent
housing for chronically homeless persons, extremely low-income persons, and designated
volunteers that meets the requirements of Minn. Stat. § 327.30.
The Light Industrial (Section 113-93), Industrial (Section 113-94) and Institutional (Section 113-96)
districts should be amended to allow Sacred Communities as an accessory use and living quarters
as an accessory use in the Industrial and Institutional districts. The amendment would be as
follows for the respective ordinance sections:
(d) Accessory Uses. The following accessory uses shall be permitted in the Light
Industrial Zoning District:
(1) Essential services, Class II.
(2) Sacred Communities, accessory to a religious institution’s primary worship
location and consistent with the requirements of Minn. Stat. § 327.30.
And
(e) Accessory Uses. The following uses shall be permitted in the Assembly Subdistrict:
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(1) Living quarters associated with a place of worship, subject to the following:
a. Living quarters shall be on the same property as the place of worship.
b. The persons residing in the living quarters must be clergy, religious leaders,
employees or otherwise similarly associated with the place of worship.
c. The living quarters must comply with the development standards in the R-1 zoning
district (Section 113-88(e)).
d. The living quarters shall not be taller or larger than the principal structure.
e. The living quarters shall not count toward the one accessory structure allowed on
each lot.
(2) Sacred Communities, accessory to a religious institution’s primary worship location
and consistent with the requirements of Minn. Stat. § 327.30.
And
(f) Accessory Uses. The following uses shall be permitted in the Assembly
Subdistrict:
(3) Living quarters associated with a place of worship, subject to the following:
a. Living quarters shall be on the same property as the place of worship.
b. The persons residing in the living quarters must be clergy, religious
leaders, employees or otherwise similarly associated with the place of
worship.
c. The living quarters must comply with the development standards in the
R-1 zoning district (Section 113-88(e)).
d. The living quarters shall not be taller or larger than the principal
structure.
e. The living quarters shall not count toward the one accessory structure
allowed on each lot.
(4) Sacred Communities, accessory to a religious institution’s primary worship
location and consistent with the requirements of Minn. Stat. § 327.30.
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Recommended Action
Based on the findings above, staff recommends approval of the proposed zoning ordinance text
amendment.
Attachments:
Draft Ordinance
Zoning Map
MN Stat. §327.30
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ORDINANCE NO. ###
AN ORDINANCE AMENDING THE CITY CODE
Amending Chapter 113 - Zoning in Order to XXX
The City Council for the City of Golden Valley hereby ordains as follows:
Section 1. City Code Section 113--1 is amended to read as follows:
Sacred Community: A residential settlement established on or contiguous to the grounds
of a religious institution’s primary worship location primarily for the purpose of providing
permanent housing for chronically homeless persons, extremely low-income persons, and
designated volunteers that meets the requirements of Minn. Stat. § 327.30.
Section 2. City Code Section 113-93 is amended to read as follows, with all
subsequent sections renumbered accordingly:
(d) Accessory Uses. The following accessory uses shall be permitted in the Light
Industrial Zoning District:
(1) Essential services, Class II.
(2) Sacred Communities, accessory to a religious institution’s primary worship
location and consistent with the requirements of Minn. Stat. § 327.30.
Section 3. City Code Section 113-94 is amended to read as follows, with all
subsequent sections renumbered accordingly:
(e) Accessory Uses. The following uses shall be permitted in the Assembly
Subdistrict:
(1) Living quarters associated with a place of worship, subject to the following:
a. Living quarters shall be on the same property as the place of worship.
b. The persons residing in the living quarters must be clergy, religious
leaders, employees or otherwise similarly associated with the place of
worship.
c. The living quarters must comply with the development standards in the R-
1 zoning district (Section 113-88(e)).
d. The living quarters shall not be taller or larger than the principal structure.
e. The living quarters shall not count toward the one accessory structure
allowed on each lot.
(2) Sacred Communities, accessory to a religious institution’s primary worship
location and consistent with the requirements of Minn. Stat. § 327.30.
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Ordinance No. -2- xxx, 2024
Section 4. City Code Section 113-96 is amended to read as follows, with all
subsequent sections renumbered accordingly:
(f) Accessory Uses. The following uses shall be permitted in the Assembly
Subdistrict:
(3) Living quarters associated with a place of worship, subject to the following:
a. Living quarters shall be on the same property as the place of worship.
b. The persons residing in the living quarters must be clergy, religious
leaders, employees or otherwise similarly associated with the place of
worship.
c. The living quarters must comply with the development standards in the
R-1 zoning district (Section 113-88(e)).
d. The living quarters shall not be taller or larger than the principal
structure.
e. The living quarters shall not count toward the one accessory structure
allowed on each lot.
(4) Sacred Communities, accessory to a religious institution’s primary worship
location and consistent with the requirements of Minn. Stat. § 327.30.
Section 5. This ordinance shall take effect from and after its passage and publication
as required by law.
Adopted by the City Council this XX day of XXX, 2024.
_____________________
Roslyn Harmon, Mayor
ATTEST:
________________________
Theresa J. Schyma, City Clerk
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327.30 SACRED COMMUNITIES AND MICRO-UNIT DWELLINGS.
Subdivision 1.Definitions.(a) For the purposes of this section, the following terms have the meanings
given.
(b) "Chronically homeless" means an individual who:
(1) is homeless and lives or resides in a place not meant for human habitation, a safe haven, or in an
emergency shelter;
(2) has been homeless and living or residing in a place not meant for human habitation, a safe haven,
or in an emergency shelter continuously for at least one year or on at least four separate occasions in the last
three years; and
(3) has an adult head of household, or a minor head-of-household if no adult is present in the household,
with a diagnosable substance use disorder, serious mental illness, developmental disability, post-traumatic
stress disorder, cognitive impairments resulting from a brain injury, or chronic physical illness or disability,
including the co-occurrence of two or more of those conditions.
(c) "Designated volunteers" means persons who have not experienced homelessness and have been
approved by the religious institution to live in a sacred community as their sole form of housing.
(d) "Extremely low income" means an income that is equal to or less than 30 percent of the area median
income, adjusted for family size, as estimated by the Department of Housing and Urban Development.
(e) "Micro unit" means a mobile residential dwelling providing permanent housing within a sacred
community that meets the requirements of subdivision 4.
(f) "Religious institution" means a church, synagogue, mosque, or other religious organization organized
under chapter 315.
(g) "Sacred community" means a residential settlement established on or contiguous to the grounds of
a religious institution's primary worship location primarily for the purpose of providing permanent housing
for chronically homeless persons, extremely low-income persons, and designated volunteers that meets the
requirements of subdivision 3.
Subd. 2.Dwelling in micro units in sacred communities authorized.Religious institutions are
authorized to provide permanent housing to people who are chronically homeless, extremely low-income,
or designated volunteers, in sacred communities composed of micro units subject to the provisions of this
section. Each religious institution that has sited a sacred community must annually certify to the local unit
of government that it has complied with the eligibility requirements for residents of a sacred community in
this section.
Subd. 3.Sacred community requirements.(a) A sacred community must provide residents of micro
units access to water and electric utilities either by connecting the micro units to the utilities that are serving
the principal building on the lot or by other comparable means, or by providing the residents access to
permanent common kitchen facilities and common facilities for toilet, bathing, and laundry with the number
and type of fixtures required for an R-2 boarding house under Minnesota Rules, part 1305.2902. Any units
that are plumbed shall not be included in determining the minimum number of fixtures required for the
common facilities.
(b) A sacred community under this section must:
Official Publication of the State of Minnesota
Revisor of Statutes
327.30MINNESOTA STATUTES 20231
11
(1) be appropriately insured;
(2) have between one-third and 40 percent of the micro units occupied by designated volunteers; and
(3) provide the municipality with a written plan approved by the religious institution's governing board
that outlines:
(i) disposal of water and sewage from micro units if not plumbed;
(ii) septic tank drainage if plumbed units are not hooked up to the primary worship location's system;
(iii) adequate parking, lighting, and access to units by emergency vehicles;
(iv) protocols for security and addressing conduct within the settlement; and
(v) safety protocols for severe weather.
(c) Unless the municipality has designated sacred communities meeting the requirements of this section
as permitted uses, a sacred community meeting the requirements of this section shall be approved and
regulated as a conditional use without the application of additional standards not included in this section.
When approved, additional permitting is not required for individual micro units.
(d) Sacred communities are subject to the laws governing landlords and tenants under chapter 504B.
Subd. 4.Micro unit requirements.(a) In order to be eligible to be placed within a sacred community,
a micro unit must be built to the requirements of the American National Standards Institute (ANSI) Code
119.5, which includes standards for heating, electrical systems, and fire and life safety. A micro unit must
also meet the following technical requirements:
(1) be no more than 400 gross square feet;
(2) be built on a permanent chassis and anchored to pin foundations with engineered fasteners;
(3) have exterior materials that are compatible in composition, appearance, and durability to the exterior
materials used in standard residential construction;
(4) have a minimum insulation rating of R-20 in walls, R-30 in floors, and R-38 in ceilings, as well as
residential grade insulated doors and windows;
(5) have a dry, compostable, or plumbed toilet or other system meeting the requirements of the Minnesota
Pollution Control Agency, Chapters 7035, 7040, 7049, and 7080, or other applicable rules;
(6) have either an electrical system that meets NFPA 70 NEC, section 551 or 552 as applicable or a low
voltage electrical system that meets ANSI/RVIA Low Voltage Standard, current edition;
(7) have minimum wall framing with two inch by four inch wood or metal studs with framing of 16
inches to 24 inches on center, or the equivalent in structural insulated panels, with a floor load of 40 pounds
per square foot and a roof live load of 42 pounds per square foot; and
(8) have smoke and carbon monoxide detectors installed.
(b) All micro units, including their anchoring, must be inspected and certified for compliance with these
requirements by a licensed Minnesota professional engineer or qualified third-party inspector for ANSI
compliance accredited pursuant to either the American Society for Testing and Materials Appendix E541
or ISO/IEC 17020.
Official Publication of the State of Minnesota
Revisor of Statutes
2MINNESOTA STATUTES 2023327.30
12
(c) Micro units that connect to utilities such as water, sewer, gas, or electric, must obtain any permits
or inspections required by the municipality or utility company for that connection.
(d) Micro units must comply with municipal setback requirements established by ordinance for
manufactured homes. If a municipality does not have such an ordinance, micro units must be set back on
all sides by at least ten feet.
History: 2023 c 53 art 11 s 57
Official Publication of the State of Minnesota
Revisor of Statutes
327.30MINNESOTA STATUTES 20233
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EXECUTIVE SUMMARY
Human Resources
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Work Session
April 10, 2024
Agenda Item
2. City of Golden Valley 2024 - 2026 Equity Plan
Prepared By
Seth Kaempfer, Equity and Inclusion Manager
Summary
The City's Equity and Inclusion Manager, Seth Kaempfer will be in attendance to provide an overview
of the draft 2024- 2026 Equity Plan.
Recommended Action
Review and discuss the City of Golden Valley 2024 - 2026 Equity Plan.
Supporting Documents
City of Golden Valley_2024-2026 Equity Plan
Golden Valley_2024-2026 Equity Plan Overview
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2024-2026 Equity Plan
4/1/2024
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Table of Contents
Executive Summary ...................................................................................................................................... 2
Definitions And Shared Understanding ....................................................................................................... 4
City DEI Definitions and In Practice Statements ...................................................................................... 4
City Demographics and Information ............................................................................................................ 5
Plan Frameworks and Principles .................................................................................................................. 6
Equity by Design ....................................................................................................................................... 6
Equity-Mindedness ................................................................................................................................... 6
Three Cs: Communication, Collaboration, and Clarity ............................................................................ 7
Continuum on Becoming an Anti-Racist and Multicultural Organization .............................................. 7
Equity Plan Focus Areas At-A-Glance ........................................................................................................... 8
Equity Plan Focus Areas ............................................................................................................................... 9
Focus Area 1: Organizational Culture....................................................................................................... 9
Outcome 1: Possess and advance a common understanding of diversity, equity, inclusion, and
anti-racism ............................................................................................................................................ 9
Outcome 2: Implement a City structure that values diversity and intercultural engagement ........ 10
Focus Area 2: Operationalize Equity ...................................................................................................... 11
Outcome 1: Equity tools are applied to processes, policies, and projects. ...................................... 11
Outcome 2: Equity strategies and measures are identified and applied. ......................................... 12
Focus Area 3: Workforce Engagement ................................................................................................... 13
Outcome 1: Enhance employee engagement methods. ................................................................... 13
Outcome 2: Strengthen professional development opportunities................................................... 14
APPENDIX A: City of Golden Valley Employee Equity Survey Report ....................................................... 15
APPENDIX B: City of Golden Valley Equity Plan Implementation Report ................................................. 16
APPENDIX C: CEI City of Golden Valley Racial Equity Dividends Index Report ......................................... 17
APPENDIX D: Continuum on Becoming an Anti-Racist and Multicultural Organization .......................... 18
APPENDIX E: Equity Plan Context Definitions ........................................................................................... 19
APPENDIX F: Demographic Data and Information .................................................................................... 23
APPENDIX G: Departmental Equity Actions .............................................................................................. 29
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Executive Summary
Transforming Golden Valley
The City of Golden Valley ’s Equity Plan provides an actionable structure to promote social justice and
increase equity throughout the city. It works as an accountability tool to establish and reframe
processes, practices, and policies in the aim of eliminating inequities and disparities internally and
externally. Furthermore, this plan directly challenges norms and ways of operating that perpetuate social
inequities and trauma, provides approaches that center the needs of those most marginalized, and
measures the direct human impact.
The City recognizes that historical and present disparities perpetuated by its structures, policies, and
procedures have burdened different people, particularly within Black, Indigenous and People of Color
communities. Consequently, the City is committed to transforming local government to dismantle
barriers, provide resources, and enhance opportunities for all residents and visitors.
Development Process
The Equity Plan is an evolving document that takes shape through various means. This Equity Team
developed the current iteration uses input gathered from the following:
• Employee Equity Survey Report (EESR)
A survey conducted with City of Golden Valley employees to understand the perspectives, needs,
and insight related to diversity, equity, and inclusion in the workplace and throughout their
respective work (see Appendix A).
• Equity Plan Implementation Report (EPIR)
A report completed by the Diversity, Equity, and Inclusion Commission (DEIC) and the Equity and
Inclusion Manager to gather information about the implementation of the most recent Equity
Plan and inform the execution of future plans (see Appendix B).
• Racial Equity Dividends Index (REDI)
Indexing conducted by the Center for Economic Inclusion to understand how public sector
institutions are progressing towards being inclusive and supportive of racially equitable
economic outcomes for both employees and community (see Appendix C).
• Continuum on Becoming an Antiracist Multicultural Organization (CBARMO)
Framework created by Crossroads Ministry to illustrate a progression model of action and
process for organizations to consider and implement so as to move from an Exclusionary
Institution to a Fully Inclusive Anti-Racist Multicultural Organization in a Transformed Society
(see Appendix D).
Further input from the City’s Equity Advancement Team (EAT) and DEIC identified key connective pieces
that required changing the plan’s structure. These included a need to transparently name who is
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accountable for the work, a shift into focus areas, and a reconnection to concepts, such as anti-racism,
through using best practices like the Continuum on Becoming an Anti-Racism and Multicultural
Organization.
Accountability And Reporting
The City’s Equity and Inclusion Manager is responsible for coordination, oversight, and implementation.
Each Department Director is responsible for their respective department’s action within the Equity Plan.
Accordingly, each action is uniquely measured and assessed for achievement and impact. To ensure
clear and consistent communication, the City will provide semi-annual updates and create an online
dashboard available to both employees and the community.
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Definitions And Shared Understanding
Language guides personal and collective attitudes, behaviors, and actions. The City uses the following
definitions to create a shared understanding to advance diversity, equity, inclusion, and anti-racism (DEI-
AR).
City DEI Definitions and In Practice Statements
The following definitions for diversity, equity, and inclusion are vital to grounding this plan and any work
throughout the City. They came from a collaborative process with leadership to craft descriptions
applicable to the work of local government and each department. The “In Practice” statements provide
an understanding of how City staff will put these terms into use.
Diversity
Range of human differences and complexity, whether shared or individual, across thought, beliefs,
experience, and identity (including, but not limited to, race, ethnicity, gender, sexuality, class, language,
physical ability/disability, religious/spiritual beliefs, and education).
In practice at Golden Valley: We intentionally recognize, understand, and celebrate the differences and
lived experiences of fellow staff and the community we serve.
Equity
Proactive and ongoing reinforcement of policies, projects, attitudes, and actions that distribute power,
access, and opportunity, and where outcomes are determined by how provided services are structured
rather than identity or lived experience.
In practice at Golden Valley: We identify and diligently eliminate disparities in as well as barriers to
opportunities, resources, and services the City provides to residents, employees, businesses, and
visitors.
Inclusion
Actively empowering and bringing individuals or groups to be participatory in projects, actions, and
decision/policy making that shares power as well as honors nuance and authenticity.
In practice at Golden Valley: We purposefully and continuously engage diversity in decision making, goal
setting, and project development that foster, cultivate, and contribute to cultural humility, a sense of
belonging, and an empathic understanding.
Equity Plan Context Definitions
For additional terms used throughout the Equity Plan, which include terms specific to the
implementation of the plan, please refer to Appendix E.
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City Demographics and Information
Statistics and data are foundational for critical change and transformation. Data, especially when
disaggregated, can indicate areas of needed growth, disparity, and potential historical and current
inequities that are part of the fabric of the community. It can also indicate upcoming trends to both
adjust and be responsive to as well as be a starting point for critical inquiry.
Information provided in Appendix F helps to provide a picture of Golden Valley across various data
points.
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Plan Frameworks and Principles
The Equity Plan includes intersecting frameworks and principles that drive and create continued
accountability. Some connect to recommendations from conducted reports, while others connect to
best practices related to implementing racial equity and anti-racism.
Equity by Design
A cornerstone of this plan are the following Equity by
Design1principles, which center responsibility on both the individual
and the City as a system and institution:
• Clarity in language, goals, and measures is vital to effective
equitable principles.
• Equity-mindedness is a guiding paradigm for language and
action.
• Equitable practices and policies are designed to engage at
differences in the context of community and not to treat all
community the same.
• Enacting equity requires a continual process of learning, disaggregating data, and questioning
assumptions about relevance and effectiveness.
• Equity must be enacted as a pervasive institutional- and department-wide principle.
Equity-Mindedness
Focusing more closely on Equity by Design, the principle of
“Equity-Mindedness2” itself is also a main tenant of the plan. The
following subprinciples center responsibility primarily on the
individual:
• Race-Conscious and Inquiry
Noticing racial inequities, recognizing stereotypes, and
questioning assumptions and implicit/explicit bias.
• Evidence and Outcome Based
Awareness that beliefs, expectations, and practices
assumed to be race neutral can and typically have
outcomes that are racially disadvantageous.
• Equity Advancing
Willingness and readiness to assume responsibility and take action to eliminate inequities.
1Center for Urban Education: Five Principles for Creating Equity by Design
2 Five Principles for Enacting Equity by Design
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• Systemically Aware
Awareness that while racism may not always be overt, racialized patterns nevertheless permeate
policies and practices. Also, an awareness to bring in additional socio-historical context to the
review, edits, and buildout of policies and practices.
• Gap Reframing
Reassessment that disparities are a dysfunction of structures, policies, and practices as well as
how these mechanisms have contributed to and exacerbate disparities.
Three Cs: Communication, Collaboration, and Clarity
From conducted reports, recommendations were formed to
highlight the various needs related to future plans. In turn, these
recommendations have become additional principles, which find
themselves applied to all actions and some more specifically:
• Communication of the Plan
Provide consistent, continuous, and clear communication about the Equity Plan to City
employees and community using various communication tools and accessible dashboards.
• Internal and External Collaboration
Identify, cross-collaborate, and involve both internal and external stakeholders as well as
leverage existing assets, which includes but is not limited to current staff, commissions,
professional services, and county/state agencies.
• Clarity of Responsibility, Accountability, and Impact
Clearly determine and communicate how actions and subsequent tasks connect to specific roles
and responsibilities as well as what intended impact is to be created and whether it addresses
specific inequities.
Continuum on Becoming an Anti-Racist and Multicultural Organization
The Continuum on Becoming an Anti-Racist and
Multicultural Organization (Appendix D) is a
fundamental framework for the plan itself and each
action. It helps establish a starting point for the City and
gives perspective of what to do so racial and cultural
differences are seen as assets. In its work and
operations, the City is deemed a combination of a
“Compliance Organization” and an “Affirming Institution,” which look at symbolic change and identity
change respectively. This determination is noted in Appendix D.
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Equity Plan Focus Areas At-A-Glance
Focus Area 1: Organizational Culture
• Outcome 1: Possess and advance a common understanding of diversity, equity, inclusion, and
anti-racism.
• Action A: Provide accessible and applicable DEI-AR resources and tools.
• Action B: Establish and carry out common language and common understanding
engagement.
• Outcome 2: Implement a City structure that values diversity and intercultural engagement.
• Action A: Increase collective intercultural mindedness and skillset.
• Action B: Enhance and expand awareness of City-wide policies, practices, and resources.
Focus Area 2: Operationalize Equity
• Outcome 1: Equity tools are applied to process, procedures, policies, projects, programs, and
initiatives.
• Action A: Update and strengthen usage of City Equity Decision Making Tool.
• Action B: Build and apply City Community Equity Participation Tool.
• Outcome 2: Equity strategies and measures are identified and applied.
• Action A: Departmental Equity Actions are identified and addressed.
• Action B: Update and communicate City Equity Infrastructure. (fabric image)
Focus Area 3: Workforce Engagement
• Outcome 1: Enhance employee engagement methods.
• Action A: Develop and implement City Employee Impression Strategy.
• Action B: Communicate and facilitate employee engagement opportunities focused on DEI-
AR and intersectional topics.
• Outcome 2: Increase professional development opportunities.
• Action A: Create, implement, and assess DEI-AR curriculum.
• Action B: Develop and execute Workforce Equity Advancement Strategy workforce equity
strategy.
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Equity Plan Focus Areas
The Equity Plan includes three distinct focus areas: (1) Organizational Culture; (2) Operationalize Equity;
and (3) Workforce Engagement. Each focus area contains expected outcomes and action.
Focus Area 1: Organizational Culture
Respect, encouragement, and empowerment are crucial to establishing an organizational culture that is
equitable and inclusive. This kind of culture comes from grounding the workplace in fundamental values
and a foundational understanding of how diversity, equity, inclusion, and anti-racism are interwoven into
how employees engage with one another and across the City.
Outcome 1: Possess and advance a common understanding of diversity, equity, inclusion,
and anti-racism
Action A: Provide accessible and applicable DEI-AR resources and tools.
Description: Research, create, and communicate tools and resources that are
specialized for local government and departmental application of DEI-AR.
This also includes communicating DEI-AR standards set by leading
organizations, whether focused on local government or specific
departments.
Accountability: Equity Team
Stakeholders: Equity Advancement Team and IT
Connections: • ESSR Recommendation(s): 5
Measurables: • Central location for all DEI-AR content
• Number of resources and tools for each department
Action B: Establish and carry out DEI-AR common language and common
understanding engagement.
Description: Communication campaign and training to establish better collective
understanding and engagement regarding DEI-AR language and concepts,
as it pertains to each department’s work and local government.
Accountability: Equity Team and Executive Leadership Team
Stakeholders: Departmental leadership
Connections: • EESR Recommendation(s): 1.A & 1.B
• EPIR Recommendation(s): B.3
• CBARMO Pillar 4: Step 4
Measurables: • Number of Full Time Employees trained
• Departmental In Practice Statements
• Definitions/Terms guide
• All staff communication
• Change in understanding of terminology
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10
Outcome 2: Implement a City structure that values diversity and intercultural
engagement
Action A: Increase and enhance the City’s collective intercultural mindedness and
skillset.
Description: Apply the Intercultural Development Inventory (IDI) throughout the
entire City. This includes Development Support Opportunities that
supplement the content of the IDI process by providing additional
engagement that focus on continued learning, further understanding,
and diversifying application of intercultural mindedness, communication,
and more.
Accountability: Equity Team, Executive Leadership Team, and departmental leadership
Stakeholders: IDI qualified administrators
Connections: • ESSR Recommendation(s): 6
• CBARMO Pillar 3: Step 4
Measurables: • Full Time Employee participation
• Participation in Developmental Support Opportunities
• Addition of IDI qualified administrators
Action B: Enhance and expand awareness of City-wide policies, practices, and
resources.
Description: Assessment and recrafting of current employee policies and a
communication campaign to inform employees of policies in efforts of
making it more understandable, approachable, and effective. These
efforts will also work towards helping employees better understand how
to for oneself and others via various means.
Accountability: HR Department and Executive Leadership Team
Stakeholders: City Attorney, Communications Department, Equity Advancement Team,
and City Council
Connections: • EESR Recommendation(s): 9
Measurables: • Full redevelopment of workplace behavior policy
• All staff communication
• Development of guides and resources for policy usage
• Change in understanding of policy and how to use it
• Review of handbook
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11
Focus Area 2: Operationalize Equity
Systemic approaches to decision-making as well as process/policy/project development,
implementation, and evaluation are crucial to establishing equitable outcomes, improving results, and
eliminating disparities for those the City serves. Operationalizing equity in individual, departmental, and
City work using tools, frameworks, and lenses moves towards these goals and helps to establish stronger
accountability, metrics, and standards.
Outcome 1: Equity tools are applied to processes, policies, and projects.
Action A: Update and strengthen usage of City Equity Decision Making Tool.
Description: Update current Equity Tool for stronger approach and utilization through
diversifying its application, clarity of its use, and further cohesion within
the Equity/Legal Review. Efforts related to communication, training, and
attestation are also part of the approach to establish better usage and
understanding with anticipation of City policy embedment.
Accountability: Equity and Inclusion Manager, City Attorney, and City Clerk
Stakeholders: Executive Leadership Team, Equity Advancement Team, and
departmental leadership
Connections: • ESSR Recommendation(s): 4
• EPIR Recommendations(s): B.4
• CBARMO Pillar 4: Step 2 & 6
Measurables: • Full redevelopment of tool
• Usage numbers of the tool
• Number of managers and supervisors trained
• Completion of attestation and number of managers and supervisors
completing
Action B: Build and apply Community Equity Participation Tool.
Description: Create a Community Equity Participation Tool and implement a
communication and training campaign for usage across the City. The
tools application will guide employees on how to properly incorporate
community in different actions, strategies, and initiatives, especially
those that have direct impact.
Accountability: Community Connection and Outreach Specialist
Stakeholders: Executive Leadership Team, Equity Advancement Team, and
departmental leadership
Connections: • EESR Recommendation(s): 10
• EPIR Recommendation(s): A.2
• REDI: Leadership Q7
• CBARMO Pillar 4: Step 2 & 6
Measurables: • Full development of tool
• Usage numbers of the tool
• Number of managers and supervisors trained
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12
• Completion of attestation and number of managers and supervisors
completing
Outcome 2: Equity strategies and measures are identified and applied.
Action A: Departmental Equity Actions are identified and addressed.
Description: Departments either focus on a current initiative/project or build out a
particular initiative/project for implementation related to engaging at
DEI-AR for their respective work. (see Appendix E)
Accountability: Equity and Inclusion Manager, Executive Leadership Team, and
departmental leadership
Note: Each departmental Equity Action will have differing individuals for
accountability and stakeholders
Stakeholders: Stakeholder(s): Departmental leadership and staff, City Council, City
Commissions, and external partners
Note: Each departmental Equity Action will have differing individuals for
accountability and stakeholders
Connections: • ESSR Recommendation(s): 7 & 8
• EPIR Recommendations(s): A.1, A.2, & A.3
• REDI: Procurement Q1-7, Budget/Finance Q5, Community/Economic
Development Q4, Housing/Transportation/Land Use Q4-7, Public
Policy Q2-5
Measurables: Departmentally defined
Action B: Update and communicate City Equity Infrastructure.
Description:
Redesign and bolster the City of Golden Valley Equity Infrastructure to
both enhance and deepen equity praxis. This focuses on connecting
internal committees/groups, commissions, city council, schools,
tools/resources, physical infrastructure, community organizations, and
the formalization of a racial equity vision statement.
Accountability: Equity Team
Stakeholders: Communication Department, IT, Equity Advancement Team, DEI
Commission, and City Council
Connections: • EESR Recommendation(s): 5 & 7
• EPIR Recommendation(s): A.4 & B.1
• REDI: Procurement Q1-7, Budget/Finance Q5, Community/Economic
Development Q4
• CBARMO Pillar 4: Step 2, 5, & 7
Measurables: • Number of engaged identity-based student groups
• Number of engaged identity-based community organizations
• Full development of a racial equity vision statement
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Focus Area 3: Workforce Engagement
Continued engagement at developing and strengthening equity-mindedness through professional
development creates long-term success for the entire City, fosters a more dynamic and critical skillset of
each employee, and upholds unbiased services. Coupled with a focus on supporting the careers of
employees, this helps build out a workforce that is empowered, valued, and feels a sense of belonging.
Outcome 1: Enhance employee engagement methods.
Actions A: Develop and implement Employee Impression Strategy.
Description: Build a strategy that examines and engages at the life of an employee
from recruitment to leave. This focuses on gathering and assessing
data/information as well as setting goals related to recruitment, hiring,
time throughout employment, and then exit from the City.
Accountability: Human Resources Specialist, Equity and Inclusion Manager, Executive
Leadership Team, and departmental leadership
Stakeholders: HR Department, Administrative Services, Communications Department,
and external partners
Connections: • ESSR Recommendation(s): 3
• REDI: Leadership Q12, Hiring Q5-7, Culture/Retention/Advancement
Q6
• CBARMO Pillar 3: Step 3 & Pillar 4: Step 8
Measurables: • Application demographic analyzed
• Engagement of new hires via check-ins
• Engagement of all employees via stay interviews
• Completion of exit interviews
Action B: Communicate and facilitate employee engagement opportunities focused on
DEI-AR and intersectional topics.
Description: Promote and deliver sessions, trainings, and additional employee
engagement opportunities focused on DEI-AR, which aim to expand
equity mindedness, connect on topical and current issues, and directly
engage at employee needs. This also includes supporting departments in
their own efforts of DEI-AR employee engagement.
Accountability: Equity Team and Equity Advancement Team
Stakeholders: Executive Leadership Team, departmental leadership, IT, Wellness
Committee, and external partners
Connections: • EESR Recommendation(s): 2.A & 2.B
• CBARMO Pillar 3: Step 4 & Pillar 4: Step 3 and 4
Measurables: • Number of JEDI Lunch sessions
• Number of additional learning opportunities
• Assessments for JEDI Lunch sessions and additional learning
opportunities
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Outcome 2: Strengthen professional development opportunities.
Action A: Create, implement, and assess DEI-AR curriculum.
Description: Create various DEI-AR curricula that are both applicable to the work of
local government and center equity mindedness, liberatory practices,
and departmental nuance.
Accountability: Equity Team and Equity Advancement Team
Stakeholders: Executive Leadership Team, departmental leadership, IT, Wellness
Committee, and external partners
Connections: • ESSR Recommendation(s): 2.A & 2.B
• CBARMO Pillar 3: Step 4 & Pillar 4: Step 3 and 4
Measurables: • Developed and implemented curricula
• Number of full-time employees participating
• Assessments for curriculums
Action B: Develop and execute Workforce Equity Advancement Strategy.
Description: Build a strategy that examines and engages the advancement of
employees through different means. This includes evaluating job
descriptions to embed equity competencies, establishing succession
planning for roles, and tracking promotional data/information.
Accountability: HR Department, Executive Leadership Team, and departmental
leadership
Stakeholders: Equity Advancement Team and Administrative Services
Connections: • EESR Recommendation(s): 3
• REDI: Hiring Q7, Culture/Retention/Advancement Q2/7/10,
Workforce Development Q1
• CBARMO Pillar 4: Step 7 and 8
Measurables: • Review and update job descriptions
• Number of departmental completions for succession planning
• Promotion demographic analyzed
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APPENDIX A:
City of Golden Valley Employee Equity Survey Report
30
City of Golden Valley
2023 Employee Equity Survey Report
10/16/2023
31
2
Contents
Executive Summary & Introduction ............................................................................................................. 3
Executive Summary .................................................................................................................................. 3
Introduction .............................................................................................................................................. 3
Survey Objectives ......................................................................................................................................... 4
Methodology ................................................................................................................................................ 5
Demographic Overview ................................................................................................................................ 6
Survey Question Sections & Results and Key Findings .............................................................................. 11
Section 1: Definitions ............................................................................................................................. 11
Section 2: Personal Perspectives ............................................................................................................ 12
Section 3: Perception of Attitudes About Equity in the City ................................................................. 13
Section 4: Equity Work Observations and Expectations of Myself ....................................................... 14
Section 5: Equity Work Observations and Expectations of Myself ....................................................... 16
Section 6: Observations of Inequities in the Workplace ....................................................................... 18
Section 7: Observations of Inequities with Community Partners ......................................................... 19
Section 8: Equity Skills and Knowledge Building ................................................................................... 20
Section 9: Workplace Belonging and Equitable Workplace .................................................................. 22
Recommendations ...................................................................................................................................... 27
32
3
Executive Summary & Introduction
Executive Summary
The City of Golden Valley and its employees serve a community of roughly 22,000 residents and a wealth
of businesses, visitors, and patrons. This community brings a multfplicity of experience, identfty, history,
and needs. With this in mind, it requires the City and its employees to be dynamic, reflectfve, and
responsive when providing services and resources, directly engaging, incorporatfng perspectfves and
lived experiences, implementfng policy and practfce, and more. To better inform and ground this work, it
is vital to understand how to advance, ingrain, and apply equity into it. As such, the Equity and Inclusion
Manager and the City developed a survey to establish a baseline of employee knowledge, experience,
and perspectfves.
Based on this overarching goal, the Equity and Inclusion (E&I) Manager developed a set of drafl survey
questfons and structure. With the support of the HR Department as well as the City’s Management
Team and Equity Advancement Team, these questfons were edited and adjusted to be properly reflectfve
and inclusive of the City and its workforce. The E&I Manager in collaboratfon with the Community
Connectfon and Outreach Specialist analyzed and reported on the data.
Introduction
A key directfve of the City of Golden Valley’s Council is imbedding diversity, equity, inclusion (DEI), and
racial justfce into the work of the City and make it a vital, inextricable, and fundamental part of how the
City does its work. To ensure that this directfve is woven and part of the fabric of the City, staff created a
survey tool for employees to express the diverse perspectfves, views, and opinions when to comes to
previous and future DEI as well as the work that comes with it. Furthermore, staff will use the results of
the survey as one of many tools to inform an updated City of Golden Valley Equity Plan in the prospects
that is proactfve, nuanced, and purposeful in its impact both internally with employees and externally
with the community the City serves.
33
4
Survey Objectives
The Equity and Inclusion Division staff communicated the following survey objectfves to City of Golden
Valley employees:
• Create a direct connectfon to the directfves made by the City Council related to diversity, equity,
inclusion, and racial justfce.
• Establish a stronger startfng point to understand the dynamic regarding DEI within our
employees.
o Obtain feedback on employees’ needs, wants, and concerns.
o Gain insight regarding employees’ engagement and understanding of previous DEI
efforts and desires for future DEI efforts.
• Create a better grounding for the upcoming City of Golden Valley Equity Plan
o Learn where to invest tfme, resources, and support to establish a more inclusive and
equitable workplace as well as build a more responsive approach to workplace
belonging.
o Understand the gaps in building skillsets related to DEI and what efforts can be
established to address said gaps.
o Find where to imbed equitable approaches and processes in the work of the City.
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5
Methodology
To fulfill the indicated objectfves, employees were asked to partfcipate in an online survey built and
conducted via Survey Monkey. The survey questfons were developed in Summer 2023 by the Equity and
Inclusion Manager with support and feedback provided from the City’s Management Team. Prior to
releasing the survey, the E&I Manager developed as survey communicatfon campaign to inform
employees of the survey, its purpose, and how to partfcipate. This campaign included:
• Three emails preparing employees for the survey, and
• Calendar invitatfons for three survey informatfon sessions
On Monday, July 17th, 2023 the E&I Manager sent out the survey link via email. The survey remined
open for seventeen days with a reminder email sent on Friday, July 28th, 2023. The survey closed on
Wednesday, August 2nd, 2023.
The survey contained 80 total questfons. Questfons were primarily on a Likert scale with optfons:
strongly disagree, disagree, agree, and strongly agree. Each Likert scale questfon also included an “I
Don’t Know” optfon. Within each sectfon, employees had the optfon to complete open-fill text
responses. All questfons were optfons, and the survey was voluntary and anonymous with no responses
attributed to individual employees or specific departments.
35
6
Demographic Overview
Staff designed the survey to include several demographic questfons that were asked of City employees in
order identffy the range of backgrounds, identftfes, and experiences. In several sectfons of the
demographic report staff have provided a comparison of survey respondent data to the overall employee
demographic data taken from the City’s payroll system.
Questfon: Select the optfons that best describes your role in the City
Questfon: How long have you been with Golden Valley?
10%
20%
46%
21%
3%
Director or Manager
Supervisor
Non-Supervisory Full-Time
Employee
Non-Supervisory Part-Time
Employee
Additional role not listed
(please specify):
15.79%
30.26%30.26%
9.21%5.26%9.21%
0.00%
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7
Questfon: Gender/Gender Identfty (select all that apply)
Survey Results:
Current Employee Data:
0.00%
1.25%
45.00%
1.25%
0.00%
0.00%
0.00%
41.25%
12.50%
0.00%
0%10%20%30%40%50%60%70%80%90%100%
Agender
Genderqueer or gender fluid
Man
Non-binary or non-conforming
Trans man
Trans woman
Two spirit
Woman
Prefer to not disclose
Additional role not listed (please specify):
66.00%
34.00%
0%10%20%30%40%50%60%70%80%90%100%
Man
Woman
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8
Questfon: Sexuality/ Sexual Orientatfon (select all that apply)
Questfon: Ethnicity/Ethnic Background (select all that apply)
0.00%
6.33%
2.53%
1.27%
2.53%
1.27%
74.68%
13.92%
0.00%
0%10%20%30%40%50%60%70%80%90%100%
Asexual
Bisexual
Gay
Lesbian
Pansexual
Queer
Straight (heterosexual)
Prefer to not disclose
Additional sexuality/sexual orientation not listed…
6.33%2.53%2.53%
1.27%
81.01%
10.13%
1.27%
Arab, Middle Eastern, or North African - For example, Algerian, Egyptian, Iraqi, Jordanian,
Sudanese, Syrian, Yemeni
Asian or Asian American - For example, Asian Indian, Chinese, Filipino, Japanese, Korean,
Nepalese, Vietnamese
Black or African American - For example, Ethiopian, Haitian, Jamaican, Nigerian, Somalian
Hispanic or Latino/a - For example, Colombian, Cuban, Dominican, Mexican or Mexican
American, Puerto Rican, Salvadoran
Native American or Alaska Native - For example, Arapaho, Blackfeet Tribe, Mayan, Native
Village of Barrow Inupiat Traditional Government, Navajo Nation, Nome Eskimo Community
(can include federally recognized and descendant tribal affiliation)
Native Hawaiian or Additional Pacific Islander - For example, Chamorro, Fijian, Marshallese,
Native Hawaiian, Samoan, Tongan
White or European American - For example, English, French, German, Irish, Italian, Polish
Prefer to not disclose
Additional ethnicity/ethnic background not listed (please specify):
38
9
Questfon: Race (select all that apply)
Survey Results:
Current Employee Data:
6.33%2.53%
2.53%
1.27%
79.75%
10.13%
1.27%American Indian, Native American,
Indigenous, or First Nations
Asian
Black
Hispanic or Latino/a
Middle Eastern
Multiracial
White
Prefer to not disclose
Additional race not listed (please
specify):
4.00%5.00%
4.00%
2.00%
85.00%
American Indian, Native American,
Indigenous, or First Nations
Asian
Black or African-American
Hispanic or Latino/a
Middle Eastern
Multiracial
White
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10
Questfon: Age
Survey Results:
Current Employee Data:
0.00%
6.41%
19.23%
25.64%
20.51%
14.10%
0.00%
0.00%
14.10%
0%10%20%30%40%50%60%70%80%90%100%
18 or younger
19-24
25-34
35-44
45-54
55-64
65-74
75 or older
Prefer to not disclose
0.00%
3.00%
22.00%
28.00%
25.00%
18.00%
4.00%
0.00%
0%10%20%30%40%50%60%70%80%90%100%
18 or younger
19-24
25-34
35-44
45-54
55-64
65-74
75 or older
40
11
Survey Question Sections & Results and Key Findings
In additfon to the demographic component of the survey, the survey included the following nine sectfons
of questfons and prompts:
1. Definitfons
2. Personal Perspectfves
3. Perceptfon of Attitudes about Equity in the City
4. Equity Work Observatfons and Expectatfons of Myself
5. Equity Work Observatfons and Expectatfons of Others
6. Observatfons of Inequitfes in the Workplace
7. Observatfons of Inequitfes with Community Partners
8. Equity Skills and Knowledge Building
9. Workplace Belonging and Equitable Workplace
In this part of the report, each sectfon is further defined, which includes its purpose, key findings, and
results. Additfonally, this part shares an analysis of top themes and trends from the open-fill questfon of
each sectfon where answers did not always reflect the response in the Likert scale prompts.
Section 1: Definitions
In this sectfon, respondents were asked to share their personal definitfon for the terms of diversity,
equity, and inclusion. The purpose of this sectfon was to garner an understanding of how employees
individually and collectfvely think of these terms and what is the common understanding across the City.
Results & Key Findings
Diversity:
Some common ways respondents defined diversity focused on differing background, perspectfves, and
lived experiences. Answers also highlighted the thinking of diversity as the multfplicity of identfty with
some respondents naming social identftfes such as race, age, gender, ability/disability, race, and
educatfon.
Inclusion:
As it relates to the term inclusion, respondents shared a strong resonance with ideas and approaches of
welcoming, acceptfng, and valuing people regardless of identfty or background. Many respondents
identffied inclusion as both an actfon and a feeling, especially in the vein of having a sense of belonging
and being valued. Employees also expressed that being inclusive one is holding and creatfng space so
that differing skills, perspectfves, and experiences can be present and considered.
Equity:
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12
While there was strong consensus of employee’s definitfons for diversity and inclusion, respondents’
definitfons of equity highly differed from one employee to the next. Some employees defined equity as
ensuring equal opportunity, having equal and fair treatment, and impartfality. While other employees
defined equity as removing barriers, ensuring access by meetfng specific and unique needs, and
recognizing situatfonal circumstances.
Section 2: Personal Perspectives
DEI is tfed to the lived experiences, social identftfes, and backgrounds of individuals, therefore it is
important to gain an understanding of the varying perspectfves related to this kind work. By gaining a
better understanding of how people engage, connect, and find value in DEI work, the City can help to
establish a more dynamic approach that directly resonates with employees at a more granular level.
Results & Key Findings
Overwhelmingly, employees greatly value the work of equity and improving equity all around, which
includes listening to individuals who experience or report inequitfes or removing inequitfes.
Respondents find it important for others to work towards improving equity. Additfonally, there is a sense
of strong self-awareness with roughly 95% of respondents indicated that they either strongly agree or
agree that one may not be aware of inequitfes that may exist.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T
KNOW
2.1: Equity is
personally important
to me.
2.47% 4.94% 38.27% 49.38% 4.94%
2.2: I see value in
working towards
equity.
2.50% 2.50% 35.00% 57.50% 2.50%
2.3: I think it is
valuable to examine
and discuss the
impacts of equity in
my work.
2.47% 7.41% 38.27% 49.38% 2.47%
2.4: I think others
should work towards
improving equity.
2.47% 4.94% 39.51% 44.44% 8.64%
2.5: It is important to
listen to others who
experience or report
an inequity.
1.23% 2.47% 39.51% 55.56% 1.23%
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13
2.6: Once they have
been identffied, I think
it is important to
remove inequitfes.
1.23% 3.70% 34.57% 53.09% 7.41%
2.7: Inequitfes may
exist that I am not
aware of.
1.23% 1.23% 41.98% 53.09% 2.47%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Need to bring in the perspectfve, experiences, and insight from additfonal marginalized groups
inclusive of race.
• Make sure to have an interconnected and intersectfonal approach when doing DEI so as to not
have marginalized groups contend for the same resources, tools, and opportunitfes.
• Contfnue to explore through conversatfon the subtle and deceptfve nature of inequitfes to reveal
the how they are engrained in all fabrics of our work and lives.
Section 3: Perception of Attitudes About Equity in the City
In this sectfon, partfcipants were asked to provide their perspectfve of the collectfve attitudes towards
equity across the City. Partfcipants were also prompted to provide their perspectfve on how the City, as
an organizatfon, is invested in equity both internally with employees and externally with community
partners.
Results & Key Findings
According to partfcipants, there is an overwhelming agreement that peers/colleagues (62%) and
supervisors/leadership (47%) think of equity as important. Although there is general agreement that the
City invests in equity within some areas, roughly 20% of respondents stated “I don’t know” when asked if
the City invests in equity within its services and 27% indicated similarly when asked if the City places
emphasis on equity with its partnerships. This lack of knowing raises questfons about transparency of
investments whether that is tfme, money, or people to achieving goals related to equity as well as even if
these kind of investments are being made.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
3.1: I believe my
peers/colleagues think
equity is important.
4.94% 11.11% 61.73% 9.88% 12.35%
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3.2: I believe my
supervisor/leadership
thinks equity is
important.
1.23% 6.17% 46.91% 37.04% 8.64%
3.3: I believe senior
leadership thinks
equity is important.
5.00% 11.25% 50.0% 27.50% 6.25%
3.4: Equity is valued at
Golden Valley.
2.47% 7.41% 55.56% 20.99% 13.58%
3.5: Golden Valley
invests in equity in the
workplace.
6.17% 9.88% 53.09% 22.22% 8.64%
3.6: Golden Valley
invests in equity in our
services.
4.94% 9.88% 48.15% 17.28% 19.75%
3.7: Golden Valley
invests in equity in our
partnerships.
3.70% 7.41% 46.91% 14.81% 27.16%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Budgetary and monetary investment needs to be established for DEI efforts both city-wide and
departmentally.
• DEI strategy must include both City-wide and departmentally tailored approaches to DEI with
more clearly defined roles, responsibilitfes, and outcomes.
• City facilitfes and buildings are not inclusive, especially bathrooms, wayfinding, and accessible
entry and building navigatfon.
• Middle management/supervisors need to have stronger, more actfve support in DEI efforts and
communicate DEI informatfon related to staff, especially those in part-tfme, temporary, and
variable hour roles.
Section 4: Equity Work Observations and Expectations of Myself
The purpose of this sectfon was to understand the expectatfons employees have of themselves to
engage and focus on equity within one’s work. These questfons required partfcipants to be critfcally self-
reflectfve.
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15
Results & Key Findings
Combined, 87% of survey partfcipants indicated that they have a self-expectatfon to actfvely work
towards equity. Similarly, a high percentage of respondents indicated that this expectatfon is supported
by the workplace, which includes their peers/colleagues and supervisors/leadership. This expectatfon is
also felt from top leadership of the City Council. Close to 20% of respondents indicated they did not
know if their peers/colleagues have an expectatfon of working towards equity, which may indicate that
conversatfons and expectatfons about equity are infrequently had or shared amongst peers.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
4.1: I seek ways to
improve equity in my
work.
1.25% 7.50% 51.25% 33.75% 6.25%
4.2: I am actfvely
involved in advancing
equity in my projects
and teams.
1.25% 13.75% 52.50% 23.75% 8.75%
4.3: I apply policies,
processes, and
procedures in an
equitable way.
1.25% 7.50% 60.0% 22.50% 8.75%
4.4: I expect myself to
actfvely work towards
equity.
1.25% 2.50% 46.25% 41.25% 8.75%
4.5: My
peers/colleagues
expect me to actfvely
work towards equity.
2.50% 3.75% 53.75% 22.50% 17.50%
4.6: My
supervisor/leadership
expects me to actfvely
work towards equity.
0% 5.00% 47.50% 37.50% 10.0%
4.7: The city council
expects me to actfvely
work towards equity.
3.75% 2.50% 43.75% 37.50% 12.50%
4.8: I think it is
valuable to examine
and discuss the
3.75% 5.00% 47.50% 38.75% 5.00%
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16
impacts of equity in
my work.
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Feeling that DEI does not need to be part of the fabric of the City’s work and business and/or
that DEI work and the City’s work and business are mutually exclusive.
• A want and desire for equity work to feel natural, organic, and integral to one’s work.
• Lack of intersectfonal or intercultural lens to DEI work, approaches, and professional
development, especially when employees are asked to engage from their lived experiences.
• Difficulty in bringing up equity concerns and consideratfons in conversatfons, meetfngs, and
more because of overt and covert disrespect as well as lack of consideratfon or obstructfon.
Section 5: Equity Work Observations and Expectations of Myself
Instead of critfcal self-reflectfon, this sectfon prompted partfcipants to take an outward critfcal lens. The
questfons of this sectfon asked partfcipants to describe their observatfons of equity work across the City
including expectatfons they have of their department, peers, leadership, and City Council.
Results & Key Findings
Employees overwhelmingly responded with “agree” and “strongly agree” to all prompts within this
sectfon indicatfng that they perceive their departments, coworkers, supervisor, and the City Council to
value equity as well as seek ways to improve it. Similar to the previous sectfon, there is some indicatfon
with close to 20% that respondents either don’t know or disagree, respectfvely, that their peers are
actfvely improving equity in their work or see examples of this either.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
5.1: My department
applies policies,
processes, and
procedures in an
equitable way.
3.70% 12.35% 58.02% 16.05% 9.88%
5.2: My
peers/colleagues
seek ways to improve
equity in their work.
3.70% 17.28% 49.38% 11.11% 18.52%
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17
5.3: My
supervisor/leadership
seek ways to improve
equity in their work.
2.47% 11.11% 55.56% 23.46% 7.41%
5.4: The City Council
seeks ways to
improve equity in the
work of the City.
3.70% 9.88% 59.26% 16.05% 11.11%
5.5: I see clear
examples of my
colleagues working to
improve equity.
2.47% 19.75% 45.68% 14.81% 17.28%
5.6: I see clear
examples of my
supervisor/leadership
working to improve
equity.
2.50% 11.25% 57.50% 18.75% 10.0%
5.7: I expect my
peers/colleagues to
actfvely work towards
equity.
2.53% 10.13% 50.63% 31.65% 5.06%
5.8: I expect my
supervisor/leadership
to actfvely work
towards equity.
3.75% 8.75% 46.25% 38.75% 2.50%
5.9: I expect the City
Council to actfvely
work towards equity.
3.85% 7.69% 47.44% 39.74% 1.28%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Departmental and City processes, procedures, and policies maintain that status-quo, which
create challenges for non-aftfuent community members to obtain or access resources and
services.
• City leadership, especially the City Council, verbally support DEI work, but there is a lack of
accountability measures and need for improved communicatfon of expectatfons.
• Top-down approach to decision making creates inequitfes and negatfve impact to employees not
in leadership roles and doesn’t allow opportunity for input.
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• Consensus across the City is that DEI is considered as a choice, electfve, or optfon instead of
being an inextricably fundamental, serious, and crucial component of all City work.
Section 6: Observations of Inequities in the Workplace
While not always easy to do, it is important to understand where employees see and experience
inequitfes across the workplace. In this sectfon, respondents were asked questfons about this as well as
whether employees disrupt those inequitable behaviors when they are present.
Results & Key Findings
Respondents’ results were well divided between agreeing and disagreeing for many of the prompts in
this sectfon. Although 33% of respondents indicated they disagreed with seeing inequitfes in their
department, roughly 31% agreed that they do see inequitfes in their department. Similarly, close to 30%
disagreed to seeing inequitfes in workplace policies while 30% also agreed to seeing inequitfes. At a
more personal level, with a 10% difference, roughly half of respondents indicated witnessing,
experience, or hearing biased behaviors or actfons while the other half have not. Respondents did
indicate when biased behaviors or actfons occur that colleagues confront it more than their supervisors
or leadership.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
6.1: I see workplace
inequitfes in my
team.
23.46% 40.74% 20.99% 6.17% 8.64%
6.2: I see workplace
inequitfes in my
department.
19.75% 33.33% 30.86% 8.64% 7.41%
6.3: I see workplace
inequitfes in the City
of Golden Valley.
12.35% 18.52% 35.80% 23.46% 9.88%
6.4: I see workplace
inequitfes in the City
of Golden Valley’s
workplace policies.
12.35% 29.63% 30.86% 9.88% 17.28%
6.5: I have witnessed,
experienced, or
heard
biased/inequitable
behaviors and actfons
in the workplace
13.58% 27.16% 35.80% 16.05% 7.41%
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19
regarding age, race,
religion, gender,
sexuality, disability,
veteran status,
marital/familial
status, and natfonal
origin.
6.6: I see
peers/colleagues
confrontfng behaviors
and actfons that
create an inequitable
workplace.
7.41% 24.69% 48.15% 3.70% 16.05%
6.7: I see my
supervisor/leadership
confrontfng behaviors
and actfons that
create in inequitable
workplace.
10.0% 31.25% 38.75% 5.00% 15.00%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Although departments and employees are working towards disruptfng harmful and oppressive
behaviors/actfons, there are visible and apparent daily instances across the workplace.
• There are common occurrences of offensive behaviors, actfons, and conversatfons related to age,
disability/ability, and gender with unawareness of the harm being done.
• Same group of people, whether departmentally or city-wide, confront behaviors and actfons,
which has had a reversal effect of creatfng a more equitable and inclusive workplace.
• Incongruence between what is the stated culture and how employee policies related to equity
are put into practfce.
Section 7: Observations of Inequities with Community Partners
Community is critfcal to how the City functfons, operates, and provides services, which means it is
understand how employees perceive equity relatfonships with community. In this sectfon, respondents
answered questfons about equity and inequitfes in the City’s partnerships with community.
Results & Key Findings
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20
According to respondents, many employees do not know whether there are inequitfes in the practfces,
policies, or partnerships with external partners. These results may indicate that if inequitfes are
occurring, staff are not directly involved in those interactfons. Respondents also strongly indicated that
they don’t know if inequitfes are present in how the City relates with communitfes. This could signify a
variety of things with one being that staff and their respectfve departments may not be directly
addressing or engaging communitfes, whether geographical, cultural, or the like, when they are
implementfng projects or initfatfves.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
7.1: I see inequitfes in
how Golden Valley
relates to its external
partners.
11.39% 25.32% 16.46% 5.06% 41.77%
7.2: I see inequitfes in
how Golden Valley
relates to
communitfes.
12.66% 27.85% 24.05% 5.06% 30.38%
7.3: I see inequitfes in
Golden Valley’s
policies and
processes related to
external partners and
communitfes.
12.50% 26.25% 15.00% 10.0% 36.25%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• The City does not invest in building relatfonship with communitfes most impacted by inequitfes
or those facing current and historical disparitfes.
• Departments need to hold contractors, partners, and external collaborators to standards
regarding equity and then enforce them.
• There is lack of critfcally analyzing the current network of relatfonship building, contracts, and
investment, which creates an external image of only working with the same, well-developed
organizatfons.
Section 8: Equity Skills and Knowledge Building
Respondents were asked in this sectfon to reflect on their own skillset and whether they feel equipped
to discuss equitfes and inequitfes, have the ability to address inequitfes in the immediate, and can seek
out educatfonal resources. Although it is important to build specific skills related to DEI, the prompts
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21
were purposely written with a broad context to give the respondents the opportunity to take a more
expansive look at themselves as well as their knowledge and approaches.
Results & Key Findings
In general, partfcipants indicated that skillsets and knowledge regarding diversity, equity, and inclusion
are sound, especially as it relates to feeling equipped to discuss and recognize equitfes/inequitfes.
Knowledge of who to connect with regarding questfons or concerns about equity was high with roughly
58% agreeing and 26% strongly agreeing. Even with such a high percentage of agreeing with most, if not
all of the prompts, it stfll is significant to note that close to 20% of partfcipants don’t agree with either
feeling equipped to discuss equity/inequity, having support to address inequitfes, and being able to
artfculate the City’s commitment to equity and inclusion.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T KNOW
8.1: I feel equipped
to discuss
equity/inequity.
2.47% 17.28% 62.96% 9.88% 7.41%
8.2: I believe I can
recognize inequitfes.
0% 2.47% 74.07% 17.28% 6.17%
8.3: I have the skills
to address inequitfes
when I see them.
6.25% 12.50% 62.50% 7.50% 11.25%
8.4: I know who to
contact for equity
questfons and
concerns.
3.70% 8.64% 58.02% 25.93% 3.70%
8.5: I have the
support I need to
address inequitfes
when I see them.
7.41% 18.52% 51.85% 13.58% 8.64%
8.6: I have taken the
tfme to educate
myself about the
experiences of those
we serve.
1.23% 12.35% 59.26% 19.75% 7.41%
8.7: I feel equipped
to incorporate a
variety of cultural
1.23% 16.05% 53.09% 22.22% 7.41%
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22
perspectfves and
lived experiences
when I’m doing my
job.
8.8: I can artfculate
Golden Valley’s
commitment to
equity and inclusion
to others.
8.64% 20.99% 54.32% 9.88% 6.17%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Strong drive and want from employees to gain tools, resources, and skills to work through
situatfons involving inequity.
• Desire for employee training and development to incorporate examples of inequitfes that are
relatfve and reflectfve of the work, the department, and more.
• Concern about not feeling equipped and how to contfnually incorporate cultural humility and
responsiveness into day-to-day work.
• Worry that previous employee DEI trainings have created a polarizing employee culture.
• When trainings have occurred, there has been dismissal of additfonal marginalized identftfes and
experiences.
Section 9: Workplace Belonging and Equitable Workplace
With any DEI efforts, identfty and lived experience are interconnected, almost inextricably. This is just as
true and even vital to examine when taking a look at how employees are feeling welcomed and treated,
employee sense of belonging, and employee’s comfortability to self-advocate. Through its prompts, this
sectfon aims to get a grasp on this as well as see how employees are also exhibitfng welcomeness,
belonging, and intercultural humility with one another.
Results & Key Findings
Overall and across some of our major/most prominent identftfes in the workplace, there is agreement in
feeling included and respected in the workplace. In additfon to feeling included and respected, there is
also agreement in being treated equitably inclusive of a variety of identfty and lived experiences.
Although there is agreement of partfcipants indicatfng that they one can bring their whole, authentfc self
to work without repercussion, BIPOC partfcipants and LGBTQIA+ partfcipants disagree with roughly 43%
and 44% respectfvely. This disagreement is also present in prompt 9.4, where 29% of BIPOC and 44%
LGBTQIA+ partfcipants feel that they need to conceal or alter important parts of themselves to fit in at
work. As the prompts turn toward self-advocatfng and using established processes to do so, the
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23
responses provided were more mixed with higher percentages showing up disagreeing and not knowing,
across the most prominent identftfes, of the formal process for engaging with biased and/or inequitable
behavior.
STRONGLY
DISAGREE
DISAGREE AGREE STRONGLY
AGREE
I DON'T
KNOW
9.1: I feel included
and respected in the
workplace.
All 8.75% 18.75% 50.0% 20.0% 2.50%
White 6.45%
19.35%
50.0%
22.58%
1.61%
BIPOC 0%
0%
85.71%
14.29%
0%
LGBTQIA+ 0%
22.22%
66.67%
11.11%
0%
9.2: I can bring my
whole, authentfc self
to work every day
without worrying
about repercussions.
All 8.75% 33.75% 38.75% 17.50% 1.25%
White 8.06%
30.65%
38.71%
20.97%
1.61%
BIPOC 0%
42.86%
57.14%
0%
0%
LGBTQIA+ 0%
44.44%
33.33%
22.22%
0%
9.3: I am treated
respectiully in the
workplace.
All 5.00% 18.75% 52.50% 21.25% 2.50%
White 1.61%
17.74%
53.23%
24.19%
3.23%
BIPOC 0%
14.29%
71.43%
14.29%
0%
LGBTQIA+ 0%
0%
77.78%
22.22%
0%
9.4: I do not need to
conceal or alter
valued parts of my
identfty, style, or
individual
characteristfcs in
order to fit in at work
All 8.75% 23.75% 47.50% 15.00% 5.00%
White 6.45%
19.35%
50.0%
17.74%
6.45%
BIPOC 14.29%
28.57%
57.14%
0%
0%
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24
LGBTQIA+ 0%
44.44%
44.44%
11.11%
0%
9.5: I am treated
equitably at work
with regards to my
age, race, religion,
gender, sexuality,
disability, veteran
status,
marital/familial
status, and natfonal
origin.
All 6.25% 12.50% 60.0% 18.75% 2.50%
White 6.45%
12.90%
59.68%
19.35%
1.61%
BIPOC 0%
14.29%
85.71%
0%
0%
LGBTQIA+ 0%
22.22%
66.67%
11.11%
0%
9.6: Engagement with
different
perspectfves, fair
access, and a sense
of belonging are
important in my daily
work.
All 2.47% 4.94% 56.79% 33.33% 2.47%
White 3.17%
3.17%
57.14%
33.33%
3.17%
BIPOC 0%
14.29%
57.14%
28.57%
0%
LGBTQIA+ 0%
0%
66.67%
33.33%
0%
9.7: I feel
comfortable sharing
my ideas, opinions,
and perspectfves at
work, even when
they differ from
others.
All 12.50% 27.50% 42.50% 13.75% 3.75%
White 9.68%
29.03%
43.55% 12.90%
4.84%
BIPOC 0%
14.29%
85.71%
0%
0%
LGBTQIA+ 0%
33.33%
44.44%
11.11%
11.11%
9.8: I feel
comfortable and
confident in my
interactfons with
others at work,
especially when my
race or culture differs
from others.
All 6.25% 16.25% 57.50% 17.50% 2.50%
White 6.45%
12.90%
61.29%
17.74%
1.61%
BIPOC 0%
14.29%
85.71%
0%
0%
LGBTQIA+ 0%
33.33%
55.56%
11.11%
0%
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25
9.9: I have the
informatfon I need to
file a formal report
on
biased/inequitable
behavior or actfons.
All 6.25% 22.50% 50.0% 10.0% 11.25%
White 6.45%
22.58%
50.0%
11.29%
9.68%
BIPOC 0%
14.29%
57.14%
0%
28.57%
LGBTQIA+ 11.11%
33.33%
33.33%
0%
22.22%
9.10: If I chose to file
a formal report on
biased/inequitable
behavior or actfons, I
feel supported.
All 11.25% 17.50% 37.50% 11.25% 22.50%
White 11.29%
17.74%
38.71%
12.90%
19.35%
BIPOC 0%
14.29%
57.14%
0%
28.57%
LGBTQIA+ 11.11%
11.11%
33.33%
0%
44.44%
9.11: I feel
comfortable with
filing a formal report
on
biased/inequitable
behavior or actfons.
All 15.00% 23.75% 36.25% 11.25% 13.75%
White 12.90%
25.81%
37.10%
11.29%
12.90%
BIPOC 14.29%
14.29%
57.14%
0%
14.29%
LGBTQIA+ 11.11%
33.33%
22.22%
0%
33.33%
Open-Fill Question
From analyzing the responses to this questfon, the following themes and trends were present:
• Imbalance of support when issues or concerns arise. Some find support with direct peers and
team but fear retaliatfon from leadership roles such as directors or City leadership while others
feel the opposite.
• Will not use the formal reportfng process because of either fear or previous experience of
retaliatfon, concerns not being taken seriously, and/or the process resulted in favoring the
person or group that did harm.
• Unawareness of the formal reportfng process and what it entails.
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26
• Indirect judgment, generally through microaggressive phrases or statements, towards someone’s
gender/gender presentatfon, disability, and how they dress, whether for religious purposes or
not.
56
27
Recommendations
Through a thorough review, the Equity and Inclusion Manager synthesized the data and present themes
and trends. From the key findings and trends illustrated within the report, the Equity and Inclusion
division clear recommendatfons for the City Council, leadership, and all employees. These
recommendatfons are a duality of individual and collectfve responsibility of employees and the City. By
doing so, it strengthens the drive to create a more inclusive, equitable workplace and better serve the
community of Golden Valley. Additfonally, these resultfng themes and recommendatfons will be
incorporated in an updated Equity Plan, employee development, and other DEI strategies and initfatfves.
1. Cultfvate a collectfve understanding of diversity, equity, and inclusion (DEI) amongst all
employees by:
A. Developing shared language regarding DEI; and
B. Establishing a distfnct method of how to apply terminology, concepts, and techniques to
all City work.
2. Adapt DEI learning and development approaches in the following ways:
A. Provide clear and direct examples and concepts, which are reflectfve of departmental
work; and
B. Be intersectfonal in development and implementatfon to each audience while
maintaining a central core of racial justfce and equity-mindedness.
3. Embolden and sustain the current efforts to foster an equitable and inclusive organizatfonal
culture that recognizes, values, and celebrates diversity, while proceeding with implementfng
avenues of nuanced impact and actfon to increase sense of belonging.
4. Further imbed equity in policies, practfces, procedures, strategies, and decision making at all
levels of the City by using clearer, unambiguous tools and resources that center intersectfonal
and liberatory practfces.
5. Contfnue to expand internal communicatfon and engagement efforts that are contfnuous,
consistent, and clear where all employees, inclusive of part-tfme and variable hour roles, feel
their perspectfve is valued and can fully partfcipate.
6. Develop a common culture and perspectfve across the workplace that efforts, approaches, and
actfons centering equity do not diminish rights or opportunity for others but, instead, creates
more access and opportunity for everyone, especially those who face current and historical
oppression.
7. Allocate financial capital and human capital investment to bolster both City-wide and
departmental DEI specific actfons and strategies, which aim to address identffied disparitfes and
inequitfes that the Golden Valley community faces.
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28
8. Implement a structure of accountability for strategies, actfons, and plans that better illustrates
the responsibilitfes of City Council and all employees, the intended impact and goals, and how it
addresses specific systemic inequitfes.
9. Build, enact, and communicate clearer pathways to reportfng biased and inequitable treatment
in the workplace while also creatfng and enactfng learning opportunitfes to develop and increase
skills of self-advocacy and advocacy for others.
10. Utflize community engagement tools, resources, and strategies to have direct involvement and
input of community to inform departmental and City-wide decisions and actfons.
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16
APPENDIX B:
City of Golden Valley Equity Plan Implementation Report
59
City of Golden Valley
2022 Equity Plan Implementation Report
11/8/2023
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2
Contents
Executive Summary ...................................................................................................................................... 3
Equity Plan Implementation Assessment Objectives ................................................................................. 4
Methodology ................................................................................................................................................ 5
City of Golden Valley 2022 Equity Plan Overview ....................................................................................... 6
Key Pillar 1: Economic Prosperity for All ................................................................................................. 6
Key Pillar 2: Inclusive Community Engagement ...................................................................................... 6
Key Pillar 3: Unbiased Services ................................................................................................................ 7
Key Pillar 4: Advancement of Diversity, Equity, and Inclusion ............................................................... 7
City of Golden Valley 2022 Equity Plan Assessment Findings and Results ................................................ 9
Section 1: Equity Plan and Pillars Overview ............................................................................................ 9
Section 2: Equity Tool ............................................................................................................................... 9
Section 3: Status Review ........................................................................................................................ 10
Key Pillar 1 Objectives Results ........................................................................................................... 10
Key Pillar 2 Objective Results ............................................................................................................. 14
Key Pillar 3 Objectives Results ........................................................................................................... 15
Key Pillar 4 Objectives Results ........................................................................................................... 16
Section 4: Reflection on Plan Implementation ...................................................................................... 17
Section 5: Preparing for Long-Term Success ......................................................................................... 18
City of Golden Valley 2022 Equity Plan Assessment Conclusions and Recommendations ..................... 19
Conclusions ............................................................................................................................................. 19
Recommendations ................................................................................................................................. 20
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3
Executive Summary
Equity plans have become common place in city government, especially throughout the metro area of
the Twin Cities. These plans establish a structure and framework to guide a city through taking actions
that focus on efforts to increase equity. Equity plans serve as an accountability tool for appointed and
elected officials to establish new processes, practices, and policies that aim to eliminate inequities or
disparities within the community it serves. To achieve the greatest impact both internally and
externally, equity plans should dually span broadly across the city’s work and be imbedded within each
department1.
With this in mind and its intentions to recognize and directly engage at historical and present disparities
perpetuated by its structures, policies, and procedures, the City of Golden Valley’s Council put forth a
directive to establish and implement an Equity Plan for the City. The overarching goals of this plan are:
(a) Imbed practices and strategies of diversity, equity, inclusion, and racial justice into the work of the
City; (b) Dismantle barriers; (c) Provide resources; and (d) Enhance opportunities for all of its residents
and visitors. Considering the goals and the intention behind it, the Equity Plan is a living and responsive
document, which means that it has included different approaches and methods since its initial creation.
Similar to many other plans across the City, the Equity Plan has community impact. What makes plans
like this one unique is that they directly challenge norms and ways of operating that perpetuate social
inequities and trauma, provide approaches that center the needs of those most marginalized, and, more
so, their explicit human impact. To truly understand the impact of the GV Equity Plan, it is vital to
regularly assess it. This report serves as an evaluation of the plan holistically and departmentally,
including observations, conclusions, and recommendations for City leadership for future work and
equity plans.
1 Government Alliance on Race and Equity
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4
Equity Plan Implementation Assessment Objectives
For the first time, a formal assessment was created and conducted to not only be accountable to the
directive from the City Council, but also to the community of Golden Valley. The report of the plan and
its assessment aims to provide the following:
• Context to the plan itself.
• Additional insight and perspective of the various equity actions.
• Show the progress and impact of the identified objectives.
Moreover, the information and insight gathered from this assessment will be used to inform the next
iteration of the City of Golden Valley Equity Plan. This assessment and the report are one of many
resources being built into a future equity plan and will play a significant role in an updated structure and
framework.
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5
Methodology
To evaluate the City of Golden Valley 2022 Equity Plan, each department was asked to complete an
assessment in the form of a data and information request. The assessment was drafted by the Equity
and Inclusion (E&I) Manager. With support of the HR Department as well as the City Systems
Subcommittee of the City’s Diversity, Equity, and Inclusion (DEI) Commission, these questions were
edited and adjusted to appropriately reflect needed information to be properly assess the goals and
objectives of the plan.
The assessment was initially presented to the City’s Management Team to inform them about the
assessment and instruct them on how to complete it. Each departmental director was sent the
assessment to complete with their respective departmental leadership and sent back to the E&I
Manager. Another option for departmental leadership was to have the E&I Manager assist in the
completion of the assessment at a departmental leadership meeting. The assessment was broken into
five sections.
Section one and section two used a Likert scale with the following options: strongly disagree, disagree,
agree, and strongly agree. Each Likert scale question also allowed for an “I Don’t Know” selection.
Section one asked prompts related to the Equity Plan and its pillars while section two asked prompts
regarding the Equity Tool. Section three was a status review for each department’s objectives within a
respective pillar of the plan. In this section, each department was instructed to fill-in the coordinating
status within the “Status Review” column and complete questions explaining their status selection.
Section four of the assessment posed two questions on the implementation of the plan. Similarly,
section five posed two questions but, instead, focused on the long-term success of the action taken
when enacting the plan.
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City of Golden Valley 2022 Equity Plan Overview
The City of Golden Valley 2022 Equity Plan is its third iteration of the City’s Equity Plan that has been
adopted for implementation. This plan is comprised of the work conducted through the collaborative
efforts of the City’s Equity Leadership Team, Equity Advancement Team, DEI Commission, E&I Manager,
and additional staff across the City.
The Equity Plan is a guiding document for the City to implement a variety of DEI actions, goals, and
strategies. The plan is also comprised of the Equity Tool and equity approaches that help to inform the
identified objectives. At the center of this plan are the four key pillars: (1) Economic Prosperity for All;
(2) Inclusive Community Engagement; (3) Unbiased Services; and (4) Advancement of Diversity, Equity,
and Inclusion. Within each pillar, the various City departments put forth specific objectives to
accomplish.
Key Pillar 1: Economic Prosperity for All
The City of Golden Valley defines economic prosperity for all as the intentional provision of economic
opportunities and resources for all communities by finding solutions to support economic growth and
inclusion of historically marginalized communities and those facing economic hardship. As an employer
and municipality, the City of Golden Valley is determined to identify and disrupt barriers to economic
inclusion. Below are the outlined objectives with corresponding department:
Objective Department(s)
Create and implement pay parity policy Human Resources
Create a more intentional opportunities for
vendors through updated procurement process
Legal
Human Resources
Community Development
Public Works
Develop recruitment tools and relationships to
increase applications and find talent
Human Resources
Fire
Police
Public Works
Participate in at least one of Hennepin County’s
DBE procurement networking events for small
and emerging businesses
Community Development
Key Pillar 2: Inclusive Community Engagement
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The unique geographic and economic situation of Golden Valley requires the City to use an expanded
definition of community. Beyond residents and business owners, the City is accountable to all people
that come to the City to work, play, worship and commute. This definition of community begs the City of
Golden Valley to develop relationships across municipal boundaries to develop inclusive solution making
processes for all stakeholders. Below are the outlined objectives with corresponding department:
Objective Department(s)
Partner with additional organizations and schools
to educate about public works careers
Public Works
Key Pillar 3: Unbiased Services
The City of Golden Valley seeks to provide intentional access regardless of social identity to all of its
programs and services. Below are the outlined objectives with corresponding department:
Objective Department(s)
Train 100% direct service providers on language
conversion software
Administrative Services
Develop strategies to build relationships with
low-income, linguistically, and culturally diverse
populations
Communications
Develop and implement strategies for
implementing culturally relevant programming
for youth
Parks and Recreation
Implement “Share First” approach through a
public data system
Legal
Develop a Golden Valley Police Department
interactive database
Police
Key Pillar 4: Advancement of Diversity, Equity, and Inclusion
The City of Golden Valley continuously analyzes processes, policies, procedures, and systems for
disparate outcomes and actively seeks opportunities to develop new tools to support sustainable
methods to reduce disparities and increase access. Below are the outlined objectives with
corresponding department:
Objective Department(s)
Assess and revise paid on-call firefighter
recruitment and hiring process to increase event
attendance and applications by 10 percent
Fire
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Complete organizational equity assessment for at
least two departments
Human Resources
Create regular, low-stakes opportunities for staff
to learn and discuss a variety of topics relating to
different social identities
Human Resources
Create two training sessions on equity in land
use/zoning for Planning Commission and City
Council
Legal
Complete and implement organizational equity
assessment
Community Development
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City of Golden Valley 2022 Equity Plan Assessment Findings and Results
Section 1: Equity Plan and Pillars Overview
This section asked departments to gauge their overall familiarity with the Equity Plan and the main
structure of it via the use of key pillars. The two prompts of this sections are the following:
1. My department is familiar with the pillars of the Equity Plan.
2. My department is familiar with their role in implementing various strategies and objectives of
the Equity Plan.
Equity Plan and Pillars Overview Findings and Results:
According to the results, 67% of departments across the City do agree that they are familiar with the
pillars of the Equity Plan. Roughly 22% of departments strongly agree with the familiarity of their role in
implementing the strategies and objectives present in the plan. While there is a sense of agreement
related to the plan itself and the structure of it, some departments disagree and indicated that they
don’t have great familiarity. Although the plan is interwoven into each department and the expectation
was for leadership in those departments to be aware, which should have resulted in full agreement but
didn’t. The lack of full agreement creates concern that the plan and all that is comprised of it was not
communicated consistently and well enough throughout its implementation as well as if a common
point of information like a dashboard could have been beneficial.
My department is familiar with the pillars of the Equity Plan.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
11% 22% 67% 0% 0%
My department is familiar with their role in implementing various strategies and objectives of the
Equity Plan.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 67% 22% 05
Section 2: Equity Tool
This section posed three prompts for departments to measure their familiarity, overall usage, and
assurance of usage with the main resource of the plan, the Equity Tool. The three prompts of this
sections are the following:
1. My department is familiar with the Equity Tool.
2. All contracts and procurement in my department use the Equity Tool.
3. Staff in my department ensure the Equity Tool is used and equity impact is considered in
departmental contracts, procurement, and processes.
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Equity Tool Findings and Results:
Even though more departments may agree of actually using the Equity Tool, there is still some
disagreement with the familiarity of it. This disconnect between familiarity and actual usage creates
concern that while the usage of it may be high that the unfamiliarity could create unintentional misuse
and the tool itself may create more confusion than help.
My department is familiar with the Equity Tool.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
5.5% 22% 56% 5.5% 0%
All contracts and procurement in my department use the Equity Tool.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 78% 11% 0%
Staff in my department ensure the Equity Tool is used and equity impact is considered in
departmental contracts, procurement, and processes.
Strongly Disagree Disagree Agree Strongly Agree Don’t Know
0% 11% 78% 11% 0%
Section 3: Status Review
This section asked for the analyzation of the current status for each department’s objectives within each
key pillar. In this analyzation, it was required for the status review column to be filled in with the
respective text fill-in. Additionally, departments were asked to provide further context regarding its
indicated status in the status review explanation column.
The following are the text fill-in indicators:
• Fully Implemented = each respective department has taken meaningful steps to implement this
objective and has measured the outcomes
• Mostly Implemented = on track for completion
• Minimally Implemented = delayed or encountering challenges with implementation
• Not Implemented = stuck, requires additional support or resolution to get back on track
Key Pillar 1 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Create and implement
pay parity policy.
Human Resources Minimally
Implemented
Begun work at looking on
how to bring in lived
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experience into pay in
addition to using
established practices of
considering educational
and professional
experience. Encountered
both state and federal legal
barriers with additional
approaches to stated
objective, which required a
pause.
Create a more
intentional opportunities
for vendors through
updated procurement
process.
Legal Minimally
Implemented
All contracts that have
come from the legal
department have gone
through updated processes
that included revising
language in request for
proposals (RFP) to ask
about equity impact, share
out contracts to
disadvantaged business
enterprise lists, and using
data that is available.
Established and further
streamlined the Legal and
Equity Review process for
procurement documents
and RFPs. Additionally,
added an Equity
Consideration to Council
Executive Summaries to
further illustrate the impact
to community with
implemented contracts,
procurement processes,
and RFPs.
Human Resources Minimally
Implemented
When request for proposals
RFP) or contracts are
needed, they are submitted
through the Legal and
Equity Review. Data is also
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tracked on which methods
of communication
regarding departmental
contracts and RFPs have
been used and how many
applicants have come from
those methods.
Community
Development
Minimally
Implemented
Updated request for
proposals (RFP) and request
for quotes (RFQ) now
include language that
explicitly asks questions
related to equity whether
that is the applicant
providing their company’s
or businesses’ equity plans,
their process for
subcontracting to
disadvantaged business
enterprise, or providing
examples of how they have
taken steps to creating
equitable impact in their
respective work.
Utilized the process of the
internal Legal & Equity
Review for most contracts,
RFPs, and RFQs.
Public Works Mostly
Implemented
Used the state’s
disadvantaged business
enterprise (DBE) list in the
procurement process to
engage with more
organizations that are
minority owned and
operated. Although this
became part of the process,
the businesses and
organizations that do the
specific work needed are
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not always minority owned
or operated.
Request for proposals were
also redeveloped to ask
contractors to provide their
organization’s or
businesses’ equity plan and
placed importance on
subcontracting with DBEs.
Develop recruitment
tools and relationships to
increase applications and
find talent.
Human Resources Minimally
Implemented
Analyzed pre-employment
screening criteria for bias
and adverse impacts, which
resulted in a change of
vendor. Partnered with
BrookLynk for some
departments and other
internship programs to
create pathways of youth
employment and
experience in public
government work.
Fire Mostly
Implemented
Assessed the 2020/2021
hiring process and
determined specific needs
related to changing testing,
background investigation,
and interview questions.
These changes were
needed as they presented
barriers to specific
populations whether that
was with initially applying
or advancing through the
application process.
Police Mostly
Implemented
Partnered with the National
Latino Peace Officers
Association, Minnesota
Asian Police Officers
Association, National Black
Police Association, and
Somali American Police
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Association to develop
approaches to recruiting
and diversifying police
employment.
Public Works Fully
Implemented
Worked with different
external organizations and
entities such as high
schools, Summit Academy,
and workforce education
training (WET) programs to
recruit, build relationships,
and increase the awareness
of public works as a career
field.
Established an internal
departmental culture that
recruitment is a priority of
everyone, which helped to
shift perspective overall
and bring in new applicants.
Participate in at least one
of Hennepin County’s
DBE procurement
networking events for
small and emerging
businesses.
Community
Development
Minimally
Implemented
Have been aware of events
that occur but have not
connected fully so as to be
invited to participate.
Key Pillar 2 Objective Results
Objective Department(s) Status Review Status Review Explanation
Partner with additional
organizations and
schools to educate about
public works careers.
Public Works Mostly
Implemented
Built and fostered direct
contacts with schools in
Golden Valley and
neighboring cities, which
has brough in an increase in
applications for seasonal
positions but not full-time
roles. These contacts have
also helped to increase
applications from
candidates of color and
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additional marginalized
identities.
Key Pillar 3 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Train 100% direct service
providers on language
conversion software.
Administrative
Services
Fully
Implemented
All direct service staff have
been trained in how to use
Propio Language Services
with communication
provided to all City
employees of how to access
these services when
needed. The services
provide direct translation
and interpreters for over
300 languages.
Develop strategies to
build relationships with
low-income,
linguistically, and
culturally diverse
populations.
Communications Minimally
Implemented
Worked successfully with
Parks and Recreation to
promote the community
garden plots for lower-
income residents and all
plots were reserved. Still
need to develop and use
metrics to gauge what
strategies would be
appropriate for each
department and a
dedicated budget for
services such as translation
of communication
materials.
Develop and implement
strategies for
implementing culturally
relevant programming
for youth.
Parks and Recreation Fully
Implemented
Expanded mobile
programming to reach
underserved
neighborhoods, partners
with northwest suburbs to
expand adaptive
programming for youth and
adults, and explored and
implemented culturally
specific events.
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Implement “Share First”
approach through a
public data system.
Legal Mostly
Implemented
Developed materials and
curriculum to engage
departments about how
systemic racism can be built
into public data systems.
Identified current practices
and polices that uphold
systems of exclusion,
specifically related to
housing and property
deeds.
Develop a Golden Valley
Police Department
interactive database.
Police Not Implemented Looking into several
interactive data dashboards
that can provide
community with crime data
and statistics but have not
yet built or implemented
them.
Key Pillar 4 Objectives Results
Objective Department(s) Status Review Status Review Explanation
Assess and revise paid
on-call firefighter
recruitment and hiring
process to increase
event attendance and
applications by 10
percent.
Fire Mostly
Implemented
Assessed current model of
on-call and made changes
to a duty crew model. This
change and the marketing
of this change has steadily
increased the applications
but not exactly by 10
percent. Additionally, a
change in radius
requirements to 12 minutes
has expanded the pool of
candidates.
Complete organizational
equity assessment for at
least two departments.
Human Resources Not Implemented Assessment and alignment
plans were created in 2022
with a plan to complete
them with City
Management and
Community Development,
but were never finished.
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Create regular, low-
stakes opportunities for
staff to learn and discuss
a variety of topics
relating to different
social identities.
Human Resources Mostly
Implemented
Topical training and
employee engagement
opportunities were done
through the internal Equity
Advancement Team.
Assessments to gauge
audience engagement or
comprehension need to be
developed.
Create two training
sessions on equity in
land use/zoning for
Planning Commission
and City Council.
Legal Minimally
Implemented
Partnered with American
Planning Association and
Just Deeds to develop the
overall training program.
Hired an outside consultant
to lead the curriculum
development of the
training.
Established future plans of
piloting the training in Twin
Cities metro cities before
expanding to other cities.
Complete and
implement
organizational equity
assessment.
Community
Development
Not Implemented Unaware of this specific
objective and no
assessment tool was
indicated, provided, or
assigned to this objective.
Section 4: Reflection on Plan Implementation
In the fourth section, departmental leadership were asked to answer questions related to the Equity
Plan implementation. This section posed the following two questions to be answered as it pertains to
their respective department:
• Question 1: Describe a time when you felt the implementation of these objectives went well.
What made it possible?
• Question 2: Beyond funding, staff and time, name 1-2 tools, resources, or working behaviors
that would have been helpful when implementing these objectives.
Below are identified themes and trends for each question:
• Questions 1:
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o A shift in thinking, perspective, and culture about the benefits and advantages of
focusing on the needs of specific communities.
o Recognition and then active removal of barriers at play, especially as it relates to
recruitment of employees.
• Questions 2:
o Having clear and specific measurable objectives that could be then measured.
o Better cross-departmental collaboration, connection, and communication.
o Ease of access to data and processes in place to collect data that can be easily
disaggregated.
Section 5: Preparing for Long-Term Success
In the last section, departmental leadership were asked to answer questions related to the long-term
success of actions taken during the implementation of the Equity Plan. This section posed the following
two questions to be answered as it pertains to their respective department:
• Question 1: Think about who benefited from your department’s equity actions to date, and why.
What is different for people, and how can we build on that momentum in the next action plan?
• Question 2: Think about the next 2 years as your department identifies and implements further
equity actions. Name 1-2 challenges that may affect the implementation as well as how this
might have unintended consequences internally with employees and externally with community
members.
Below are identified themes and trends for each question:
• Question 1:
o Youth benefited when programs and engagement were centered on specific needs of
transportation, location, and cost.
o Departments and, in turn, staff benefited when initiatives and action were primarily
focused on efforts of recruitment.
o Some departments were unable to evaluate the impact to people or community
because no identified method was established at the creation of the equity action.
• Question 2:
o Not having proper tools and resources to implement actions, incorporate equity
perspectives, and gather and assess data.
o Accessing community and community input in an empowering and collaborative
manner.
o Change in staffing and knowledge retention, especially with general turnover and an
increase in retirement.
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City of Golden Valley 2022 Equity Plan Assessment Conclusions and
Recommendations
Conclusions
The Diversity, Equity, and Inclusion Commission (DEIC) and the Equity and Inclusion (E&I) Manager
collaboratively reviewed the assessment results. From the conducted review, the following areas of
success and opportunity for growth were identified:
• Areas of Success
o Establishing and fostering partnerships or relationships with external partners,
especially as it relates to recruitment, has shown to increase interest and applications.
o Adjusting requirements and providing opportunities so as to remove named and
identified barriers has increased participation and engagement as well as shifted
perception of that field of work in a positive manner.
o Identifying needs at the beginning and then building and/or adjusting resources,
services, and opportunity to directly aim at that need.
o When executed, collaboration across departments allowed for named outcomes,
actions, and results to be more dynamic and culturally responsive.
• Areas of Opportunity for Growth
o Providing stronger, more structured community engagement efforts that aim to move
community into decision making roles, whether City-wide or departmentally.
o Having intentional time, focus, and money dedicated to DEI efforts and actions that are
relevant and reflective of that department’s work and responsibilities.
o Use and implement assessment and evaluative tools, data and databases, and project
management to make informed and equity-focused decisions.
o Building in methods that directly assess and address who and how they are impacted by
the identified equity action.
While the GV Equity Plan itself does provide some guidance and grounding, it falls short in various ways
and in its overall implementation including the execution of each departmental objective. Although
department staff had a strong familiarity with the plan’s structure, many did not fully implement their
respective objectives. In the creation of the departmental objectives, staff either included vague
measurable outcomes or none at all, which created restrictions in accurately assessing their specific
work. As a result, it has led to ambiguous paths of accountability as well as required an alternative and
less effect manner of evaluating the success of the plan. Altogether, this illustrates a disconnect that
could come from shortcomings in communication of the plan, financial underinvestment for each
objective, deficiencies in cross-departmental collaboration and communication, and lack of command of
the responsibilities to implement each action.
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Recommendations
Future equity plans must be taken seriously and seen as an essential way of operating a city. Whether it
is from City Council or each department, to not view and implement a plan with both resolve and
resoluteness can have negative human consequences, further the mistrust of government, and create
clear disconnect from stated City values. Additionally, forthcoming equity plans and objectives must be
clear about their baseline of measurement and what inequities are addressed such as racial equity,
gender equity, health equity, and the like. With structure, accountability, cocreation, and clarity of
purpose and responsibility, plans such as these can become beacons of change, provide and create long
lasting impact, and move away from norms that are dangerous and harmful to norms that center
compassion, empathy, and liberation.
Taking this into consideration, the DEIC and E&I Manager jointly crafted the following
recommendations:
Overarching Equity Plan Recommendations:
1. Identify stakeholders with the work of the City and have pathways of involvement for
collaboration, decision making, and implementation.
2. Collaborate with City commissions and community members as well as use tools such as the
Inclusive Holiday and Cultural Calendar and International Association for Public Participation’s
(IAP2) Spectrum of Public Participation2 to have a holistic approach to developing and
implementing equity actions.
3. Create attainable measurable outcomes for each department’s established equity action with
built-in baselines of measurement and manners of evaluation for stated outcomes.
4. Establish explicit and defined financial investment both departmentally and City-wide to
implement equity actions and initiatives.
5. Determine specific roles or leaders, internally and externally, for each equity action and its
objectives with designated responsibilities to have more structured accountability,
collaboration, and completion.
Department Specific Recommendations:
1. Provide consistent, continuous, and clear communication about the Equity Plan to City
employees and community using various communication tools such as the newsletter and
accessible dashboards from the Equity Team.
2 International Association for Public Participation: Quality Assurance Standard for Community and Stakeholder
Engagement
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2. Have communication, whether internal or external, be an integral and inseparable component
of equity actions and initiatives to communicate challenges, successes, and results to both
employees and community via established communication channels.
3. Make established equity actions and initiatives be appropriately reflective of departmental
responsibilities and use a departmentally reflective equity lens to establish stated actions.
4. Reframe and continue training related to applying and using the Equity Tool and institute
measures of accountability tied to this tool.
5. Create a procurement process that is well structured to incorporate and involve Disadvantaged,
Minority, Women, Emerging, and Small Businesses (DMWESB) as well as bolstered through an
updated maintained city vendor system.
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APPENDIX C:
CEI City of Golden Valley Racial Equity Dividends Index Report
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PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
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City of Golden Valley
2023 OVERALL SCORE: 25.8 out of 100 points
2023 PERCENTILE (ALL ORGANIZATIONS): 45%
2023 PERCENTILE (PEER ORGANIZATIONS): 58%
Introduction
By completing the 2023 Racial Equity Dividends Index for the Public Sector survey, you and your
organization have taken an important step to assess your progress toward building and benefitting
from the dividends of racially equitable workplaces and communities.
The Center for Economic Inclusion developed the Racial Equity Dividends Index for the Public Sector
for city, county, and other local governments. The score report includes your organization’s full set of
answers accompanied by quantitative scoring and peer comparison with other participating
organizations to give leaders in government a clear sense of current progress and future opportunities
for inclusive, antiracist action, leveraging local governments’ power as employers, service providers,
and policymakers.
Thank you for being a partner in the goal of building racially equitable and inclusive workplaces in
Minnesota.
Scoring
All 67 multiple-choice questions about racial equity standards in the survey are weighted equally and
scored out of 100 possible points. Organizations score full points for each “Yes” answer given,
indicating the presence of a racial equity standard, and zero points for other answers. Questions with
answers of “not applicable” are excluded from scoring. Racial equity outcomes data related to
workforce demographics and procurement spending are included for comparison purposes and do not
affect an organization’s score.
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PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
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Table of Contents
Peer Comparison ............................................................................................................................... 3
City of Golden Valley Score Overview .............................................................................................. 3
Dimensions of the Racial Equity Dividends Index ........................................................................... 4
Leadership ............................................................................................................................... 4
Hiring ....................................................................................................................................... 6
Culture, Retention, & Advancement ......................................................................................... 8
Racial Equity Outcomes Data: Workforce .......................................................................... 10
Procurement .......................................................................................................................... 12
Racial Equity Outcomes Data: Procurement ...................................................................... 14
Budgets & Finance................................................................................................................. 15
Community & Economic Development ................................................................................... 16
Workforce Development ......................................................................................................... 17
Housing, Transportation, & Land Use..................................................................................... 18
Public Safety .......................................................................................................................... 19
Public Policy .......................................................................................................................... 21
Recommendations ........................................................................................................................... 22
Case Study ....................................................................................................................................... 22
About the Index ................................................................................................................................ 23
Next Steps ........................................................................................................................................ 23
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Peer Comparison
This score report benchmarks City of Golden Valley’s scores against other participating Small Cities.
PEER DEMOGRAPHICS Resident
population
Resident racial demographics Full-time
employees
Government
Type
Small Cities 36,493 23.4% Black, Indigenous,
Hispanic, or Asian
191 City
City of Golden Valley 22,247 16.2% Black, Indigenous,
Hispanic, or Asian
130 City
INDEX SCORE COMPARISON
City of Golden Valley Score Overview
17 out of 67 racial equity standards fully in place Yes Somewhat Somewhat less No
Not sure Not applicable
25.8
25.1
29.3
0 10 20 30 40
C ity of Golden Valley
Peer Average:
Small C ities
All Partic ipating Organizat ions
0%
20%
40%
60%
80%
100%
Leaders hip Hiring
Cultur e,
Retention, &
Adva nc ement Proc urement
Budge ts &
Finance
Community &
Econom ic
Development
W or kforce
Dev elopme nt
Housing,
Transporta ti on
& Land Us e Publi c S afety Publi c P ol icy
Share of racial equity standards4 of 7 1 of 63 of 90 of 31 of 41 of 50 of 73 of 12 3 of 10 1 of 4
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Dimensions of the Racial Equity Dividends Index
LEADERSHIP
Your Score: 3 out of 12 (peer average: 2.8) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
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?
Does your government participate in cross-
sector partnerships or civic organizations
that have explicit goals to reduce racial
inequities and support racial equity?
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 91% of peers took this action
We provide annual budgets for internal teams working on
racial equity, diversity, and inclusion 64% of peers took this action
We have identified at least one executive sponsor for internal
teams working on racial equity, diversity, and inclusion 64% of peers took this action
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?
58%33%8%
42%42%8%8%
36%55%9%
33%42%25%
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Does your organization regularly publish data
on the demographics of your workforce
disaggregated by race and ethnicity?
Does your organization currently have an
organization-wide racial equity strategy?
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/Latine, and Asian communities, in order
to incorporate their perspectives throughout?
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?
Does your organization follow a consistent
process to measure community satisfaction
with services, disaggregating resident
perspectives by race, and take action to improve
services?
Has your organization conducted a racial
equity assessment within the past 3 years?
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?
33%33%33%
25%33%42%
25%8%58%8%
8%50%8%33%
8%33%42%17%
8%17%75%
42%50%8%
86
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Does your organization's senior leadership
reflect the current racial demographic of your
region?
Leadership demographics match or exceed regional demographics
for:
Black 0% of peers answered yes
Indigenous 0% of peers answered yes
Hispanic 8% of peers answered yes
Asian 17% of peers answered yes
White 100% of peers answered yes
HIRING
Your Score: 4 out of 7 (peer average: 2.9) Yes Somewhat No Not sure
Question Your
Answer Peer Answers
Does your organization publish salary
information for job postings?
Has your organization eliminated the use of
prior salary information to inform pay and hiring
decisions?
25%75%
100%
75%17%8%
87
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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 100% of peers took this action
Consistently creating racially diverse hiring committees 25% of peers took this action
Focusing background checks on job-specific factors 92% of peers took this action
Implementing second-chance hiring practices 33% of peers took this action
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?
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/Latine, and/or
Asian people?
Does your organization set enterprise-wide
goals for hiring, retaining, and advancing
Black, Indigenous, Hispanic/Latine, and Asian
workers 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 42% of peers took this action
We set goals across our organization for retaining employees
of color 8% of peers took this action
We set goals across our organization for promoting
employees to produce racially diverse leadership teams 8% of peers took this action
We take action to hold leadership accountable for meeting
these goals 0% of peers took this action
Does your organization require hiring managers
to consider a racially diverse slate of
candidates during the application and interview
stages?
50%50%
42%50%8%
17%75%8%
8%33%58%
100%
88
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CULTURE, RETENTION, & ADVANCEMENT
Your Score: 3 out of 10 (peer average: 1.8) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
Does your organization provide benefits to all
full-time employees?
Benefits provided by your organization:
Health insurance 100% of peers provide this benefit
Paid leave 100% of peers provide this benefit
Paid family leave 92% of peers provide this benefit
Access to a retirement account 100% of peers provide this benefit
Does your organization have clear standards for
promotions that are shared with all employees?
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 92% of peers took this action
We offer all non-exempt employees the opportunity to work
full-time if desired 17% of peers took this action
We provide all non-exempt employees a minimum number of
hours per week 50% of peers took this action
Does your organization regularly survey
employees about their sense of belonging and
equity in the workplace, disaggregate results by
race, and share insights with employees?
Actions your organization currently takes:
We have surveyed employees about their sense of belonging
and inclusion in the past two years 67% of peers took this action
100%
33%50%17%
8%92%
8%67%25%
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We have disaggregated survey results by race 17% of peers took this action
We have shared insights from employee surveys back with
employees 58% of peers took this action
Does your organization pay all employees a
family-sustaining wage for Minnesota?
Note: 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.
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?
Does your organization measure employee pay
by race and ethnicity at least once per year and
taken action to ameliorate any pay gaps between
workers in similar roles with equivalent skills,
experiences, and qualifications?
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?
Does your organization provide formal
mentorship opportunities specific to Black,
Indigenous, Hispanic, and/or Asian workers ?
Does your organization offer regular learning
opportunities for staff to understand and
apply antiracist practices to their work and
make efforts to increase organization-wide
participation?
8%42%33%17%
8%17%75%
8%92%
83%17%
9%91%
75%25%
90
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Racial Equity Outcomes Data: Workforce
The following section displays data on racial equity outcomes within your organization across several critical
dimensions. Workforce-related data includes the racial demographics of your organization's workforce and
leadership, number of workers earning a family sustaining wage, and hiring, retention, and promotion rates
by race and ethnicity compared with peers.
Workforce by Race and Ethnicity12
1 Population data for the City of Golden Valley comes from the 2021 5-Year American Community Survey
2 0.5% of Supervisors in this peer group identify as Two or more races and 0.4% identify as Unknown/Other. 0.1% of Full -time staff in this peer
group identify as Indigenous.
3%
5%
1%
3%
2%
8%
4%
3%
5%
20%
8%
10%
5%
6%
1%
5%
2%
2%
4%
3%
3%
1%
10%
1%
8%
2%
5%
2%
6%
4%
2%
0.6%
0.4%
0.3%
1%
1%
0.6%
0.2%
4%
2%
0.6%
5%
5%
2%
0.2%
22%
10%
17%
9%
18%
84%
80%
68%
80%
78%
85%
94%
85%
76%
100%
69%
83%
72%
0%10%20%30%40%50%60%70%80%90%100%
C ity of Go ld en Val ley
Po pulati on
C ity of Go ld en Val ley
Peer Gr oup:
Smal l Cities
C ity of Go ld en Val ley
Peer Gr oup:
Smal l Cities
C ity of Go ld en Val ley
Peer Gr oup:
Smal l Cities
C ity of Go ld en Val ley
Peer Gr oup:
Smal l Cities
C ity of Go ld en Val ley
Peer Gr oup:
Smal l Cities
C ity of Go ld en Val ley
Peer Gr oup:
Smal l CitiesElected LeadersExecutive LeadersSupervisorsFull-timePart-timeContingentAsian Blac k H ispanic Indigenous Mid dle Eastern or N orth Afric an T wo or m ore rac es U nknow n / Ot her Wh iteBenchmark
91
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City of Golden Valley Workforce by Race and Ethnicity
Asian Black Hispanic Indigenous Middle Eastern
or North African
Two or more
races Unknown White
(non-Hispanic)
Elected leaders 0 1 0 0 0 0 0 4
All senior appointed
leaders 0 1 1 0 0 0 0 8
All managers of at least
1 full-time employee 0 3 4 0 0 0 0 41
All permanent
full-time employees 4 7 7 0 0 2 0 110
Permanent
part-time employees 0 0 0 0 0 0 0 2
Contingent workers 10 9 10 1 0 13 0 207
Hiring, Promotion, and Departure rates by Race and Ethnicity3
Percent of Employees Earning a Family-Sustaining Wage by Race and Ethnicity)4
3 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.
4 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.
3%
3%
5%
5%
6%
6%
8%
5%
5%
5%
5%
4%
6%
1%
16%
6%
3%
5%
16%
6%
6%
6%
8%
4%
0.6%
4%
2%
2%
12%
1%
0.2%
10%
14%
11%
84%
85%
74%
74%
71%
72%
68%
74%
0%10%20%30%40%50%60%70%80%90%100%
City of Gold en Valley
Populat ion
City of Gold en Valley
Workforce
City of Gold en Valley
Peer G ro up:
Small Cities
City of Gold en Valley
Peer G ro up:
Small Cities
City of Gold en Valley
Peer G ro up:
Small CitiesHiringPromotionsDepartures
Asia n Bla ck Hispan ic In dige no us M id dl e Ea stern or North African Two o r mo re r ace s Unkn own / Oth er W hiteBenchmark
100%100%100%
0%
100%
0%
99%
78%
69%
80%
100%
67%
50%
79%
0%
20%
40%
60%
80%
100%
Asia n Blac k Hispa nic Indige nous Two or m or e
ra ces
Unknown /
Other
W hi te
City of Gol den Vall ey
Peer Gr oup:
Smal l C iti es
92
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PROCUREMENT
Your Score: 0 out of 7 (peer average: 0.3) Yes Somewhat No Not sure
Question Your
Answer Peer Answers
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 has taken:
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 25% of peers took this action
We have taken action to lower our minimum threshold for
suppliers’ annual revenue 8% of peers took this action
We have taken action to adjust insurance requirements 17% of peers took this action
We have taken action to simplify submittal processes for bids
from suppliers 42% of peers took this action
We pay most or all of our suppliers on a monthly basis 75% of peers took this action
Does your organization have a Minority
Business Enterprise (MBE) procurement
strategy with measurable goals?
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?
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?
25%58%17%
17%83%
17%83%
8%92%
93
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Does your organization regularly collect and
share data internally on the racial diversity of its
suppliers?
Does your organization measure the racial
diversity of its Tier 2 suppliers?
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?
100%
100%
100%
94
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Racial Equity Outcomes Data: Procurement
The following section displays data on racial equity outcomes across several critical dimensions.
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.
Procurement spending with Black, Indigenous, Hispanic, or Asian -owned businesses5
City of Golden Valley Procurement spending with Black, Indigenous, Hispanic, or Asian -owned
businesses
Total number of suppliers 1,375
Total number of suppliers that are owned by Black, Indigenous,
Hispanic, or Asian individuals not provided
Total number of suppliers that are owned by White individuals not provided
Total number of suppliers with unknown business ownership 1,375
Total spend $36,683,449
Total spend with businesses owned by Black, Indigenous, Hispanic, or
Asian individuals not provided
Total spend with businesses owned by White individuals not provided
Total spend with businesses of unknown ownership $36,683,449
5 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 s pend data displays the percentage of all
procurement spending going to businesses owned by Black, Indigenous, Hispanic, or Asian-owned businesses within the past year.
5.9%
6.7%
86.7%
86.9%
7.3%
6.9%
100%
100%
100%
100%
0%10%20%30%40%50%60%70%80%90%100%
State of Minne sot a
Minnea pol is-St. P aul
Metro Area
City of Golde n Va lle y
Pe er Group:
Sma ll Ci tie s
City of Golde n Va lle y
Pe er Group:
Sma ll Ci tie sSuppliersTotal spendBlac k, I ndigenous, Hispanic , or Asian-owned businesses
Wh ite-ow ned bus inesses
Unknow n or Unc lassifiable business ownershipBenchmark:Business Ownership95
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BUDGETS & FINANCE
Your Score: 1 out of 5 (peer average: 0.4) Yes Somewhat No Not sure
Question Your
Answer Peer Answers
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?
Do you analyze and act to mitigate the impacts
of taxes, fines, fees, and other revenue-
generating activities on Black, Indigenous,
Hispanic/Latine, and Asian communities?
Do you proactively seek input from Black,
Indigenous, Hispanic/Latine, and Asian
communities in the early stages of developing
your operating and capital budgets?
Do you have a standardized process for
analyzing the impact of potential budgets on
Black, Indigenous, Hispanic/Latine, and Asian
communities (often described as a budget equity
tool)?
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?
20%50%30%
17%8%75%
8%83%8%
100%
83%17%
96
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COMMUNITY & ECONOMIC DEVELOPMENT
Your Score: 1 out of 4 (peer average: 1.2) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
Do you have community development
programs that explicitly seek to support
stronger social capital ties, resident voice,
and neighborhood improvements in Black,
Indigenous, Hispanic/Latine, Asian, and other
historically disinvested communities?
Are your economic development job creation
subsidies only available to companies that
create jobs that pay family-sustaining wages
or a similar wage threshold?
Note: 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.
Does your organization have initiatives to
support entrepreneurship and business
development among Black, Indigenous,
Hispanic/Latine, Asian, and other communities
historically underrepresented in business
ownership?
Does your organization analyze the racial
demographics of business owners receiving
your economic and business development
services on at least an annual basis?
42%25%33%
40%20%40%
27%55%18%
17%17%25%33%8%
97
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WORKFORCE DEVELOPMENT
Your Score: 0 out of 3 (peer average: 0.2) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
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 25% of peers took this action
Most or all of our workforce development programs
disaggregate survey results by race 50% of peers took this action
We use survey results to guide future partnerships and job
placements, across all or most of our workforce development
programs 50% of peers took this action
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/Latine, Asian, and other
historically underrepresented communities for job
opportunities?
Do your workforce development initiatives
prioritize placing participants into jobs that
pay family-sustaining wages?
Note: 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) but alternative family-
sustaining wage definitions also exist.
25%25%50%
10%50%40%
75%25%
98
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HOUSING, TRANSPORTATION, & LAND USE
Your Score: 3 out of 9 (peer average: 3.1) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
Does your organization have a zoning code that
allows for higher density construction near
commercial and transportation corridors and
job centers?
Do your transportation-related capital investments
include dedicated programs using own-source
revenue to expand and improve alternatives to
single-occupancy cars for residents?
Does your organization take action to reduce
cost burdens for low-income users of public
transportation, including through reduced fare
programs, subsidies, and more?
NA
Does your organization have programs to offer
homeownership opportunities for first time
homebuyers, including through loans and grants,
and analyze program participation by race?
Does your jurisdiction require inclusionary
zoning for housing projects developed with
city funding or in-kind contributions, such as land
or infrastructure investment?
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?
100%
58%25%8%8%
43%43%14%
40%30%30%
33%42%25%
25%67%8%
99
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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?
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?
Does your jurisdiction provide a legal right to
counsel for tenants facing eviction?
PUBLIC SAFETY
Your Score: 1 out of 4 (peer average: 2.3) Yes Somewhat Somewhat less No Not sure
Question Your
Answer Peer Answers
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 strictly limit the use of deadly force 100% of peers took this action
Require that officers be regularly trained in de-escalation
tactics 100% of peers took this action
Affirm that officers have an affirmative duty to intervene to
stop any officer from engaging in excessive force 100% of peers took this action
Affirm that officers have an affirmative duty to render medical
aid when needed 100% of peers took this action
Require that officers receive training on the use-of-force policy
on an annual basis 100% of peers took this action
17%25%50%8%
17%25%50%8%
27%55%18%
100%
100
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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?
Does your government have programs and staff
focused on diversion opportunities from the
criminal justice system and towards care-based
services?
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 33% of peers took this action
Racially disaggregated data on internal and external
complaints about police conduct 8% of peers took this action
Racially disaggregated data on arrests 25% of peers took this action
Racially disaggregated data on traffic and pedestrian stops 25% of peers took this action
We publish data on some of the categories above, but not
disaggregated by race 42% of peers took this action
67%25%8%
45%45%9%
17%17%42%17%
101
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PUBLIC POLICY
Your Score: 1 out of 6 (peer average: 1.4) Yes Somewhat No Not sure
Question Your
Answer Peer Answers
Has your organization identified racial equity as
a public policy priority?
Do you have a strategy to seek input from
residents, particularly Black, Indigenous,
Hispanic/Latine, and Asian residents on local
ordinance development?
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/Latine,
and Asian communities?
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)?
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?
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/Latine,
Asian, and other communities of color?
83%8%8%
42%33%25%
9%36%45%9%
8%75%17%
67%25%8%
50%50%
102
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Recommendations
• The City of Golden Valley can build more racially diverse teams by setting organization-
wide goals for hiring, recruitment, and promotion of Black, Indigenous, Hispanic, and
Asian employees and holding leadership accountable to them. Golden Valley leads peers
in racially equitable hiring swith 4 of 7 racial equity standards in place but does not yet set
goals for racially diverse hiring, something 42% of peers have started. Committing to hire,
retain, and promote more workers of color so that employees’ demographics better match the
demographics of residents can allow Golden Valley to build a city workforce that benefits from
diverse perspectives and contributes to inclusive growth.
• The City of Golden Valley can collect data and set goals for increasing the racial
diversity of suppliers to benefit from innovative ideas. Similar to peers, Golden Valley has
opportunity to grow in Procurement with no supplier demographic data provided in the Index
and none of the seven racial equity standards in place. One opportunity is to begin gathering
data on the racial diversity of existing suppliers and setting goals for increased investment,
which can help Golden Valley benefit from promising new ideas and reach new markets for
trusted partnerships.
• The City of Golden Valley can strengthen existing services by having 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. Similar to peers, Golden Valley has opportunity to grow in
Workforce Development with none of 3 racial equity standards fully implemented. Surveying
participants of workforce development programs and disaggregating results by race, something
50% of peers already do, can help identify any potential disparities and ensure continuous
improvement of participants’ experience.
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
103
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businesses,” and providing technical assistance to diverse vendors around capital access and
announcement of contracts.
Visit these links for more information about this case study.
About the Index
The 2023 Racial Equity Dividends Index for the Public Sector (Public Sector Index) is designed to
support leaders in city and county governments in their efforts to build racially equitable workplaces
and communities.
The Public Sector Index was developed by the Center for Economic Inclusion and draws from the
insights of expert practitioners and organizations at the forefront of racial equity in local governments,
including PolicyLink, Brookings Metro, the Harvard Institutional Antiracism and Accountabilit y Project,
the Urban Institute, the Government Alliance on Race and Equity, academic researchers, and others.
Center staff selected and defined standards that are recognized as policies and practices that support
tangible progress towards racially equitable outcomes within local governments.
The structure of the Public Sector Index has been adapted from the Center’s Racial Equity Dividends
Index for the Private Sector, which launched in 2022, and has been adjusted to reflect the unique
structure and responsibilities of public sector organizations. 2023 marks the launch of the Public Sector
Index for city and county governments in Minnesota. The Public Sector Index will be distributed
annually going forward.
Next Steps
We hope that this 2023 Racial Equity Dividends Index score report provides you a clear assessment of
the opportunities to take meaningful actions to strengthen relationships and improve outcomes for
Black, Indigenous, Hispanic, Asian, and White employees, suppliers, and communities.
The Center for Economic Inclusion equips public- and private-sector leaders and employers with the
knowledge and tools to build, scale, and institutionalize anti-racist workplaces. Through purposeful,
research-driven action, our mission is to close racial wealth gaps and build racially equitable and
inclusive regional economies. Our team of activators and strategists leverage data, insights, and
wisdom from Black, Indigenous, Hispanic, and Asian communities to fulfill your vision for an
organization that is good for your employees, customers, and the communities you serve.
Contact our team for support with learning more about your Racial Equity Dividends Index score, to
develop strategies for moving from awareness to action and accountability, or to participate in one of
our learning programs at action@centerforeconomicinclusion.org.
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APPENDIX D:
Continuum on Becoming an Anti-Racist and Multicultural Organization
105
106
19
APPENDIX E:
Equity Plan Context Definitions
107
20
Supplementary Context Definitions
The following terms and their meanings provide additional context to the Equity Plan as well as ensure
common language and understanding.
Access/Accessibility
Practice of making information, activities, and/or environment functional, meaningful, and usable for all
people with consideration of ability/disability, language, learning, and cultural responsiveness.
Anti-racism
Actively and consciously opposing racism in any forms, including, but not limited to, economic, political,
social, and cultural racism.
Belonging
The feeling of security and support when there is a sense of acceptance, inclusion, and identity.
Bias
A disproportionate weight in favor of or against an idea, thing, person, or group, usually in a way that is
prejudicial and unfair. Biases can be innate or learned.
• Unconscious/Implicit Bias: Attitudes and stereotypes that influence judgment, decision-making,
and behavior in ways that are outside of conscious awareness and/or control. Typically
expressed automatically without much awareness.
• Conscious/Explicit Bias: Overt negative attitudes and stereotypes expressed openly and
knowingly held.
BIPOC (Black, Indigenous, and People of Color)
Use of this acronym recognizes the collective experiences of systemic racism. It is meant to emphasize
the hardships faced by Black and Indigenous people and to acknowledge that not all People of Color face
the same levels of injustice.
Culture
A set of agreed-upon expectations or systems of norms that influence how individuals or the community
as a whole act or behave.
• Objective Culture: The artifacts and institutions created by a group of people, reflected in areas
such as art, architecture, literature, dance, holidays, and collective history.
• Subjective Culture: Patterns of interpretations (values, beliefs, perceptions) and behavior
learned from one’s group that guides individual and group activity.
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Disparity
A pattern of differences in outcomes and impacts across social identity groups.
Inequity
A pattern of differences in outcomes and impacts that are systemic, avoidable, unnecessary, and
unjust across social identity groups. These patterns or differences ultimately create negative impact and
effect across various life determinants, especially when coupled together.
Intersectional/Intersectionality
Interactive effect of various forms of discrimination and oppression based on social identities or
categorization, which creates specific challenges, disadvantages, and inequities unique to the
interconnected identities or lived experiences. For example, a Black woman in America experiences
gender inequities differently to white woman and racial inequities differently to a Black man because of
being at the crossroads of gender and race, which creates a unique and qualitatively different oppression
and outcomes.
Racial Equity
A condition in which the race of an individual and/or group is no longer a predictor of outcomes. It is also
a process and practice with which intentional and continual changes are made to eliminate disparities
across both race and ethnicity.
Racism
Belief and action, based on skin color, that one group of people is superior to others.
• Individual/Interpersonal Racism: Conscious or subconscious racially biased beliefs, attitudes,
and actions that influence interactions and perception of other people.
• Institutional Racism: Implicit and explicit policies, practices, and procedures within an
organization/institution (i.e., City of Golden Valley, University of Minnesota, Department of
Human Services, HealthPartners, Affinity Plus Credit Union, etc.), that create different outcomes
for different racial groups. Typically, this is to the benefit of white people and to the detriment of
people of color.
• Internalized Racism: Conscious and subconscious acceptance or belief in negative messages,
stereotypes, and biases about one’s own race or racial group.
• Structural Racism: Implicit and explicit racial inequities across organizations/institutions (i.e., city
government + bank + realtor + insurance + racial covenants = structural) inclusive of policy,
practices, procedures, history, and culture. This creates an interconnection of racial inequities
reinforced by organizational/institutional norms (past and present), which can also reproduce
old and create new forms of racism.
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22
• Systemic Racism: Implicit and explicit policies, practices, and procedures that are within and
across organizations/institutions (i.e., K-12 school + university = educational system, or primary
care physician + pharmacy = healthcare system), which create and perpetuate racial inequities.
Focus Area Context Definitions
Below are the terms used throughout the Equity Plan and their practical applications.
Accountability
Who oversees, implements, and helps guide the related action.
Action
Specific approach and/or initiative to implement to achieve the desired outcome.
Connections
Relationship to related frameworks, plans, or assessments.
See “Development Process” in Executive Summary for detail about connected plans and frameworks.
Outcome
What is to be accomplished related to each identified focus area.
Stakeholders
Who should or needs to be in partnership with the related action to ideate, collaborate, implement, and
more.
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APPENDIX F:
Demographic Data and Information
111
24
As stated before, the following information helps provide a picture of Golden Valley across various data
points. It should be noted that common demographics related to sexuality and gender identity are
generally unavailable at a city jurisdiction level and are thus not reflected.
Housing
Race
3 Data USA
4 Mapping Prejudice
5 USA Census
Homeownership and Renting3
74.2% - Homeowners
• 75.5% - White
• 19.1% - Hispanic and Latino/a/e
• 13.6% - Black or African American
• 6.3% - Asian
• 3.0% - Multiracial
• 1.3% - American Indian and Alaska Native
• 0.3% - Native Hawaiian and Pacific Islander
25.85% - Renters
Housing Types
• 59.66% - Single-Family Detached
• 32.22% - Multi-Family
• 4.42% - Single-Family Attached
• 3.7% - Townhome
Racial Covenants4
• 1,604 homes in Golden Valley had or still maintain a
racial covenant within their deed
Racial Demographics5
• 83.5% - White
• 5.07% - Black or African American
• 4% - Multiracial
• 3.47% - Hispanic and Latino/a/e
• 3.05% - Asian
• .62% - American Indian and Alaskan Native
• .22% - Additional Race
74%
26%
HOUSING
Homeownder Renters
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25
Sex Assigned at Birth (Note: No data beyond binary sex)
6 Minnesota Compass
83.50%
5.07%
4.00%
3.47%
3.05%
0.62%
0.22%
0.03%
0.00%20.00%40.00%60.00%80.00%100.00%
White
Black or African American
Multiracial
Hispanic and Latino/a/e
Asian
American Indian and Alaskan Native
Additional Race
Native Hawaiian and Pacific Islander
RACE
White
Black or African American
Multiracial
Hispanic and Latino/a/e
Asian
American Indian and Alaskan Native
Additional Race
Native Hawaiian and Pacific Islander
• .0315% - Native Hawaiian and Pacific Islander
Sex Assigned at Birth Demographics6
• 53.0% - Female
• 47.0% - Male
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26
Socioeconomics (Median Household Income)
Education
Age
7 Minnesota Compass
5.10%4.50%4.30%
3.20%
5.00%
13.30%
14.60%
11.90%
16.30%
11.00%
5.80%5.20%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
Under
5
5-9 10-14 15-17 18-54 25-34 35-44 45-54 55-64 65-74 75-84 85 and
older
AGE
Under 5
5-9
10-14
15-17
18-54
25-34
35-44
45-54
55-64
65-74
75-84
85 and older
Socioeconomics Demographics
• 21% - Under $50k
• 24% - $50-100k
• 32% - $100-200k
• 23% - Over $200k
Educational Attainment Among Adults7
• 97.1% - High School Graduate or Higher
• 60.5% - Bachelor’s Degree or Higher
• 36% - Bachelor’s Degree
• 24.6% - Graduate or Professional Degree
• 23.4% - Some College or Associate Degree
• 13.2% - High School Diploma or GED
• 2.9% - Less than High School Education
21%
24%
32%
23%
SOCIOECONOMIC
Under $50k $50-100k
$100-200k Over 200k
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27
Age8
4.4% - Under 5 Years 4.8% - 5-9 Years
• 4% - Asian
• 15% - Black
• .10% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 55% - White
• 22% - Multiracial
• 2.9% - Additional Race
• 5.05% - Asian
• 11% - Black
• .47% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 60% - White
• 19% - Multiracial
• 4.5% - Additional Race
5.5% - 10-14 Years 5.2% - 15-19 Years
• 5.03% - Asian
• 11.54% - Black
• .41% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 65% - White
• 15% - Multiracial
• 2.9% - Additional Race
• 6.35% - Asian
• 10.4% - Black
• .69% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 66% - White
• 15.3% - Multiracial
• 17.2% - Additional Race
4.3% - 20-24 Years 4.7% - 25-29 Years
• 7% - Asian
• 10.2% - Black
• .21% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 68% - White
• 11.6% - Multiracial
• 3.15% - Additional Race
• % - Asian
• 11% - Black
• .3% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 72% - White
• 7% - Multiracial
• 2.3% - Additional Race
4.5% - 30-34 Years 6.2% - 35-39 Years
• 7.06% - Asian
• 10.25% - Black
• .3% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 70% - White
• 9% - Multiracial
• 3.1% - Additional Race
• 6% - Asian
• 11% - Black
• .4% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 73% - White
• 7.1% - Multiracial
• 3% - Additional Race
6.3% -40-44 Years 5.4% - 45-49 Years
• 5.6% - Asian
• 9.4% - Black
• .64% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 78% - White
• 4.6% - Multiracial
• 1.7% - Additional Race
• 4.3% - Asian
• 7.2% - Black
• .33% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 83% - White
• 4.4% - Multiracial
• .7% - Additional Race
6.3% - 50-54 Years 7.4% - 55-59 Years
• 3% - Asian
• 7% - Black
• 2.7% - Asian
• 5.3% - Black
8 Esri
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28
• .6% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 86% - White
• 3% - Multiracial
• .64% - Additional Race
• .55% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 81% - White
• 2% - Multiracial
• .73% - Additional Race
7.7% - 60-64 Years 7.2% - 65-69 Years
• 1.6% - Asian
• 4.5% - Black
• .64% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 89% - White
• 4.1% - Multiracial
• .5% - Additional Race
• 2% - Asian
• 5.7% - Black
• .44% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 87% - White
• 4.3% - Multiracial
• .56% - Additional Race
6.4% - 70-74 Years 5% - 75-79 Years
• 1.6% - Asian
• 5.4% - Black
• .3% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 88% - White
• 4% - Multiracial
• 1% - Additional Race
• 4% - Asian
• 3% - Black
• 0% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 90% - White
• 3% - Multiracial
• .62% - Additional Race
3.7% - 80-85 Years 5% - 85 Years and Older
• 2.6% - Asian
• 2.3% - Black
• 0% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 93% - White
• 2% - Multiracial
• .37% - Additional Race
• 1% - Asian
• 1.8% - Black
• 0% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 94% - White
• 2.6% - Multiracial
• .2% - Additional Race
Disability Status
Language
Disability StatusError! Bookmark not defined.
• 11.3% of Golden Valley population have a disability
Languages UsedError! Bookmark not defined.
• 89.1% - English Only
• 10.9% - Language Other than English
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29
APPENDIX G:
Departmental Equity Actions
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30
Communications Department
Action A: Establish and maintain Communication Translation and Interpreting
Operations.
Description: Develop a translation determination matrix to provide responsive,
effective, and timely services for submitted projects and initiatives. This
effort will include a focus on relationship- and contract-building with
external translation services and potential for City policy embedment.
Accountability: Communications Director, Communications Specialist, and Graphic/Web
Designer
Stakeholders: Equity and Inclusion Manager, Community Engagement and Outreach
Specialist, departmental directors, and project leads
Action B: Implement and maintain Accessible City Communication Standards
Description: Develop standards, training, resources, and tools for City implementation
to improve accessibility across all City and departmental communication.
This includes concerted effort and focus on plain language as well as
brand and design accessibility to meet and exceed the needs present
within the community.
Accountability: Communications Director, Communication Specialist, and Graphic/Web
Designer
Stakeholders: Equity and Inclusion Manager, IT, departmental directors, and project
leads
Community Development Department
Action A: Participate in equitable code enforcement training and implement.
Description: Learn and apply continued and systemic equitable code enforcement
across all operations. These efforts will include training, implementation
tracking, and assessment via customer surveys to gain a more
encompassing perspective of enforcement application and impact.
Accountability: Community Development Director, Assistant Community Development
Director, Housing and Economic Development Manager, City Engineer,
City Attorney, City Manager, Deputy City Manager, Fire Chief, and Police
Chief
Stakeholders: PRISM, Golden Valley property owners, and communities of color
Action B: Assess and redesign departmental operations for reduction in barriers and
disparities.
Description: Develop a framework of actions informed by and that addresses current
barriers and disparities. This effort seeks to establish clear and
transparent processes, community engagement, and project
development.
Accountability: Community Development Director, Assistant Community Development
Director, Housing and Economic Development Manager, City Engineer,
City Attorney, City Manager, and Deputy City Manager
Stakeholders: PRISM, Rebuilding Together, Minnesota Department of Employment and
Economic Development, Minneapolis Regional Chamber, Urban Land
Institute, Minnesota Chapter of American Planning Association, Habitat
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31
for Humanity, Homes within Reach, developers, real estate brokers,
property owners, and communities of color
Finance and Administrative Services Department
Action A: To be determined
Description:
Accountability:
Stakeholders:
Action B: To be determined
Description:
Accountability:
Stakeholders:
Fire Department
Action A: Utilize and implement appropriate response approaches .
Description: Formalize internal and external partners to co-design and execute a
strategy aimed at investing in a wider range of response options for
community. This effort will have a specific focus on high-frequency user
of 911 to provide more targeted approaches that are appropriate for the
circumstances that are occurring.
Accountability: Fire Chief and Assistant Fire Chief of Operations
Stakeholders: Fire Department, Police Department, emergency medical services, and
Care Resource Connection
Action B: Continue and build out recruitment and retention plan.
Description: Assess current efforts as well as reestablish and execute updates to
recruitment and retention plans. This will have a focused effort on
increasing number of fire fighters as well as continually diversifying to
have a department reflective of the larger community and future
community trends.
Accountability: Fire Chief and Assistant Fire Chief of Training and Community Outreach
Stakeholders: Fire Department, Human Resources Department, and Communications
Department
Human Resources Department
Actions A: Develop and implement Employee Impression Strategy.
Description: Build a strategy that examines and engages the life of an employee from
recruitment to leave. This focuses on gathering and assessing
data/information as well as setting goals related to recruitment, hiring,
time throughout employment, and then exit from the City.
Accountability: Human Resources Specialist, Equity and Inclusion Manager, Executive
Leadership Team, and departmental leadership
Stakeholders: HR Department, Administrative Services, Communications Department,
and external partners
Action B: Develop and execute Workforce Equity Advancement Strategy.
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32
Description: Build a strategy that examines and engages the advancement of
employees through different means. This includes evaluation of job
descriptions to embed equity competencies, establishing success
planning for roles, and tracking promotional data/information.
Accountability: HR Department, Executive Leadership Team, and departmental
leadership
Stakeholders: Equity Advancement Team and Administrative Services
Legal Department
Action A: Expand number of elections judges via recruitment and retention
approaches.
Description: Recruit a diverse pool of election judges inclusive of a wide range of ages,
social identities, language abilities, and more.
Accountability: City Clerk
Stakeholders: City Manager Executive Assistant, election assistants, external voting
organizations, and school staff
Action B: Establish and implement training, resources, and tools for equity in land use
and zoning.
Description: Work in collaboration with Community Development Department,
Minnesota Chapter of American Planning Association, and Just Deeds
participants to create trainings and toolkits about equitable land use and
zoning. These trainings and toolkits can be used to inform and advise city
councils and relevant commissions.
Accountability: City Attorney, Community Development Director, Assistant Community
Development Director, and Housing and Economic Development
Manager
Stakeholders: City Council, Planning Commission, DEI Commission, and external
housing equity organizations
Parks and Recreation Department
Action A: Formalize City recognition and celebrations via community participation
efforts.
Description: Create and execute culturally relevant and reflective recognitions and
celebrations, with community participation as foundational.
Accountability: Parks and Recreation director, Events Coordinator, and Recreation
Supervisors
Stakeholders: Equity Team, Parks and Recreation staff, and community organizations
Action B: Provide and participate in professional development that increases equity in
action specific to Parks and Recreation operations.
Description: Directly engage with professional development opportunities that seek
to increase equity in action at all levels of employment. This includes
participating in the National Recreation and Parks Association Equity in
Practice Certification as well as implementing anti-bias and anti-
bystander training for all staff, specifically front line.
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33
Accountability: Parks and Recreation management
Stakeholders: Parks and Recreation staff, City administration, and Golden Valley
community members
Police Department
Action A: To be determined
Description:
Accountability:
Stakeholders:
Action B: To be determined
Description:
Accountability:
Stakeholders:
Public Works Department
Action A: Sustain and expand recruitment and retention efforts.
Description: Continue and broaden outreach with schools, organizations, and
employment programs to recruit and retain employees in the field of
public works.
Accountability: Public Works Director and Public Works Superintendent
Stakeholders: Human Resource Generalist, BrookLynk, high school, four- and two-year
colleges or universities, and community organizations
Action B: Expand opportunities and reduce barriers for vendors and contractors.
Description: Targeted efforts
Accountability: Public Works Director and Public Works Superintendents
Stakeholders: Finance Department, vendors, contractors, community organizations,
Minnesota Department of Administration State Procurement Office, and
Hennepin County
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City of Golden Valley 2024 -2027 Equity Plan
1 122
Summary
Through a combination of reports, indexes, community input, and an evaluation of the
previous Equity Plan, the current Equity Plan was updated and the following key focus
areas were reidentified:
•Organizational Culture
•Operationalize Equity
•Workforce Engagement
The redevelopment of the Equity Plan is to better align current efforts related to
diversity, equity, inclusion, and further build in anti-racism (DEI-AR) across the City as
well as enhance our equity mindedness and foster an inclusive, equitable workplace.
The identified focus areas, outcomes, and actions outlined in this plan not only provide
guidance but also set forth direction to create impact that allows the Golden Valley
community to thrive.
2 123
Equity Plan Definitions
Outcome: What is being set forth to accomplish related to each focus area.
Actions: Specific approach and/or initiative to implement to achieve the related outcome.
Accountability: Who oversees, implements, and helps guide the related action.
Stakeholders: Who should or needs to be in partnership with the related action to ideate, collaborate, implement or more.
Connections: Relationship to related frameworks, plans, or assessments.
___________________________________________________________________________________
Below are acronyms within the plan:
DEI-AR: Diversity, equity, inclusion, and antiracism
CBARMO: Continuum on Becoming an Anti-Racist and Multicultural Organization
EESR: Employee Equity Survey Report
EPIR: Equity Plan Implementation Report
REDI: Racial Equity Dividends Index
3
Below are definitions and descriptions of terms and acronyms used in the action plan:
124
Equity Plan Definitions Continued
12
Diversity:Range of human difference and complexity, whether shared or individual across
thought, belief, experience, and identity (including, but not limited to race, ethnicity,
gender, sexuality, class, language, physical ability/disability, religious/spiritual beliefs, and
education)
Equity: Proactive and ongoing reinforcement of policies, projects, attitudes, and actions
that distribute power, access, and opportunity and where outcomes are determined by how
provided services are structured rather than identity or lived experience.
Inclusion: Actively empowering and brining individuals or groups to be participatory in
projects, actions, and decision/policy making that shares power as well as honors nuance
and authenticity.
Below are definitions and descriptions of additional terms in the action plan:
125
Equity Plan Definitions Continued
13
Racism: Belief and action that one group of people based on skin color is superior to
others.
Anti-Racism: Actively and consciously opposing racism in any forms, including, but not
limited to, economic, political, social, and cultural.
126
Plan Principles and Frameworks
14
•Clarity in language, goals, and measures is vital to effective equitable principles.
•Equity-mindedness is a guiding paradigm for language and action.
•Equitable practices and policies are designed to engage at differences in the context
of community and not to treat all community the same.
•Enacting equity requires a continual process of learning, disaggregating data, and
questioning assumptions about relevance and effectiveness.
•Equity must be enacted as a pervasive institutional- and department-wide principle.
•Race-Conscious and Inquiry
•Evidence and Outcome Based
•Equity Advancing
•Systemically Aware
127
Plan Principles and Frameworks
15
•Race-Conscious and Inquiry
•Noticing racial inequities, recognizing stereotypes, and questioning assumptions and
implicit/explicit bias
•Evidence and Outcome Based
•Awareness that beliefs, expectations, and practices assumed to be race neutral can
and typically have outcomes that are racially disadvantageous.
•Equity Advancing
•Willingness and readiness to assume responsibility and take action to eliminate
inequities.
•Systemically Aware
•Awareness that while racism may not always be overt, racialized patterns nevertheless
permeate policies and practices. Also, an awareness to bring in additional socio-
historical context to the review, edits, and buildout of polices and practices.
•Gap Reframing
•Reassessment that disparities are a dysfunction of structures, policies, and practices
as well as how these mechanisms have contributed to and exacerbate disparities.
128
Plan Principles and Frameworks
16
•Communication
•Communication of the Plan
•Collaboration
•Internal and External Collaboration
•Clarity
•Clarity of Responsibility, Accountability, and Impact
A progression model of action and process for organizations to
consider and implement to move from an Exclusionary Institution
to a Fully Inclusive Anti-Racist Multicultural Organization in a
Transformed Society.
129
Plan Principles and Frameworks
17 130
Focus Area 1
Organizational Culture
Respect, encouragement, and empowerment are crucial to establishing
an organizational culture that is equitable and inclusive. This comes
from grounding the workplace in fundamental values and a
foundational understanding of how diversity, equity, inclusion, and
anti-racism are interwoven into how employees engage with one
another and across the City.
18 131
Timeline Accountability and Stakeholders Connections
2024-2026
Accountability: Equity Team
Stakeholder(s): Equity Advancement Team and IT
ESSR Recommendation(s): 5 $3,850
2024-2026
Accountability: Equity Team and Executive Leadership
Team
Stakeholder(s): Departmental leadership
EESR Recommendation(s): 1.A & 1.B
EPIR Recommendation(s): B.3
CBARMO Pillar 4: Step 4
$4,330
2024-2026
Accountability: Equity Team, Executive Leadership
Team, and departmental leadership
Stakeholder(s): IDI qualified administrators
EESR Recommendation(s): 6
CBARMO Pillar 3: Step 4
$14,400
2024-2026
Accountability: HR Department and Executive
Leadership Team
Stakeholder: City Attorney, Communications
Department, Equity Advancement Team, and City
Council
EESR Recommendation(s): 9 $3,380
Outcomes Actions
Possess and advance a
common understanding
of diversity, equity,
inclusion, and antiracism.
Provide accessible and
applicable DEI-AR resources
and tools.
Establish and carry out DEI-AR
common language and
common understanding
engagement.
Implement a City
structure that values
diversity and intercultural
engagement.
Increase and enhance the
City’s collective intercultural
mindedness and skillset.
Enhance and expand
awareness of City-wide
policies, practices, and
resources.
132
Timeline Accountability and Stakeholders Connections Budget/Year
2024-2026
Accountability: Equity Team
Stakeholder(s): Equity Advancement Team and IT
ESSR Recommendation(s): 5 $3,850
2024-2026
Accountability: Equity Team and Executive Leadership
Team
Stakeholder(s): Departmental leadership
EESR Recommendation(s): 1.A & 1.B
EPIR Recommendation(s): B.3
CBARMO Pillar 4: Step 4
$4,330
2024-2026
Accountability: Equity Team, Executive Leadership
Team, and departmental leadership
Stakeholder(s): IDI qualified administrators
EESR Recommendation(s): 6
CBARMO Pillar 3: Step 4
$14,400
2024-2026
Accountability: HR Department and Executive
Leadership Team
Stakeholder: City Attorney, Communications
Department, Equity Advancement Team, and City
Council
EESR Recommendation(s): 9 $3,380
Outcomes Actions
Possess and advance a
common understanding
of diversity, equity,
inclusion, and antiracism.
Provide accessible and
applicable DEI-AR resources
and tools.
Establish and carry out DEI-AR
common language and
common understanding
engagement.
Implement a City
structure that values
diversity and intercultural
engagement.
Increase and enhance the
City’s collective intercultural
mindedness and skillset.
Enhance and expand
awareness of City-wide
policies, practices, and
resources.
133
Focus Area 2
Operationalize Equity
Systemic approaches to decision-making as well as
process/policy/project development, implementation, and evaluation
are crucial to establishing equitable outcomes, improving results, and
eliminating disparities for those the City serves. Operationalizing
equity in individual, departmental, and City work using tools,
frameworks, and lenses moves towards these goals and helps to
establish stronger accountability, metrics, and standards.
22 134
Timeline Accountability and Stakeholders Connections
2024-2025
Accountability: Equity and Inclusion Manager, City Attorney,
and City Clerk
Stakeholder(s): Executive Leadership Team, Equity
Advancement Team, and departmental leadership
EESR Recommendation(s): 4
EPIR Recommendation (s): B.4
CBARMO Pillar 4: Step 2 & 6
$7,300
2025-2026
Accountability: Community Connection and Outreach Specialist
Stakeholder(s): Departmental leadership
EESR Recommendation(s): 10
EPIR Recommendation(s): A.2
REDI: Leadership Q7
CBARMO Pillar 4: Step 2 & 6
$2,215
2024-2026
Accountability: Equity and Inclusion Manager, Executive
Leadership Team, and departmental leadership
Stakeholder(s): Departmental leadership and staff, City
Council, City Commissions, and external partners
Note: Each departmental Equity Action will have differing
individuals for accountability and stakeholders
EESR Recommendation(s): 7 & 8
EPIR Recommendation(s): A.1, A.2, & A.3
REDI: Procurement Q1-7, Budget/Finance
Q5, Community/Economic Development
Q4, Housing/Transportation/Land Use Q4-
7, Public Policy Q2-5
Departmentally
dependent
information
2025-2026
Accountability: Equity Team
Stakeholder: Communication Department, IT, Equity
Advancement Team, DEI Commission, and City Council
EESR Recommendation(s): 5 & 7
EPIR Recommendation(s): A.4 & B.1
REDI: Procurement Q1-7, Budget/Finance
Q5, Community/Economic Development Q4
CBARMO Pillar 4: Step 2, 5, & 7
$4,125
Outcomes Actions
Equity tools are
applied to processes,
policies, and
projects.
Update and strengthen usage
of City Equity Decision Making
Tool.
Build and apply City
Community Equity
Participation Tool.
Equity strategies and
measures are
identified and
applied.
Departmental Equity Actions
are identified and addressed.
Update and communicate City
Equity Infrastructure.
135
Timeline Accountability and Stakeholders Connections Budget/Year
2024-2026
Accountability: Equity and Inclusion Manager, City Attorney,
and City Clerk
Stakeholder(s): Executive Leadership Team, Equity
Advancement Team, and departmental leadership
EESR Recommendation(s): 4
EPIR Recommendation (s): B.4
CBARMO Pillar 4: Step 2 & 6
$7,300
2025-2026
Accountability: Community Connection and Outreach Specialist
Stakeholder(s): Departmental leadership
EESR Recommendation(s): 10
EPIR Recommendation(s): A.2
REDI: Leadership Q7
CBARMO Pillar 4: Step 2 & 6
$2,215
2024-2026
Accountability: Equity and Inclusion Manager, Executive
Leadership Team, and departmental leadership
Stakeholder(s): Departmental leadership and staff, City
Council, City Commissions, and external partners
Note: Each departmental Equity Action will have differing
individuals for accountability and stakeholders
EESR Recommendation(s): 7 & 8
EPIR Recommendation(s): A.1, A.2, & A.3
REDI: Procurement Q1-7, Budget/Finance
Q5, Community/Economic Development
Q4, Housing/Transportation/Land Use Q4-
7, Public Policy Q2-5
Departmentally
dependent
information
2025-2026
Accountability: Equity Team
Stakeholder: Communication Department, IT, Equity
Advancement Team, DEI Commission, and City Council
EESR Recommendation(s): 5 & 7
EPIR Recommendation(s): A.4 & B.1
REDI: Procurement Q1-7, Budget/Finance
Q5, Community/Economic Development Q4
CBARMO Pillar 4: Step 2, 5, & 7
$4,125
Outcomes Actions
Equity tools are
applied to processes,
policies, and
projects.
Update and strengthen usage
of City Equity Decision Making
Tool.
Build and apply City
Community Equity
Participation Tool.
Equity strategies and
measures are
identified and
applied.
Departmental Equity Actions
are identified and addressed.
Update and communicate City
Equity Infrastructure.
136
City of Golden Valley Equity Infrastructure
26 137
Focus Area 3
Workforce Engagement
Continued engagement at developing and strengthening equity-
mindedness through professional development creates long-term
success for the entire City, fosters a more dynamic and critical skillset of
each employee, and upholds unbiased services. Coupled with a focus
on supporting the careers of employees, this helps build out a
workforce that is empowered, valued, and feels a sense of belonging.
27 138
Timeline Accountability and Stakeholders Connections
2025-2026
Accountability: Human Resources Specialist, Equity and
Inclusion Manager, Executive Leadership Team, and
departmental leadership
Stakeholder: HR Department, Administrative Services,
Communications Department, and external partners
EESR Recommendation(s): 3
REDI: Leadership Q12, Hiring Q5-7,
Culture/Retention/Advancement Q6
CBARMO Pillar 3: Step 3 & Pillar 4: Step
8
$22,000
2024-2026
Accountability: Equity Team and Equity Advancement Team
Stakeholder: Executive Leadership Team, departmental
leadership, IT, Wellness Committee, and external partners
EESR Recommendation(s): 2.A & 2.B
CBARMO Pillar 3: Step 4 & Pillar 4: Step
3 and 4
$1,000
2024-2026
Accountability: Equity Team and Equity Advancement Team
Stakeholder: Executive Leadership Team, departmental
leadership, IT, Wellness Committee, and external partners
EESR Recommendation(s): 2.A & 2.B
CBARMO Pillar 3: Step 4 & Pillar 4: Step
3 and 4
$5,750
2025-2026
Accountability: HR Department, Executive Leadership Team,
and departmental leadership
Stakeholder: Equity Advancement Team and Administrative
Services
EESR Recommendation(s): 3
REDI: Hiring Q7,
Culture/Retention/Advancement
Q2/7/10, Workforce Development Q1
CBARMO Pillar 4: Step 7 and 8
$12,100
Outcomes Actions
Enhance employee
engagement methods.
Develop and implement City
Employee Impression Strategy.
Communicate and facilitate
employee engagement
opportunities focused on DEI-
AR and intersectional topics.
Strengthen professional
development
opportunities.
Create, implement, and assess
DEI-AR curriculum.
Develop and execute
Workforce Equity
Advancement Strategy.
139
Timeline Accountability and Stakeholders Connections Budget/Year
2025-2026
Accountability: Human Resources Specialist, Equity and
Inclusion Manager, Executive Leadership Team, and
departmental leadership
Stakeholder: HR Department, Administrative Services,
Communications Department, and external partners
EESR Recommendation(s): 3
REDI: Leadership Q12, Hiring Q5-7,
Culture/Retention/Advancement Q6
CBARMO Pillar 3: Step 3 & Pillar 4: Step
8
$22,000
2024-2026
Accountability: Equity Team and Equity Advancement Team
Stakeholder: Executive Leadership Team, departmental
leadership, IT, Wellness Committee, and external partners
EESR Recommendation(s): 2.A & 2.B
CBARMO Pillar 3: Step 4 & Pillar 4: Step
3 and 4
$1,000
2024-2026
Accountability: Equity Team and Equity Advancement Team
Stakeholder: Executive Leadership Team, departmental
leadership, IT, Wellness Committee, and external partners
EESR Recommendation(s): 2.A & 2.B
CBARMO Pillar 3: Step 4 & Pillar 4: Step
3 and 4
$5,750
2025-2026
Accountability: HR Department, Executive Leadership Team,
and departmental leadership
Stakeholder: Equity Advancement Team and Administrative
Services
EESR Recommendation(s): 3
REDI: Hiring Q7,
Culture/Retention/Advancement
Q2/7/10, Workforce Development Q1
CBARMO Pillar 4: Step 7 and 8
$12,100
Outcomes Actions
Enhance employee
engagement methods.
Develop and implement City
Employee Impression Strategy.
Communicate and facilitate
employee engagement
opportunities focused on DEI-
AR and intersectional topics.
Strengthen professional
development
opportunities.
Create, implement, and assess
DEI-AR curriculum.
Develop and execute
Workforce Equity
Advancement Strategy.
140
Progress Tracking
Progress Tracking
•To provide better transparency regarding the Equity Plan, progress tracking for all (City
employees, Council, commissions, and community) is vital.
•This will occur via an ArcGIS online dashboard with semi-annual updates, if not before then.
Semi-Annual Communication
•For stronger implementation of the Equity Plan, it was named in recommendations to
have “consistent, continuous, and clear communication”. Therefore, semi-annual
communication will be provided in the following manner or at:
•Internal Email Communication
•DEI Commission Meetings
•Equity Advancement Team Meetings
•Executive Leadership Team Meetings
31 141
EXECUTIVE SUMMARY
City Administration
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Work Session
April 10, 2024
Agenda Item
3. Discussion Regarding Council Meeting Structure, Guidelines, and Policies
Prepared By
Noah Schuchman, City Manager
Summary
In support of good governance and clarity for all, after conversations with the Mayor, the Interim City
Manager directed staff to review council guiding principles, rules and procedures. These were last
reviewed and approved in 2019, pre-COVID and pre-virtual meetings.
The Interim City Manager requests the council review the recommended edits, which have been done
to modernize and streamline the existing documents. This council has not adopted the document, so
this is an opportunity for the body to set a baseline. Additionally, this draft includes a Robert’s Rules of
Order cheat sheet proposed for adoption. This cheat sheet is based on best practices found from a
review of similar documents from nearby cities. Utilizing, even in a limited way, some adherence to
Robert’s Rules of Order enhances clarity and transparency for members, staff and the public.
Regular review of these items is important for consistency, clear expectations, common understanding
of roles and responsibilities. Staff recommends these documents be reviewed and approved at the
beginning of each new council term (every two years), particularly given the ethical and behavioral
expectations that are a part of the document. For example, the next review would happen at the first
meeting in January 2026.
At this time, there are no known behavioral or ethical issues, so reviewing and adopting this document
is a proactive step toward providing expectations for the future, including future members.
Supporting Documents
Current City Council Guiding Principles
Proposed City Council Guide
142
GUIDING PRINCIPLES 1
Adopted by City Council - February 16, 2016
I. General Policy Statement & Objective
The purpose of this document is to establish guiding principles for the Golden Valley
City Council (the “Council”) and Golden Valley City Boards and Commissions. These
principles apply to the members of the Council and the Mayor as well as the appointed
members of the City’s Boards and Commissions, each of the foregoing being referred
to in this document as a “Member.”
II. Values
The City of Golden Valley has determined the following as our core set of values:
• Communication
• Community
• Inclusion
• Integrity
• Respect
• Innovation
• Courage
• Accountability
III. Standards of Conduct
1. A Member must not use his or her official position to secure special privileges or
exemptions for the person or others.
2. A Member must not act as an agent or attorney for another before the Council or a
board or commission in a matter where a conflict of interest exists or may exist.
3. A Member must not knowingly accept or solicit, directly or indirectly, a gift or loan for
himself, herself, or another if this is prohibited by law.
4. A Member may accept compensation or expense reimbursement for the
performance of the person’s public duties only from the sources listed below. A
Member must not solicit or accept compensation or expense reimbursement for the
performance of the person’s public duties from any sources other than:
a. compensation and expenses paid by the City;
b. compensation and expenses from other employment, if the person happens
to conduct public business while being paid for the other employment and if
the other employment does not interfere with, influence, or compromise the
person’s public position; or
c. compensation and expenses paid by another governmental agency or
municipal association to a Member who serves as a City representative for
that agency, but only if the City does not also pay the person for the same
activity.
GUIDING PRINCIPLES
143
GUIDING PRINCIPLES 2
5. A Member must not use public money, time, personnel, facilities, or equipment for
private gain or political campaign activities except when:
a. the use is required or authorized by law; or
b. the use is not greater than that allowed for members of the general public.
This paragraph does not prohibit correspondence at any time to individual residents
in response to the resident’s specific inquiries.
6. A Member must not disclose to the public, or use for the private gain of self or
others, information that was gained by reason of the official’s public position and
that is not public data or was discussed at a closed session of the Council. Further,
a Member must not disclose information received, discussed, or decided in
conference with the City Attorney that is protected by the attorney/client privilege,
unless a majority of the Council has authorized that disclosure.
7. A Member must not enter into a contract with the City, unless in accordance with
law. A Member who has a proprietary interest in an agency or company doing
business with the City must make known that interest in writing to the Council and
the City Clerk.
8. A Member must not intentionally violate a provision of the City Code or the City
ordinances.
9. Council Members are expected to be prepared for Council meetings and
Council/Manager meetings by reading agenda packets and requesting further
research in advance of the meetings.
10. The Mayor and Council Members direct City staff, contract employees, and
consultants only through the City Manager, as established by the requisite majority
vote. At Council meetings, the Council may express concerns and may provide staff
specific direction, provided that the direction is the consensus of the Council. The
City Manager will request further clarification if he/she feels it is required so there is
a clear understanding of what the Council’s expectations are in terms of the actions
to be taken by staff.
11. Members shall conduct themselves in such manners as to obey and adhere to
Minnesota Statutes Chapter 13D, the Open Meeting Law.
12. Members’ duties shall be performed in accordance with the process and rules of
order established by the Council or the City Code.
13. Public resources that are not available to the general public (e.g., City staff time,
equipment, supplies and/or facilities, etc.) shall not be used by the Members for
private, personal, or political purposes.
144
GUIDING PRINCIPLES 3
14. It is the responsibility of Council Members to publicly share, with all other Council
Members, information they have received from sources outside of the public
decision- making process, which pertains to a topic under consideration. Whenever
possible, new information or data obtained by Council Members, pertinent to a topic
being discussed, will be distributed through the City Manager to other Council
Members.
IV. Communications
As elected officials, Council Members have a responsibility to communicate
information to the public. Communicating accurate, timely, and professional
information is important to ensuring the quality and credibility of information being
provided to the public.
Public Record: Communications (electronic or written) involving Members are public
records (with a few exceptions as stated by the Minnesota data practices act—
www.house.leg.state.mn.us/hrd/pubs/dataprac.pdf). Communications not considered
public record may still be public information (i.e., email, text messages). Those
interested in copies of these items must file a public disclosure request. Requests for
private data or information outside of the scope of a Member’s role should be routed to
the City Manager.
Align With Minnesota Open Meeting Law: Information posted or responded to
should be done in alignment with the open meeting law: (See
www.house.leg.state.mn.us/hrd/pubs/openmtg.pdf). Members should generally act
with caution when using electronic means to communicate with one another. Members
who wish to share information with other Members should do so through the City
Manager. Materials relating to agenda items for City business (including email) must
be provided to the public at the meeting. Email or social media communications
shared among three or more Members should take place at an open meeting.
Example of a violation: A Member posts a comment on a Facebook page about a
proposed ordinance. A second Member comments that they agree and a third Member
clicks the “like” button.
Citizen Questions, Comments, and Concerns: It’s important that Members direct
citizen questions, comments, and concerns to staff. Doing so ensures requests are
routed to the appropriate staff person and holds accountability that proper follow‐up is
made and the task is completed. In addition, since some requests cover multiple
departments there may be a request history that will be useful as staff works to resolve
the issue.
Electronic Communications: Generally, the Golden Valley City Council receives
agenda materials, background information, and other meeting information via email
and/or the list serve. Contact the City Manager if there are questions about these
items.
Social Media: Since social media is an effective and frequently chosen communication
tool among the public, the City of Golden Valley has its own official social media pages.
145
GUIDING PRINCIPLES 4
Communication Tips for Email and Social Media Public Perception: Members are
public officials representing the City of Golden Valley and its policies and perspectives.
Official Versus Individual Perspectives: Since the public connects City officials to
the City of Golden Valley, it’s important to clarify official perspectives from individual
perspectives.
Public information: Any published content, written or electronic (email, for example),
may be considered public information or considered covered under the Minnesota data
practices act. Informal messages not related to a public official’s role, such as meeting
notices, reminders, telephone messages, and informal notes, are not public record.
Large Outreach: Information posted on social media is public and is online for a long
time. Both email and social media posts can be quickly shared with other audiences,
making it important to post professional messages and avoid political comments.
Discoverability: Generally, email is removed from the system every three years. Email
is discoverable in litigation, making it important to use it cautiously. When seeking legal
advice or to discuss matters of pending litigation or other “confidential” City business,
ensure emails are sent to only those intended because the attorney‐client privilege
protecting the document from disclosure may be waived.
Media Relations - Media Inquiries: Members are strongly encouraged to refer all
media inquiries to the City Manager prior to Council discussion and vote on an item.
After a vote has been taken, individual Members may comment on their decision. It’s
understood that individual Member decisions may not be reflective of the Council’s
majority vote. Following these guidelines is important to the democratic process
because it helps avoid creating the public perception that a vote or decision has been
made on a topic. That perception may discourage the public from engaging in the
democratic process.
City Manager’s Role: The City Manager communicates on the City’s behalf in
interviews, publications, news releases, on social media sites, and related
communications. The City Manager is in the best position to provide a response
because many issues involve multiple departments or work may already be in
progress. Many times, a department director will handle interviews and
communications on behalf of the City Manager.
When the media calls about:
1. Upcoming agenda items, issues, or discussion topics: Wait to provide information
until the topic is voted on. This communicates that a decision has not been made
and allows the public process to work by keeping the topic open for citizen input. If a
Member discusses the issue with media before a decision is made, there is
potential that the public may be confused about the Council’s direction. This may
create a public perception that a vote or decision has been made on a topic and
discourage the public from engaging in the democratic process.
146
GUIDING PRINCIPLES 5
2. Routine or public information (i.e., a meeting time or agenda): Provide media with
the information and notify City Manager.
3. Other information: About potential litigation, controversial issues, an opinion about a
City matter, or if unsure of the type of question, it’s strongly recommended to work
with the City Manager on these topics. The City Manager typically works with staff
on these issues and can present the discussion scope or topic.
V. Identifying and Addressing Conflicts of Interest
So that citizens may have the utmost confidence and trust in the integrity of their City
government, and to protect the City’s interest and its citizen’s interests, Members must
disclose and avoid conflicts of interest that arise in performing their official duties. To
this end, the below principles provide Members guidance for identifying, addressing,
and disclosing conflicts of interest. This guidance supplements, not supplants, the
responsibilities Members have under law with regard to conflicts of interest. Members
should consult with the City Manager and/or City Attorney with questions or concerns
they may have regarding conflicts of interest (whether the conflicts are real or
perceived, potential or in existence), and not participate in or take any official action on
a matter until such questions or concerns are resolved with the City Manager or City
Attorney.
1. Identifying Legal Conflicts of Interest
A “legal conflict of interest” exists when, in the discharge of official duties, a Member
participates in a governmental decision, action or transaction that:
a. affects the person’s financial interests or those of a business with which the
person is associated, unless the effect on the person or business is no
greater than on other members of the same business classification,
profession, or occupation; or
b. affects the financial interests of an organization in which the person
participates as a member of the governing body, unless the person serves in
that capacity as the City’s representative.
2. Identifying Financial Interests
A financial interest is any interest, including loans, which may yield, directly or
indirectly, a monetary or other material benefit to the Member (other than monetary
or material benefits authorized by the City in accordance with law). A financial
interest of a Member or Member’s employer (other than the City), his or her
associated business, or his or her spouse, domestic partner, parent, sibling or child,
and their employers or associated businesses shall also be considered a financial
interest of the Member. The following assets shall not be considered a financial
interest for purposes of this section:
a. ownership of shares in a diversified mutual fund;
b. membership in a pension plan or employee benefit plan;
147
GUIDING PRINCIPLES 6
c. ownership of bonds or publicly traded securities; and
d. ownership of a whole life insurance policy.
3. Addressing Legal Conflicts of Interest
a. When a legal conflict of interest exists, except as permitted by law, a Member
must disclose the potential conflict of interest for the public record, in the
manner described in Section VI below, and refrain from participating in the
discussion and from voting on the matter. To participate or participation, for
the purposes of this document, means making the decision, taking action,
entering into a transaction, providing advice or a recommendation,
introducing, sponsoring, debating, voting on, approving, and investigating the
decision, action, or transaction.
b. A Member shall not participate in making, or attempt to use his or her
position to influence, any City governmental decision, action, or transaction in
which the Member knows or has reason to know that he or she has a legal
conflict of interest.
4. Non-Legal Conflicts of Interest
a. Members may face situations in performing their official duties that raise, or
are perceived to raise, a conflict of interest but which do not fall within the
above description of a legal conflict of interest and are otherwise not a
conflict of interest regulated by law. These types of conflicts are referred to,
for purposes of this document, as “non-legal conflicts of interest.”
b. While non-legal conflicts of interest may be different in nature or degree from
a legal conflict of interest and other conflicts of interest regulated by law, they
can nevertheless impair, or give the appearance of impairing, a Member’s
independence of judgement and/or harm the City’s interests and the interests
of the citizens.
c. The significance of non-legal conflicts of interest often depends on the facts
and circumstances involved in each situation, and thus it is difficult to
establish bright- line rules regarding when such conflicts must be disclosed
and necessitate a Member to refrain from participating in a matter. Therefore,
Members are entrusted to use their best judgement regarding such situations
with the aim of upholding the principles established under this document and
the highest possible standards of ethical conduct, and with the understanding
that public disclosure of non-legal conflicts of interest, by itself, helps
maintain citizens’ trust and confidence in the integrity of City government.
d. To this end, if a Member recognizes that his or her participation may create a
non-legal conflict of interest, he or she should (i) discuss the matter in
advance (to the extent possible) and in confidence with the City Manager
and/or City Attorney regarding the appropriate action to take; and/or (ii)
disclose the conflict in accordance with Section VI below and, if necessary,
refrain from participating in the matter.
148
GUIDING PRINCIPLES 7
e. Without limiting the foregoing, a Member may participate in a City
governmental decision, action, or transaction involving an organization or
entity that the Member, or his or her partner, spouse, partner, domestic
partner, sibling, or child is an officer, director, board member, or trustee of, if
the Member does not have a legal conflict of interest in the governmental
decision, action, or transaction. However, the Member must disclose his or
her affiliation with the organization or entity as though it were a legal conflict
of interest, in the manner described in Section VI below.
f. Similarly, a Member may participate in a City governmental decision
involving a person related by family to the Member, other than his or her
parent, spouse, domestic partner, sibling, or child, if the Member does not
have a legal conflict of interest in the governmental decision, action, or
transaction. However, the Member must disclose his or her relationship with
the related person as though it were a legal conflict of interest, in the manner
described in Section VI below.
VI. Disclosure of Conflicts of Interest
If a Member, in the discharge of his or her official duties, recognizes that his or her
participation in a matter would create a legal conflict of interest, or a non-legal
conflict of interest that should or must be disclosed, the Member shall disclose the
conflict of interest as follows:
a. The Member shall disclose the conflict of interest to the City Manager and his
or her fellow Members as soon as he or she becomes aware of the conflict. If
a Member becomes aware of a conflict during a meeting of the Council or a
committee or board, the Member shall immediately disclose the conflict of
interest orally.
b. In the case of a legal conflict of interest, a Member must also prepare, on a
form prescribed by the City Clerk, a written statement describing the matter
requiring action or decision and the nature of his or her conflict of interest, or
as otherwise required by law. In the case of a Council Member, the written
statement shall be distributed to the other Council Members and Mayor and
filed with the City Clerk. Likewise, in the case of a Member of a board or
commission, the written statement shall be distributed to the other Members
of the board or commission and filed with the City Clerk. After the first time
the Member has orally disclosed a conflict of interest and filed the disclosure
form, the Member may subsequently orally disclose a conflict by referring to
the filed form. Because Members may not attend all meetings, oral disclosure
may consist of the written statement being read into the record by the
presiding Member at the first regular meeting after the form has been filed.
All written statements shall be filed and distributed within one week after the
Member becomes aware of the legal conflict of interest. In the case of non-
legal conflicts of interest that a Member discloses, the Member may file a
written statement regarding the conflict.
149
GUIDING PRINCIPLES 8
c. If a Member does not participate in any discussion or vote on a matter due to
a conflict of interest, he or she shall be counted present for the purposes of
establishing a quorum to carry on the business of the Council, board, or
commission, but shall be considered disqualified for the purpose of
establishing the number of votes necessary to pass motions or resolutions.
VII. Hearing
Any person may file a written complaint with the City Clerk questioning a Member’s
adherence to the principles stated in Section III through VI above. After reviewing the
complaint, the Council may hold a public hearing only if: (1) a neutral third-party
designated by the City Attorney, advises the Council that the allegations state a legally-
recognized violation of the law or a legally-recognized conflict of interest; or (2) a
neutral third-party designated by the City Attorney, advises the Council that the
complaint has been lodged in good faith and that the alleged violation is related to the
accused Member’s role as a Member.
Prior to the hearing, a letter will be sent to the accused Member stating the alleged
complaint. At the hearing, the accused Member shall have the opportunity to be heard.
If, after the hearing, the Council finds a violation of the principles stated in Section III
through VI above, the Council may, by a majority vote, censure the accused Member.
The accused Member shall not participate in the Council’s decision to censure.
VIII. Shared Values Statement
I affirm that I believe in and am committed to upholding the values as stated in this City
of Golden Valley Guiding Principles.
Signature
____________________________________
Date: _____________________
Printed Name:
________________________________
Refusal to sign City of Golden Valley Guiding Principles:
Signature
____________________________________
Date: _____________________
Printed Name:
________________________________
Adopted by the City Council - February 16, 2016
Amended - February 5, 2019
150
Golden Valley City Council Guide
This City Council Guide is a collection of the policies, procedures, and rules applicable to the
Golden Valley City Council and Mayor (collectively, the “Council”). This Guide will be reviewed by
the Council the January following each City election.
Table of Contents
Guiding Principles ..........................................................................................................................2
General Policy Statement & Objective.................................................................................................. 2
Values .................................................................................................................................................... 2
Standards of Conduct ............................................................................................................................ 2
Communications ................................................................................................................................... 3
Identifying and Addressing Conflicts of Interest ................................................................................... 5
Hearing .................................................................................................................................................. 8
Meeting Rules ................................................................................................................................9
Agenda and Order of Business .............................................................................................................. 9
Rules of Order (Parliamentary Procedure) ........................................................................................... 9
Public Comment .................................................................................................................................. 11
Robert’s Rules Cheat Sheet ................................................................................................................. 13
Other Council Rules ...................................................................................................................... 14
Council Policy on the Role of Council Liaison and Other Appointments ............................................ 14
Elected Official Out of State Travel Policy........................................................................................... 15
Virtual Meeting Policy ......................................................................................................................... 17
151
Guiding Principles
General Policy Statement & Objective
The purpose of this document is to establish guiding principles for the Golden Valley City Council
(the “Council”). These principles apply to the members of the Council and the Mayor as well as
the appointed members of the City’s Boards and Commissions (collectively “Members”,
individually a “Member”).
Values
The City of Golden Valley has adopted the following core values:
• Communication
• Community
• Inclusion
• Integrity
• Respect
• Innovation
• Courage
• Accountability
Standards of Conduct
1. A Member must not use their official position to secure special privileges or exemptions for
the Member or others.
2. A Member must not act as an agent or attorney for another before the Council or a board or
commission in a matter where a conflict of interest exists or may exist.
3. A Member must not knowingly accept or solicit, directly or indirectly, a gift or loan for
themself or another if this is prohibited by law.
4. A Member must not solicit or accept compensation or expense reimbursement for the
performance of the Member’s public duties from any sources other than:
a. the City;
b. other employment, but only if the person conducts public business incidental to other
employment, and the other employment does not interfere with, influence, or
compromise the person’s public position; or
c. another governmental agency or municipal association to a Member who serves as a
City representative for that agency, but only if the City does not also pay the Member
for the same activity.
5. A Member must not use public money, time, personnel, facilities, or equipment for private
gain or political campaign activities except when:
a. the use is required or authorized by law; or
b. the use is not greater than that allowed for members of the general public.
This paragraph does not prohibit correspondence at any time to individual community
members in response to the community member’s specific inquiries related to City business.
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6. A Member must not disclose to the public, or use for the private gain of self or others,
information that was gained by reason of the official’s public position and that is not public
data, or that was discussed at a closed session of the Council. Further, a Member must not
disclose information received, discussed, or decided in conference with the City Attorney that
is protected by the attorney client privilege, unless a majority of the Council has authorized
that disclosure.
7. A Member must not enter into a contract with the City, unless in accordance with law. A
Member who has a proprietary interest in an agency or company doing business with the City
must make known that interest in writing to the Council and the City Clerk.
8. A Member must not intentionally violate a provision of the City Code or the City ordinances.
9. Members are expected to be prepared for meetings by reading agenda packets and
requesting further information or research from staff in advance of the meetings.
10. Members direct City staff, contract employees, and consultants only through the City
Manager, as established by the requisite majority vote. At Council meetings, the Council may
express concerns and may provide staff specific direction, provided that the direction is the
consensus of the Council. The City Manager may request further clarification if they need
understanding of the Council’s expectations of staff.
11. Members shall conduct themselves in a manner that is consistent with Minnesota Statutes
Chapter 13D, the Open Meeting Law.
12. Members’ shall perform their duties in accordance with the process and rules of order
established by the Council and the City Code.
13. Members shall not use public resources that are not available to the general public (e.g., City
staff time, equipment, supplies, facilities, etc.) for private, personal, or political purposes.
14. It is the responsibility of Members to publicly share, with all other Members, information they
have received from sources outside of the public decision- making processthat pertains to a
topic under consideration. Whenever possible, new information or data obtained by
Members, pertinent to a topic being discussed, will be distributed through the City Manager
to other Council Members.
Communications
As elected and appointed officials, Members have a responsibility to communicate information
to the public and to manage records of their communications responsibly and in accordance
with applicable law. Communicating accurate, timely, and professional information is important
to ensuring the quality and credibility of information being provided to the public.
Public Record
Communications (electronic or written) between Members and City staff are public records
(with a few exceptions as stated by the Minnesota Data Practices Act). When Members receive
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requests for private data or information outside of the scope of a Member’s role, they should
route the request to the City Manager.
Align With Minnesota Open Meeting Law
Members should only share information and communicate with each other in alignment with
the Open Meeting Law. Members should generally act with caution when using electronic
means to communicate with one another to avoid serial conversations and inadvertent
violations of the Open Meeting Law. Members who wish to share information with other
Members related to City business should do so through the City Manager or their staff liaison.
To ensure an accurate and complete record, Members should always disclose information and
communications received outside of the meeting that inform their decisions. When three or
more Members receive a communication about an agenda item, it must be disclosed at the
meeting.
Community Member Questions, Comments, and Concerns
Members are expected to direct community member questions, comments, and concerns to
staff through the City Manager or applicable department head. Doing so ensures requests are
routed to the appropriate staff and allows managers to ensure proper follow-up and
coordination among departments.
Social Media
Since social media is an effective and frequently chosen communication tool among the public,
the City of Golden Valley has its own official social media pages, which post only the official
communications of the City and City Council consensus. Elected officials should take care not to
speak on behalf of the City on social media and should understand that speaking on social media
about City business related to their role can present legal risks, such as Open Meeting Law or due
process violations. Members with questions about appropriate use of social media should
contact the City Manager or City Attorney.
Email
Generally, email is removed from the system every five years. Email is sometimes public data and
usually discoverable in litigation, making it important to use it cautiously. Communications with
the City Attorney may be protected from disclosure by the attorney-client privilege so long as
they are kept confidential. When seeking legal advice or to discuss matters of pending litigation
or other “confidential” City business, contact the City Manager or City Attorney. Members should
never forward or disclose the contents of emails from the City Attorney – doing so has the effect
of waiving the attorney-client privilege and making the information discoverable.
Media Relations /Media Inquiries: City Manager’s Role
The City Manager communicates on the City’s behalf in interviews, publications, news releases,
on social media sites, and related communications. The City Manager is in the best position to
provide a response to media requests because many issues involve multiple departments or work
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may already be in progress. Many times, the City Manager will direct a department director will
handle interviews and communications on behalf of the City.
Media Relations/Media Inquiries: Council’s Role
Members should follow the guidelines below when contacted by the media.
1. When the media contacts Members about upcoming agenda items, issues, or discussion
topics, Members should wait to provide information until the topic is voted on. This
communicates that a decision has not been made and allows the public process to work
by keeping the topic open for community member input. If a Member discusses the issue
with media before a decision is made, there is potential that the public may be confused
about the Council’s direction. This may create a public perception that a vote or decision
has been made on a topic, discourage the public from engaging in the democratic process,
and create legal risk.
2. When the media contacts Members about routine or public information (i.e., a meeting
time or agenda), Members may provide the media with the information and notify City
Manager.
3. When the media contacts Members about controversial or legal information (i.e.,
potential litigation, controversial issues, an opinion about a City policy or employee, or an
unfamiliar topic), Members should contact the City Manager so that they can work with
staff to provide a response or coordinate further discussion with the Council as
appropriate.
Identifying and Addressing Conflicts of Interest
So that community members may have the utmost confidence and trust in the integrity of their
City government, and to protect the City’s interest and its community member’s interests,
Members must disclose and avoid conflicts of interest that arise in performing their official
duties. To this end, the below principles provide Members guidance for identifying, addressing,
and disclosing conflicts of interest. This guidance supplements, not supplants, the responsibilities
Members have under law with regard to conflicts of interest. Members should consult with the
City Manager and/or City Attorney with questions or concerns they may have regarding conflicts
of interest (whether the conflicts are real or perceived, potential or in existence), and not
participate in or take any official action on a matter until such questions or concerns are resolved
with the City Manager or City Attorney.
Identifying Legal Conflicts of Interest
A “legal conflict of interest” exists when, in the discharge of official duties, a Member participates
in a governmental decision, action or transaction that:
1. affects the person’s financial interests or those of a business with which the person is
associated, unless the effect on the person or business is no greater than on other
members of the same business classification, profession, or occupation; or
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2. affects the financial interests of an organization in which the person participates as a
member of the governing body, unless the person serves in that capacity as the City’s
representative.
Identifying Financial Interests
A financial interest is any interest, including loans, which may yield, directly or indirectly, a
monetary or other material benefit to the Member (other than monetary or material benefits
authorized by the City in accordance with law). A financial interest of a Member or Member’s
employer (other than the City), his or her associated business, or his or her spouse, domestic
partner, parent, sibling or child, and their employers or associated businesses shall also be
considered a financial interest of the Member. The following assets shall not be considered a
financial interest for purposes of this section:
1. ownership of shares in a diversified mutual fund;
2. membership in a pension plan or employee benefit plan;
3. ownership of bonds or publicly traded securities; and
4. ownership of a whole life insurance policy.
Addressing Legal Conflicts of Interest
1. When a legal conflict of interest exists, except as permitted by law, a Member must
disclose the potential conflict of interest for the public record, in the manner described in
Disclosure of Conflicts of Interest section below, and refrain from participating in the
discussion and from voting on the matter. To participate or participation, for the purposes
of this document, means making the decision, taking action, entering into a transaction,
providing advice or a recommendation, introducing, sponsoring, debating, voting on,
approving, and investigating the decision, action, or transaction.
2. A Member shall not participate in making, or attempt to use their position to influence,
any City governmental decision, action, or transaction in which the Member knows or has
reason to know that they have a legal conflict of interest.
Non-Legal Conflicts of Interest
1. Members may face situations in performing their official duties that raise, or are
perceived to raise, a conflict of interest but which do not fall within the above description
of a legal conflict of interest and are otherwise not a conflict of interest regulated by law.
These types of conflicts are referred to, for purposes of this document, as “non-legal
conflicts of interest.”
2. While non-legal conflicts of interest may be different in nature or degree from a legal
conflict of interest and other conflicts of interest regulated by law, they can nevertheless
impair, or give the appearance of impairing, a Member’s independence of judgement or
harm the City’s interests and the interests of community members.
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3. The significance of non-legal conflicts of interest often depends on the facts and
circumstances involved in each situation, and thus it is difficult to establish bright-line
rules regarding when such conflicts must be disclosed and necessitate a Member to
refrain from participating in a matter. Therefore, Members are entrusted to use their best
judgement regarding such situations with the aim of upholding the principles established
under this document and the highest possible standards of ethical conduct, and with the
understanding that public disclosure of non-legal conflicts of interest, by itself, helps
maintain trust and confidence in the integrity of City government with community
members.
4. To this end, if a Member recognizes that their participation may create a non-legal conflict
of interest, they should (i) discuss the matter in advance (to the extent possible) and in
confidence with the City Manager and/or City Attorney regarding the appropriate action
to take; and/or (ii) disclose the conflict in accordance with the Disclosure of Conflicts of
Interest section below and, if necessary, refrain from participating in the matter.
5. Without limiting the foregoing, a Member may participate in a City governmental
decision, action, or transaction involving an organization or entity that the Member, or
his or her partner, spouse, partner, domestic partner, sibling, or child is an officer,
director, board member, or trustee of, if the Member does not have a legal conflict of
interest in the governmental decision, action, or transaction. However, the Member must
disclose his or her affiliation with the organization or entity as though it were a legal
conflict of interest, in the manner described in the Disclosure of Conflicts of Interest
section below.
6. Similarly, a Member may participate in a City governmental decision involving a person
related by family to the Member, other than his or her parent, spouse, domestic partner,
sibling, or child, if the Member does not have a legal conflict of interest in the
governmental decision, action, or transaction. However, the Member must disclose his or
her relationship with the related person as though it were a legal conflict of interest, in
the manner described in Disclosure of Conflicts of Interest section below.
Disclosure of Conflicts of Interest
If a Member, in the discharge of their official duties, recognizes that their participation in a matter
would create a legal conflict of interest, or a non-legal conflict of interest that should or must be
disclosed, the Member shall disclose the conflict of interest as follows:
1. The Member shall disclose the conflict of interest to the City Manager and their fellow
Members as soon as they become aware of the conflict. If a Member becomes aware of
a conflict during a meeting of the Council or a committee or board, the Member shall
immediately disclose the conflict of interest orally.
2. In the case of a legal conflict of interest, a Member must also prepare, on a form
prescribed by the City Clerk, a written statement describing the matter requiring action
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or decision and the nature of his or her conflict of interest, or as otherwise required by
law. In the case of a Council Member, the written statement shall be distributed to the
other Council Members and Mayor and filed with the City Clerk. Likewise, in the case of a
Member of a board or commission, the written statement shall be distributed to the other
Members of the board or commission and filed with the City Clerk. After the first time the
Member has orally disclosed a conflict of interest and filed the disclosure form, the
Member may subsequently orally disclose a conflict by referring to the filed form. Because
Members may not attend all meetings, oral disclosure may consist of the written
statement being read into the record by the presiding Member at the first regular meeting
after the form has been filed. All written statements shall be filed and distributed within
one week after the Member becomes aware of the legal conflict of interest. In the case
of non-legal conflicts of interest that a Member discloses, the Member may file a written
statement regarding the conflict.
3. If a Member does not participate in any discussion or vote on a matter due to a conflict
of interest, he or she shall be counted present for the purposes of establishing a quorum
to carry on the business of the Council, board, or commission, but shall be considered
disqualified for the purpose of establishing the number of votes necessary to pass
motions or resolutions.
Hearing
Any person may file a written complaint with the City Clerk questioning a Member’s adherence
to the principles stated in Section III through VI above. After reviewing the complaint, the Council
may hold a public hearing only if: (1) a neutral third-party designated by the City Attorney, advises
the Council that the allegations state a legally-recognized violation of the law or a legally-
recognized conflict of interest; or (2) a neutral third-party designated by the City Attorney,
advises the Council that the complaint has been lodged in good faith and that the alleged
violation is related to the accused Member’s role as a Member.
Prior to the hearing, a letter will be sent to the accused Member stating the alleged complaint.
At the hearing, the accused Member shall have the opportunity to be heard.
If, after the hearing, the Council finds a violation of the principles stated in these Guiding
Principles, the Council may, by a majority vote, censure the accused Member. The accused
Member shall not participate in the Council’s decision to censure.
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Meeting Rules
Agenda and Order of Business
The order of City Council meeting agendas is set by resolution of the Council. The current order
of business is:
•Call to Order
•Additions and Corrections to Agenda
•Consent Agenda
•Public Hearings
•Old Business
•New Business
•Adjournment
The presiding officer may modify the order of business to accommodate people present or to
expedite the business of the council. No item of business shall be considered unless it appears
on the agenda for the meeting or is approved for addition to the agenda by a unanimous vote
of the Council Members present. Members wishing to add items to the upcoming agenda list
should contact the City Manager.
Rules of Order (Parliamentary Procedure)
The following discussion introduces a few rules of parliamentary procedure that can simplify the
work of the council. The rules are contained in The New Roberts Rules of Order,
Revised. Additional motions are included in the Roberts Rules “Cheat Sheet” on page 13.
Role of the Presiding Officer
The presiding officer is the Mayor or, if the Mayor is absent, the Mayor pro tempore. The
presiding officer has an extra measure of power. As the chair of the meeting, the presiding officer
is responsible for guiding the group toward the conclusion of pending business in good time,
while also giving major issues enough consideration. To accomplish this, the presiding officer has
two special powers: (1) Interpreting and applying the rules of procedure; and (2) recognizing
speakers.
The presiding officer decides questions of procedure, public participation, and order subject to
the right of any councilmember to appeal. The City Attorney provides guidance, when
appropriate, to ensure the meeting is conducted according to the requirements of law and the
adopted rules of procedure.
Motions
The council transacts business through motions made by councilmembers. These motions are
usually seconded and subsequently passed or rejected by council vote. Each motion has different
rules. For example, councils can debate some motions while they must vote on others
immediately. Some motions require a simple majority for passage; others need a two-thirds or
four-fifths majority. These are the typical steps to make and act on a motion:
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• A Member addresses the presiding officer.
• The presiding officer recognizes the Member.
• The Member states their motion. (Usually in the following form: “I move . . . text of the
motion.”)
• If necessary, another councilmember then seconds the motion by saying: “I second the
motion.”
• The presiding officer puts the question before the council by announcing there is a motion
and a second. A discussion follows, if the motion can be debatable.
• A councilmember may make subsidiary motions in the same form as the original motion.
• The council votes on the original motion or on any of the subsidiary motions.
• The presiding officer announces the result of the vote on each motion immediately after
the vote count is complete.
Special Motions
Several motions deserve special consideration. They include the following:
a. The Motion to Reconsider
This motion enables a council to set aside a vote it previously took, and to reconsider the
matter as though it had not voted on the issue. Only a person who originally voted on the
prevailing side may move to reconsider. Otherwise, any member may make the motion
by saying, “I move to reconsider . . . stating the motion to be reconsidered . . .” The council
may debate the motion. If the council passes the motion to reconsider, it must then
reconsider the original motion and take another vote. If the council defeats a motion to
reconsider, no further action is necessary.
b. The motion to postpone indefinitely
There is an important difference between the motion to postpone indefinitely and the
motion to postpone temporarily. The motion to postpone temporarily is more commonly
called a motion to “lay on the table” or “to table.” The motion to postpone temporarily
postpones consideration of the motion until some undetermined, future time. The council
may consider a tabled motion whenever a majority of the members decide to do so. A
motion to postpone indefinitely, however, is the equivalent to a negative vote on the
main motion. An affirmative vote on it may be reconsidered, but not a negative vote. A
motion to permanently suppress any future consideration of an issue is not binding on a
future council.
c. The Motion to Limit Debate
A council may limit debate by placing a reasonable time limit on it, such as a limit of 15
minutes to consider a particular motion; or limiting the number of people who may speak
for and against a certain motion, such as a limit of three speakers in favor and three
speakers opposed.
d. The Motion to Amend
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Members may offer amendments to a main motion at any time. In addition, it is possible
to amend an amendment currently under consideration. Beyond this, councilmembers
can offer no further amendments. When a member has made a motion to amend, the
vote on the amendment must precede the vote on the original motion. After the body
has accepted or rejected the amendment, another vote on the original motion is
necessary.
e. The Motion to Substitute
This is a motion to replace one motion with another on the same subject. A Member may
move to substitute a main motion or an amendment to a main motion. One form for
making a substitute motion is to say, “I wish to introduce the following substitute motion
. . . present the substitute motion . . .” When a substitute motion is before the body, the
body must decide which of the two motions, the original motion or the substitute motion,
to consider. The body must vote on the question. A “yes” vote favors considering the
substitute motion. A “no” vote favors considering the original motion. The body must
then discuss and vote on the selected motion.
Public Comment
Open Forum
Open Forum is conducted prior to the Call of Order and is not televised. In an effort to provide
full and open communication with the public, the City Council uses Open Forum to gather
information via public input. The following procedures apply to Open Forum:
• Open Forum will begin promptly at 6:20 pm and last for a maximum of 10 minutes.
• The Mayor opens the Open Forum.
• Those wishing to speak should raise their hands and approach the podium when
recognized by the Mayor, then clearly state their name and the topic they wish to discuss.
• Each person will be allowed three minutes to speak. The City Clerk, or the staff meeting
support person, will activate a timer that will show on screens in the Council Chambers
to ensure that the Mayor is able to apply the time limit to all speakers fairly.
Spokespersons may be given more time to speak on behalf of a group of people.
• Only one person may speak at a time.
• Speakers are encouraged to direct comments to the City Council as a whole and not to
one particular member.
• Open Forum is intended for topics not on the City Council agenda that same day.
• Speakers are encouraged to comment on any aspect of City business, but direct or
inferred comments on personality conflicts with City Council, Commission, or staff
members, including but not limited to personal attacks, hate speech, or threats of
violence, will not be allowed.
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• The City Council will not take official action on items discussed during Open Forum, except
to refer items to staff for future discussion. Council members may ask questions for
clarification purposes, but they may wish to investigate or research issues before
responding.
• The City Clerk will keep a record of speakers and comments.
Public Hearings
The following procedures apply to Public Hearings:
• The Mayor opens the public hearing.
• Those wishing to speak should raise their hands and approach the podium when
recognized by the Mayor, then clearly state their name for the record.
• Each person will be allowed three minutes to speak. The City Clerk, or the staff meeting
support person, will activate a timer that will show on screens in the Council Chambers
to ensure that the Mayor is able to apply the time limit to all speakers fairly.
Spokespersons may be given more time to speak on a behalf of a group of people.
• Only one person may speak at a time. Everyone who wishes will have a chance to address
the Council. The Mayor may ask staff to answer questions after all persons have had a
chance to speak.
• No one will be given an opportunity to speak a second time until everyone has had an
opportunity to speak initially. Please limit second comment to new information and not
rebuttals.
• Speakers are encouraged to direct comments to the City Council as a whole and not to
one particular member.
• Direct or inferred comments on personality conflicts with City Council, Commission, or
staff members, including but not limited to personal attacks, hate speech, or threats of
violence, will not be allowed.
• The audience is urged to be polite and quiet as comments are made to the Council.
Applauding or other disruptive behavior are inappropriate during City Council
proceedings.
• There will be no straw votes of people present.
• When the public comments are completed, the Mayor closes the public hearing and starts
Council discussion. The audience is welcome to listen quietly to the discussion but may
not make further comments.
• The City Clerk will keep a record of speakers and comments.
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Robert’s Rules Cheat Sheet
Order To do this You say this May you
interrupt speaker?
Must you be
seconded?
Is the motion
debatable?
Is the
motion amendable?
What vote is required?
1 Adjourn the meeting “I move we adjourn” May not interrupt
the speaker
Must be
seconded
Not debatable Not
amendable
Majority vote required
2 Recess the meeting “I move that we
recess until…”
May not interrupt
the speaker
Must be
seconded
Not debatable Amendable Majority vote required
3 Complain about a
noise, room
temperature, etc.
“Point of privilege” May interrupt
speaker
No second
needed
Not debatable
(in this case,
any resulting
motion is
debatable)
Not
amendable
No vote required (chair
decides)
4 Suspend further
consideration of
something
“I move we table it” May not interrupt
speaker
Must be
seconded
Not debatable Not
amendable
Majority vote required
5 End debate “I move the previous
question”
May not interrupt
speaker
Must be
seconded
Not debatable Not
amendable
Two-thirds vote required
6 Postpone
consideration of
something
“I move we
postpone this matter
until…”
May not interrupt
speaker
Must be
seconded
Debatable Amendable Majority vote required
7 Have something
studied further
“I move we refer this
matter to a
committee/attorney”
May not interrupt
speaker
Must be
seconded
Debatable Amendable Majority vote required
8 Amend a motion “I move that this
motion be amended
by…”
May not interrupt
speaker
Must be
seconded
Debatable Amendable Majority vote required
9 Introduce business
(a primary motion)
“I move that…” May not interrupt
speaker
Must be
seconded
Debatable Amendable Majority vote required
no order Object to a
procedure or to a
personal affront
“Point of order” May interrupt
speaker
No second
needed
Not debatable Not
amendable
No vote required, chair
decides
no order Request information “Point of
information”
If urgent may
interrupt speaker
No second
needed
Not debatable Not
amendable
No vote required
no order Ask for a vote by
actual count to
verify a voice vote
“I call for a division
of the house”
May not interrupt
speaker
No second
needed
Not debatable Not
amendable
No vote required unless
someone objects (then
majority vote required)
no order Object to
considering some
undiplomatic or
improper matter
“I object to
consideration of this
question.”
May interrupt
speaker
No second
needed
Not debatable Not
amendable
Two-thirds vote required
no order Take up a matter
previously tabled
“I move we take
from table”
May interrupt
speaker
Must be
seconded
Not debatable Not
amendable
Majority vote required
no order Reconsider
something already
disposed of
“I move we now (or
later) reconsider our
action relative to…”
May interrupt
speaker
Must be
seconded
Debatable if
original motion
is debatable
Not
amendable
Majority vote rquired
no order Consider something
out of its scheduled
order
“I move we suspend
the rules and
consider…”
May interrupt
speaker
Must be
seconded
Not debatable Not
amendable
Two-thirds vote required
no order Vote on a ruling by
the chair
“I appeal the chairs
decision.”
May not interrupt
speaker
Must be
seconded
Debatable Not
amendable
Majority vote required
The motions or points numbered are listed in established order of precedence. When one of them is pending, you may not introduce another that's listed below it,
but you may introduce another that's listed above it. The motion or points that have no established order of precedence may be introduced at any time, except when the meeting is considering 1, 2 or 3.
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Other Council Rules
Council Policy on the Role of Council Liaison and Other Appointments
Council Liaison
Each year the City Council names one or two of its members as liaison to each of its Boards and
Commissions. The intent of the liaison is to improve communications between the Council and
its appointed Boards and Commissions. Liaisons should attend at least one or two meetings of
the designated Board/Commission each year for formal communications, although they may
attend any meeting to observe other agenda items of interest.
If requesting to be on the agenda, the liaison should contact the Chair and staff liaison to
determine an appropriate date and time; however, as a reminder, the liaison is not a participating
member of the board/commission. Liaisons should informally report to the Council on issues
significant to the Boards and Commissions.
Other Appointments
Each year, the Council appoints the Mayor and Council Members to serve as representatives,
delegates, or alternates on various advisory groups or joint powers organizations. Additionally,
the City Council appoints its members and staff to fill several roles required by statute. These
appointments are for one-year terms.
The list of current and recent appointments is distributed to the City Council in December so that
there is adequate time to review and discuss proposed appointments for the upcoming year. The
City Council adopts the annual assignments and appointments by resolution at a meeting each
January.
Reporting to the Council
When serving as either liaison or appointed member, the Mayor/Council Member should
regularly report to the full Council on issues currently under discussion by a particular board or
commission. When representing the City on an affiliated Board or Commission, positions taken
should represent the consensus of the City Council as a whole. Positions under consideration
should be discussed during regular updates to the Council. It may be appropriate to adopt a
resolution outlining specific Council positions for issues of special concern to the Council.
Reimbursement for Meeting Attendance
Under City Code, Section 2-43, the Mayor and Council are paid $50 for each meeting they are
directed or designated to attend, up to a maximum of $150 per month. Where a delegate and
alternate are appointed, the delegate is eligible for payment for all meetings they attend. The
alternate is eligible for payment for all meetings they attend that the delegate does not attend.
The City Council adopts an annual resolution in January that lists the meetings eligible for
reimbursement and method for approval, as required by ordinance.
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Elected Official Out of State Travel Policy
Purpose
The City of Golden Valley recognizes that its elected official may at times receive value from
traveling out of the state for workshops, conferences, events and other assignments. This policy
sets forth the conditions under which out-of-state travel will be reimbursed by the City.
General Guidelines:
1. The event, workshop, conference or assignment must be approved in advance by the City
Council at an open meeting and must include an estimate of the cost of the travel. In
evaluating the out-of-state travel request, the Council will consider the following:
• Whether the elected official will be receiving training on issues relevant to the City or
to his or her role as the Mayor or as a Council Member;
• Whether the elected official will be meeting and networking with other elected
officials from around the country to exchange ideas on topics of relevance to the City
or on the official roles of local elected officials.
• Whether the elected official will be viewing a city facility or function that is similar in
nature to one that is currently operating at, or under consideration by the City where
the purpose for the trip is to study the facility or function to bring back ideas for the
consideration of the full Council.
• Whether the elected official has been specifically assigned by the Council to visit
another city for the purpose of establishing a goodwill relationship such as a "sister-
city" relationship.
• Whether the elected official has been specifically assigned by the Council to testify on
behalf of the City at the United States Congress or to otherwise meet with federal
officials on behalf of the City.
• Whether the City has sufficient funding available in the budget to pay the cost of the
trip.
2. No reimbursements will be made for attendance at events sponsored by or affiliated with
political parties.
3. The City may make payments in advance for airfare, lodging and registration if specifically
approved by the council. Otherwise all payments will be made as reimbursements to the
elected official.
4. The City will reimburse for transportation, lodging, meals, registration, and incidental costs
using the same procedures, limitations and guidelines outlined in the City's policy for out-of-
state travel by City employees.
5. Airfare will be reimbursed at the coach rate.
6. Mileage will be reimbursed at the IRS rate. If two or more Council Members travel together
by car, only the driver will receive reimbursement. The City will reimburse for the cost of
renting an automobile if necessary to conduct City business.
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7. Lodging and meal costs are limited to those which are reasonable and necessary.
8. Receipts are required for lodging, airfare, and meals and should accompany an expense
report form. It is not necessary to have receipts for cabs and tips. The expense report form
shall be submitted to the Finance Department for payment.
9. The City will not reimburse for alcoholic beverages, personal telephone calls, costs associated
with the attendance of a family member, rental of luxury vehicles, meal expenses included in
the cost of registration, or recreational expenses such as golf or tennis. Adopted November
15, 2005.
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Virtual Meeting Policy
Purpose
The purpose of this Remote Meeting Attendance Policy (“Policy”) is to establish standards
for remote meeting attendance for City of Golden Valley elected and appointed officials. All
remote attendance must meet the requirements of Minnesota Statutes § 13D.02 and this
Policy.
Policy
A. Applicability
This Policy applies to City of Golden Valley elected and appointed officials (collectively,
“Members”), including but not limited to members of the following public bodies:
1. The City Council
2. All commissions of the City of Golden Valley
3. All boards of the City of Golden Valley
4. All task forces of the City of Golden Valley
5. All other public bodies duly created by the Golden Valley City Council
B. Interactive Technology & Remote Attendance Defined
As used in this Policy, the terms Interactive Technology and Remote Attendance have the
following meanings:
• Interactive Technology means technology that allows all Members to hear and see
one another and all discussion and testimony presented at any location at which at
least one member is present.
• Remote attendance means attending a meeting by Interactive Technology from a
location that is not the regular meeting location.
C. Requirements
Elected and appointed officials may attend City Council, Board, or Commission meetings
by interactive technology so long as:
1. All Members of the body participating in the meeting, wherever their physical
location, can hear and see one another and can hear and see all discussion and
testimony presented at any location at which at least one Member is present;
2. Members of the public present at the regular meeting location of the body can hear
and see all discussion and testimony and all votes of members of the body;
3. At least one Member of the body is physically present at the regular meeting
location;
4. All votes are conducted by roll call so each Member’s vote on each issue can be
identified and recorded; and
5. Each location at which a Member of the body is present is open and accessible to
the public.
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D. Quorum
Each Member participating in a meeting by Interactive Technology is considered present
at the meeting for purposes of determining a quorum and participating in all proceedings.
E. Notice
If a Member attends a meeting by Interactive Technology, the City must provide notice of
the regular meeting location and notice of any site where a Member of the body will be
participating by Interactive Technology.
A Member wishing to attend a meeting remotely must request approval from the public
body’s staff liaison at least seven (7) calendar days prior to the meeting. The Staff Liaison will
review the request to ensure conditions of this policy are met. The Member’s request must
include the reason or reasons for the request and the description and street address of the
proposed remote meeting location.
F. Internet Connection
Members remotely attending a meeting must have a stable, consistent source of internet
access.
G. Associated Costs
Members attending remotely are responsible for any associated costs and will not be
reimbursed by the City for remote meeting related expenses.
H. Public Monitoring of Remote Meetings
If Interactive Technology is used to conduct a meeting, to the extent practical, the City shall
allow members of the public to monitor the meeting electronically from a remote location.
I. Records
The minutes for all meetings conducted using Interactive Technology must reflect the names
of any Members appearing by Interactive Technology and state the reason or reasons for the
appearance by Interactive Technology.
J. Exceptions under State Law
This Policy shall not preclude members from participating remotely where they meet the
requirements of Minn. Stat. § 13.02, subd. 1(b)(1)-(2), or 13D.021.
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EXECUTIVE SUMMARY
City Administration
763-512-2345 / 763-512-2344 (fax)
Golden Valley City Council Work Session
April 10, 2024
Agenda Item
4. Council Review of Future Draft Agendas
Prepared By
Theresa Schyma, City Clerk
Supporting Documents
Review of Future Draft Agendas
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Review of Future Draft Agendas
Meeting & Item Info
April 16, 2024 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
New Employee Introductions
Swearing-in Ceremony for Fire Chief Brunsell
Proclamation Recognizing Firefighter Appreciation Day
Consent - City Check Registers
Approval of City Check Registers
Consent - Licenses
Consent - Boards, Commissions, and Task Forces
Consent - Bid, Quotes, and Contracts
Approve Contract for Pavement Markings
Approve Purchase of a 2025 Ford Explorer from Ford of Hibbing
Approve Agreement with Axon LPR
Approve Extension of Pohlad Grant Agreement
Approve Joint Powers Agreement with Hennepin County Human Services and Public Health Department for a Police Embedded
Social Worker
Consent - Grants and Donations
Resolution to Accept Donation from the Golden Valley Crime Prevention Fund for National Police Week Events
Consent - Miscellaneous
Approval of the 2024 Public Land Inventory Report
Approve Updates to Council Meeting Structure, Guidelines, and Policies
Public Hearing
Approve 227 Paisley Minor Subdivision
Old Business
New Business
April 20, 2024 City Council Special Meeting - 1:00 PM
Commissioner Interviews
Discussion Regarding Appointments/Reappointments
Adjournment
May 7, 2024 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
Proclamation for Asian American and Pacific Islander Heritage Month
Proclamation for Arbor Day and Arbor Month
Proclamation Recognizing National Police Week
Proclamation Recognizing International Day of Hope
Consent - Council Minutes
Approval of all April Council minutes
Consent - City Check Registers
Approval of City Check Registers
Consent - Licenses
Consent - Boards, Commissions, and Task Forces
Board/Commission Appointments and Reappointments
Consent - Bid, Quotes, and Contracts
Approve Purchase of Hockey Dasher Boards from Becker Arena Products
Approve Contract for Construction Services to Install Hockey Dasher Boards
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Meeting & Item Info
Approve Cooperative Agreement with BCWMC for Bassett Creek Restoration Project (Regent Ave to Golden Valley Rd)
Approve Agreement with Executive Search Firm
Consent - Grants and Donations
Consent - Miscellaneous
Receive and File 1st Quarter's Financial Reports
Adopt Resolution Approving Updated Equity Plan
Approval of a Resolution regarding the Support of a Job Creation Fund Application in Connection with 201 General Mills Blvd
Approval of a Resolution Regarding an Application by 201 General Mills Blvd for Minnesota investment Funds
Public Hearing
Formal Public Hearing on Sacred Communities Ordinance
Consideration of Approval of a Conditional Use Permit (CUP) at 201 General Mills Blvd
Zane Avenue and Lindsay Street Public Improvement Hearing
Old Business
New Business
May 14, 2024 HRA Work Session - 6:30 PM
Annual Housing and Economic Development Update and Work Plan
HOPE Update & Site Acquisition Process
May 14, 2024 City Council Work Session - 6:30 PM
Discuss Local Affordable Housing Aid (LAHA)
Update on East Fire Station Locations
Council Review of Future Draft Agendas
May 21, 2024 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
Proclamation Recognizing National Public Works Week
New Employee Introductions
Consent - City Check Registers
Approval of City Check Registers
Consent - Licenses
Liquor License Renewals
Consent - Boards, Commissions, and Task Forces
Receive the 2023 Housing and Redevelopment Authority Annual Report and Approve the 2024 Work Plan
Consent - Bid, Quotes, and Contracts
Consent - Grants and Donations
Consent - Miscellaneous
Public Hearing
Old Business
New Business
June 4, 2024 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
Proclamation for Pride Month
Proclamation - Recognizing June 19th as Juneteenth Freedom Day
Consent - Council Minutes
Approval of all May Council minutes
Consent - City Check Registers
Approval of City Check Registers
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Meeting & Item Info
Consent - Licenses
Liquor License Renewals (continued, if necessary)
Consent - Boards, Commissions, and Task Forces
Consent - Bid, Quotes, and Contracts
Approve Contract for Native Vegetation Management
Consent - Grants and Donations
Consent - Miscellaneous
Approve Update to City's Data Practices Policies, Resolution
Adopt Records Management Policy, Resolution
Adopt Technology Policies, Resolution
Public Hearing
Approve Resolution Supporting Storm Water Pollution Prevention Plan (SWPPP)
Old Business
New Business
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