EC Agenda-5-20-2024
REGULAR MEETING AGENDA
Remote Attendance: Members of the public may attend this meeting via Microsoft Teams by
calling 1-872-256-4160 and entering access code 910 737 312#.
Questions/Comments: Members of the public who have questions about the commission or
any items on the agenda should contact the staff commission liaison – Eric Eckman,
Environmental Resources Supervisor, eeckman@goldenvalleymn.gov, 763-593-8084.
1. Call to Order
2. Land Acknowledgement
We acknowledge and honor the Dakota nation, on whose ancestral land the City of Golden Valley
is built, and whose land resources we use. We commit to counteracting the erasure of the cultural
practices and presence of the Dakota people through education and by amplifying a wide range of
indigenous voices.
3. Roll Call
4. Approval of Agenda
5. New Member Kari Cantarero – Oath of Office (5 min)
6. Approval of April 22, 2024 Regular Meeting Minutes (5 min)
7. Old Business
A. Ȟaȟa Wakpadaŋ/Bassett Creek 2024 efforts
i. Subcommittee updates
1. Clean-up event (5 min)
2. Water Ceremony (5 min)
ii. Watershed Commission update (10 min)
B. Work Plan (10 min)
8. New Business
A. Commission Re-orientation (15 min)
B. Equity Plan (5 min)
C. Election of Officers (5 min)
Action Requested
D. Council Updates (5 min)
E. Other Business (5 min)
9. Adjournment
May 20, 2024 – 6:30 pm
City Hall Council Conference Room
REGULAR MEETING MINUTES
Remote Attendance: Members of the public may attend this meeting via Microsoft Teams by calling 1-
872-256-4160 and entering access code 587 275 181#.
Questions/Comments: Members of the public who have questions about the commission or any items
on the agenda should contact the staff commission liaison – Eric Eckman, Environmental Resources
Supervisor, eeckman@goldenvalleymn.gov, 763-593-8084.
1. Call to Order
The meeting was called to order by Chair Hill at 6:30 pm.
2. Land Acknowledgement
3. Roll Call
Commissioners present: Dawn Hill, Debra Yahle, Wendy Weirich, Tonia Galonska, Sarah Drawz, Paul
Klaas
Commissioners absent: Ellen Brenna
Council Members present: None
Staff present: Eric Eckman, Environmental Resources Supervisor;
Ethan Kehrberg, Sustainability Specialist;
Annie Knoll, GreenCorps Member;
Carrie Nelson, Engineering Assistant.
4. Approval of April 22, 2024 Agenda
MOTION by Commissioner Galonska, seconded by Commissioner Drawz to approve the agenda for
April 22, 2024 as submitted and the motion carried.
After further discussion:
MOTION by Commissioner Klaas, seconded by Commissioner Yahle to amend the agenda for April 22,
2024 and the motion carried with the following amendment:
• Add item 6B. 2024 Work Plan.
5. Approval of March 25, 2024 Regular Meeting Minutes
MOTION by Commissioner Weirich, seconded by Commissioner Galonska to approve the minutes of
March 25, 2024 as submitted and the motion carried with the following change:
• Add the names of the Commissioners who made the motion to approve the March 25, 2024
agenda.
April 22, 2024 – 6:30 pm
City of Golden Valley Environmental Commission Regular Meeting
April 22, 2024 – 6:30 pm
2
After further discussion:
MOTION by Commissioner Hill, seconded by Commissioner Yahle to approve the March 25, 2024
Minutes as submitted with the previous change and the following amendment:
• Add the following statement as item Cii:
o Having heard this directive, some commissioners expressed the view that the City staff
lacks the authority to direct the Environmental Commission not to create a 2024 Work
Plan. Some commissioners stated their understanding that the Environmental
Commission advises and reports to the City Council, not the City Staff. Chair Hill
indicated that she would seek direction from the City Council, particularly the
commission’s City Council liaison, Sophia Ginis, as to whether the Environmental
Commission should prepare and execute a 2024 Work Plan or not.
The motion carried after a 5-1 vote (In favor: Hill, Yahle, Galonska, Drawz, and Klaas.
Opposed: Weirich)
6. Old Business
A. Ȟaȟa Wakpadaŋ/Bassett Creek efforts
MOTION by Commissioner Yahle, seconded by Commissioner Klaas to approve the Creek
Clean-Up Sub-Committee including Commissioners Galonska and Drawz, and the motion
carried.
MOTION by Commissioner Galonska, seconded by Commissioner Drawz to approve the
Water Ceremony Sub-Committee including Commissioner Weirich, and the motion carried.
B. 2024 Work Plan
Commissioners discussed the following points about the work plan:
i. Each council member can only speak for themselves until a collective vote is taken on a
policy, priority, or the budget.
ii. The EC by-laws require us to create a work plan every year – Article IV-B. Somebody
who has the authority to do so needs to tell the commissioners not to do what they’re
required to do.
1. Shouldn’t we follow the rules until someone tells us not to?
1. We haven’t been invited to present a 2024 work plan to the Council. This
would typically happen in March/April.
iii. The lack of a 2024 Work Plan should not stop our progress with the work remaining on
our 2023 Work Plan.
iv. Commissioners talked about the March meeting - Council Member Ginis said the
Council hasn’t changed the charter of the Commission and hasn’t said don’t advance
work in 2024. The management team’s direction to staff liaisons was that we’re not
going to work on the previous year’s report and the new work plan right now. We’ll
pause while we work on the foundational needs of the City.
City of Golden Valley Environmental Commission Regular Meeting
April 22, 2024 – 6:30 pm
3
v. Commissioners would like to hear directly from the Council that they’re not doing a
2024 Work Plan.
vi. We can pursue exploring organized waste hauling because it was approved on the 2023
work plan.
vii. Regarding the work plan agenda item, staff said even if an item is not on the agenda, it
could be added when approving the agenda or added/discussed under ‘other business’.
MOTION by Commissioner Klaas, seconded by Commissioner Galonska to include the
Annual Work Plan on the May 20, 2024 meeting agenda. The motion carried after a 5-1
vote (In favor: Hill, Yahle, Galonska, Drawz, and Klaas. Opposed: Weirich)
7. New Business
A. Home Energy Squad
Commissioners discussed the new Home Energy Squad Program cost structure and options.
MOTION by Commissioner Galonska, seconded by Commissioner Weirich recommending the
City pay 100% of the cost of Home Energy Squad visits for households in the 80% - 100% AMI
range, and splitting the costs equally for households at 100% AMI and above, and the motion
carried.
B. GreenStep Cities Annual Update
i. Staff reviewed the GreenStep Cities Annual Update, focusing on steps 1.1, 5.1, 9.1, 14.1,
and 14.2.
C. Business Energy Efficiency
i. Staff reviewed the Energy Goals and Progress for Business Energy Efficiency, and
possible options for business energy efficiency engagement and incentives for the
Commission to consider and discuss.
1. Staff reviewed actions the City is already doing, items listed in the energy action
plan, and other ideas researched by staff.
ii. Incentivizing – Cost sharing, funding, cut property taxes.
iii. Smaller wind systems are available and would be allowed in the City. Not prohibited by
the ordinance.
iv. Keep permit fees low for solar/wind permits. There may still be fees for other
components such as an electricity permit.
1. Could we cut the fee in half and advertise it in the newsletter?
v. Utility franchise fees – currently dedicated to infrastructure costs in the City. Some
cities use a portion of those funds for sustainability staff, or to create a climate action
fund to reimburse business owners that invest in energy efficient projects.
vi. Is there a strategy that would include KARE-11 or schools that would generate more
publicity and attention?
vii. Do businesses know about all the programs the state is providing? Can we provide them
with some education about these?
City of Golden Valley Environmental Commission Regular Meeting
April 22, 2024 – 6:30 pm
4
viii. Shift2Electric – Does a lot of work with car dealerships and could be included in future
engagements or education.
1. We have used them for information in the past and have directed people to
them.
ix. We can now require private property owners to add EV chargers if they’re doing new
development/redevelopment, parking lot/ramp construction/reconstruction.
x. We’re still on hold as far as the City adding charging stations to public areas. Still waiting
for clarification on the state law.
D. Program/Project Updates
i. Commissioners mentioned they don’t get a regular Planning update anymore. It was
suggested they could follow the Planning Commission and Council agendas and sign up
for e-mail updates.
ii. The Wildwood Park project site has been seeded and planted. There is a 3-year
vegetation management and establishment period in the contract, before it’s turned
over to the City to manage as part of its annual native vegetation buffer contract.
1. Medley Park is the same. There’s two years left in the professional management
period.
iii. No Mow May is for the community more so than the City. The City mows the play fields
and high use areas, but refrains from mowing its designated low maintenance areas.
Also, the City refrains from using chemicals where possible.
E. Council Updates
i. None
F. Other Business
i. Ethan and Annie presented to senior citizens at Brookview at a workshop on Recycling,
Organics, and Composting. 12-15 people attended.
ii. This is Chair Hill’s last meeting.
iii. Next month is the business meeting and the election of a new chair.
8. Adjournment
MOTION by Commissioner Weirich, seconded by Commissioner Hill to adjourn the meeting at 8:21 pm
and the motion carried.
ATTEST:
________________________________ _______________________________________
Carrie Nelson, Administrative Assistant Dawn Hill, Chair
Date: May 20, 2024
To: Environmental Commission
From: Eric Eckman, Environmental Resources Supervisor
Subject: Ȟaȟa Wakpadaŋ/Bassett Creek 2024 Actions
The Environmental Commission’s work plan includes the advancement of environmental justice
and land acknowledgement actions in our community. This includes raising awareness of the
Dakota name for Bassett Creek (Ȟaȟa Wakpadaŋ) and the importance of clean water for all living
beings. At its March and April meetings, the Commission approved the sponsorship of two events
in 2024 and formed sub-committees to help plan and participate in these events.
• Creek clean-up in Golden Valley
• Water ceremony on Indigenous Peoples' Day (October 14)
Staff and sub-committee members will be present to give updates.
Staff will also share an update on the Watershed Commission’s progress on three items of
interest to the Environmental Commission as it looks to pursue more actions in 2024 and beyond .
• Service agreement with Indigenous consultant to develop content on native cultures
• The Watershed Commission’s first Water and Land Acknowledgement Statement
(attached)
• Study co-naming opportunities for Ȟaȟa Wakpadaŋ/Bassett Creek
Water and Land Acknowledgement Statement
We acknowledge that the waterways of the Ĥaĥa Wakpadaŋ, located in Mnisota
Makoċe, the homeland of the Dakota peoples, are living waters which are part of a
larger living ecosystem.
Historically, the Ĥaĥa Wakpadaŋ provided material, nutritional, and spiritual
sustenance to the Dakota peoples. We acknowledge the forced removal of the
Dakota from the lands and waterways that nurtured them as relatives. And we
recognize the environmental degradation that continues in the watershed today.
The living waters of Ĥaĥa Wakpadaŋ remains significant to the Dakota and other
Native peoples, including many who presently live in the watershed. The Bassett
Creek Watershed Management Commission seeks to identify and integrate Native
wisdom by collaborating with Indigenous peoples and communities to reduce the
impacts of climate change and improve the ecosystem health for all living beings in the
watershed.
Acknowledging the complex past and present traumas and triumphs is a step toward
healing for the land, watershed and peoples who live in the watershed today.
Date: May 20, 2024
To: Environmental Commission
From: Eric Eckman, Environmental Resources Supervisor
Subject: Commission Re-orientation
At its annual business meeting each May, the Commission will review the orientation materials
for Boards and Commissions including the commission’s structure, member roles and
responsibilities, open meeting law, and the City’s values. Commission members are asked to
review the attached materials ahead of time and come to the meeting with their questions and
comments.
New Board/Commission
Member Welcome Packet
Hello, and welcome to the City of Golden Valley as a new Board/ Commission member. We are
thrilled to have you join us. This packet includes important information to help you navigate
your new role. When you arrive for your first meeting you will receive a new member
orientation, where we will go over a lot of the information in this packet, and you will have an
opportunity to ask any questions.
Table of Contents
Council, Board, and Commission Guiding Principles ………….………………… pages 2-10
The Guiding Principles apply to all members of the Council and each appointed member
of a board or commission. The “Principles” document details the values and standards of
conduct expected for each member, outlines communication structure, and identifies and
addresses conflict of interest.
Guidelines for Advisory Boards and Commissions …………………….…….… pages 11-16
The “Guidelines” were developed to help board and commission members with the structure
and procedures of City Boards and Commissions. Topics include “terms of office,”
“attendance,” and more!
Minnesota Government Data Practices Act ……………………..………….………. page 18
The Data Practices Act presumes that all government data are public. This one page guide
shares the “who, what, where, when, why, and how” of the Data Practices Act.
Open Meeting Law ……………………………………………………….………………….….. page 19
All of the City’s meetings abide by the State of Minnesota’s Open Meetings Law. This one-page
gives the “who, what, when, and why” of the open meeting law. It is crucial that board and
commission members understand that this law applies to all types of “meetings” including
phone calls, emails, and texts!
Robert’s Rules of Order……………………….………………………………....…….. pages 20-21
The City conducts business at Council meetings and Board/Commission meetings using Robert’s
Rules of Order. This “cheat sheet” should help you understand the structure, including how to
handle a motion, and how conduct business during meetings.
1
2
Council, Board, and Commission
Guiding Principles
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
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.
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.
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.
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;
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.
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.
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: ________________________________
11
Guidelines for Boards and
Commissions
Guidelines for Boards and
Commissions
Introduction
The City Council wishes to express its appreciation to the many citizens who take time away from their
personal and professional lives to serve the community through their membership on the Council’s
advisory groups. Golden Valley has had a history of extensive citizen involvement. At present
approximately 60 advisory commission, board, and committee members participate in providing
specialized expertise so that Council decisions can be made with more complete background and
knowledge than would otherwise be possible. The Council and the entire community benefit from this
invaluable service.
Golden Valley is a statutory city. The legislature established it as a city in the early 1970’s. The State
Statutes provide: “In any such city, there shall be…no administrative board or commission…the Council
shall itself perform the duties and exercise the powers and shall govern and administer the functions for
which no independent boards are authorized by statute. The Council, may, however, create boards or
commissions to advise the Council with respect to any municipal function or activity or to investigate
any subject of interest in the City.” This Council, and others before it, recognizes the many advantages to
be gained from this approach.
The purpose of this document is to provide guidance to the Council’s advisory boards and commissions.
The Council is directly responsible for the actions of its advisory boards and commissions. It is hoped
that through these guidelines the expectations of the Council will be clearly understood and followed.
The Mayor and Council Members welcome any request for discussion or clarification of information that
is contained in these guidelines. The goals of the Council are better communication with its advisory
commissions and better service to the citizens of Golden Valley.
Current Golden Valley Boards and Commissions
The Golden Valley City Council currently has seven standing advisory commissions. They are:
•Board of Zoning Appeals
•Police Employment, Accountability, and Community Engagement Commission
•Environmental Commission
•Diversity, Equity, and Inclusion Commission
•Human Services Commission
•Open Space and Recreation Commission
•Planning Commission
Short term advisory committees are appointed as needed.
These Guidelines for Advisory Boards and Commissions apply to each of these groups as appropriate and
as permitted by the laws and ordinances which establish them.
I.Legal Basis of Advisory Boards and Commissions
Boards and commissions are authorized to exercise all duties which the Council has legally assigned to
them. They are frequently authorized to conduct research and make recommendations. It should be
remembered, however, that advisory boards and commissions may not make decisions on behalf of the
Council. In many cities, it is routine practice for the Council to accept an advisory recommendation if the
12
commission has done a thorough and competent job. It must be emphasized, however, that it is the
Council's final decision on the matter and not simply the commission recommendation which is effective
to bind the municipality. No recommendation of any advisory commission takes effect unless it has been
adopted by formal action of the Council. These advisory commissions may be organized in any manner
deemed appropriate by the Council. The City Council may create and dissolve them, appoint persons to
serve on them, and exercise powers of general supervision over them.
II. Open Meeting Law
All meetings of all public bodies in Golden Valley must be open to the public. There can be no such thing
as a “closed”, “private”, or “executive” meeting or session. The only exceptions that have been
recognized in the past are certain disciplinary actions conducted by the Police Civil Service Commission
and some personnel and legal matters before the Council.
The Minnesota Statute requiring City Council meetings to be open to the public has been in existence for
many years. A 1973 amendment and court decisions and rulings by the Minnesota Attorney General
have made commissions, subcommittees, and other public bodies subject to the statute. Any person
violating the open meeting requirement is subject to civil penalty.
Commissions and committees should be careful to observe the requirements of holding all meetings in
public places and posting notices of meeting dates and times at the City Hall. Scheduling of meetings
with the Manager’s Office will help prevent conflict with other groups over meeting times when public
participation is particularly desired. Commission, board, and committee meetings will not be held on
designated legal holidays or recognized religious holidays.
Any questions regarding the meaning or application of the Open Meeting Law should be directed to the
staff liaison. The staff liaison will seek such advice from the City Manager, in conjunction with the City
Attorney as may be necessary.
III.Commission Organization and Procedures
A.Term of Office: Appointments to commissions are made effective May 1 of each year. The length
of each appointment is provided in the governing ordinance or resolution and is designated by
the Council at the time of the appointment. Each permanent advisory commission should elect
officers no later than its second meeting after May 1 in each year. Chairpersons of special
committees may be appointed by the Council.
Voluntary resignations from a commission should be communicated by letter or email from the
person resigning to the Staff Liaison.
Chair and Vice Chair: The Chair and Vice-Chair shall be elected from the Commission
membership by its members at its regular Annual Meeting. Members may only serve two
consecutive years as the chair and vice-chair of any board or commission.
B.Meetings: Meeting times and locations are set according to each commission's bylaws. Each
commission should defer to the Council's meeting policy for meetings which occur on or near
recognized holidays. A quorum of the board is made up of a majority of members currently
13
appointed. All meetings will be conducted in accordance with the Minnesota Open Meeting Law
and the City Code. The proceedings of meeting should be conducted using standard
parliamentary procedure.
C. Attendance: Members are expected to attend all meetings, including the annual board and
commission joint meeting. If a member is unable to attend a meeting, they should contact the
staff liaison, who will inform the chair. If a quorum cannot be attained, the meeting will be
canceled. Staff liaisons will track attendance at each meeting. Each April, the City Manager’s
office will review attendance records for the preceding calendar year (April-March) and send a
standardized letter of warning to any member that has missed:
• two consecutive or three total meetings for groups that meet once a month; or
• two consecutive or five total meetings for groups that meet twice a month.
Because attendance is so important to the work of the City’s boards and commissions, the
City Manager may ask the member to explain the reasons for their absences. If circumstances
prevent the member from committing to consistently attending future meetings, the
member may be asked to step down. The City Manager will not ask the member to step
down if their inability to attend meetings is due to health reasons. If the member’s
attendance does not improve within 3 months after receiving a warning, the City Manager or
their designee shall ask the member to step down. If the member chooses not to step down,
the Council may take action to remove the member.
D. By-Laws or Rules of Procedure: Each commission shall follow By-Laws or Rules of Procedure
governing its work. Proposed amendments to By-Laws or Rules of Procedure should be
submitted to the Council for review and approval prior to implementation.
E. Orientation: Staff liaisons, in conjunction with the City Manager’s department, will provide
orientation for new board and commission members. The staff Liaison for each Board or
Commission will provide the new member with meeting information, discuss expectations, and
review pertinent issues with them prior to the next meeting of the Board or Commission.
F. Acting as a Private Citizen: A commission member testifying before the Council as a private
citizen should clearly note before testimony that he/she is testifying as a private citizen.
G. Expenditures: Each Commission is authorized to incur those specific expenditures included in its
final budget, as adopted by the Council. Any other expenditures require specific Council approval
prior to the time the obligation is incurred. Council approval is necessary prior to solicitation of
funding from outside sources for any purpose.
H. Minutes: A person will be provided by the City to take minutes for the advisory boards and
commissions. Minutes serve the dual function of making an historical record of commission
proceedings and of informing the Council regarding the commission’s activities. The minutes
should, therefore, contain an accurate report of the sequence of events and names of citizens
who appear and are heard. In addition to the formal action of the commission, a summary of the
reasoning underlying such action should be included in the minutes.
I. Staff Liaison: A staff liaison is assigned to each commission. The purpose of this is to provide
direct information to each commission regarding City policy and practices within its area of
interest. Duties of the staff liaison are, in general, to facilitate or assist in the meetings, record 14
attendance, provide information and direction as requested by the commission, and to serve as
a conduit for information and assignments from the City Council and the City Manager. Staff
liaisons shall communicate all requests from a board or commission to the City Manager,
appropriate Department Head, and the Council, as requested. It is also the responsibility of the
staff liaison to inform the City Manager of any problems or issues that may arise.
The City operates under the “Plan B City Manager” form of government, in which all employees
are hired and supervised by the City Manager, who in turn is responsible to the Council. Neither
the Council nor any commission member has the authority to direct staff personnel. Any
commission recommendations for modification of City policy and practices should be directed to
the Council. The liaison will periodically inform the Chair on the members’ attendance,
particularly when warnings must be sent as provided in Section III.C, and copy to the City
Manager to forward to the City Council.
J.Council Liaison(s): Each year, at its organizational meeting, the Council shall assign one or more
liaisons to each Board or Commission. The Council Liaison(s) will meet at least annually with the
Board or Commission to which he or she is assigned. These meetings can serve as an informal
means for the exchange of information between the Council and the Board or Commission, but
all formal communication shall follow procedures as outlined in Section IV.
K.Subcommittees: From time to time, the Council may appoint subcommittees of certain
commissions in order that special attention be concentrated in specified areas. At the same
time, the Council also wants the opinion of the commission regarding each subcommittee’s
recommendations.
Each subcommittee should submit any report or recommendations intended for the Council,
first to the Commission for review and comment. Such review and comment should take place
at the next regularly scheduled meeting of the Commission. If it does not, the report or
recommendation of the subcommittee shall be forwarded to the Council without Commission
consent.
The subcommittee report or recommendation, together with the commission’s comments,
should be submitted to the Council at its next regularly scheduled meeting. As in the case of
commission presentations, a spokesperson for the subcommittee should attend the Council
meeting and be prepared to make a presentation and answer questions.
The Commission is free to appoint subcommittees of their membership as the commission sees
a need.
IV. Communications To and From Commissions
A.Council Requests to Commissions: From time to time, the Council will refer items to
commissions for recommendation. The purpose of such a referral is to assist the Council in
gathering all pertinent facts and sharpening the issues. The referral will be communicated to the
board or commission by the staff liaison. The Council would request a written report from each
commission with regard to each such referral. The report should set forth all the pertinent facts
15
and detailed recommendations from the commission. The report should be submitted to the
City Manager the Wednesday before the Council meeting so that it may be included in the
agenda.
Any time a commission report comes before the Council, one representative of the commission
should be present to make a presentation and answer questions. In the event there is a
difference of opinion on the commission, a minority report may be presented in the same
manner.
B.Commission Requests to Council: Any commission request or recommendation for Council
action or legal opinion should be communicated from the staff liaison to the City Manager,
giving a full explanation of the background of the matter. Along with the request, the
commission should submit or refer to the pertinent portion of its minutes on the subject.
The request should be delivered to the City Manager on the Wednesday before the Council
meeting. A presentation for the commission should be made by a representative from the
commission. A minority report may also be presented.
C.Communications with Those Other Than City Council: Based upon past experience, the Council
believes that there is some potential for misunderstanding regarding communications with
persons and governmental units or agencies other than the City Council of Golden Valley. It is
essential that members of commissions understand and observe appropriate policies and
practices in this regard.
The essential principle involved is that the Council alone has the responsibility and authority to
adopt the decisions, policies, and recommendations of the City of Golden Valley. The Council
values the opinions and advice of its commissions and invites the communication of the same to
the Council. The Council will take such opinions and advice into account in formulating the City’s
official position.
This method of proceeding does not preclude a commission from gathering such information as
may be pertinent to its activities. Commissions are free, without prior Council approval, to
gather information consistent with their annual work plan or other direction given by the
Council.
The matter of distribution of information to the public is one that is not capable of specific rules
of practice. In general, any such communication which purports to, or has the effect of
communicating an official City position or decision, should be submitted to the Council for prior
approval. Other types of communications, which are purely informational and do not involve
unresolved questions of City policy, may be disseminated without prior Council approval.
16
Minnesota Data Practices Act
Minnesota Open Meeting Law
Robert's Rules of Order Cheat
Sheet
17
The Data Practices Act (Minnesota Statues, Chapter 13) presumes that all government data are public. State or Federal law must specifically classify data for the government to limit access. The Act also describes government’s duty to respond to data requests made by a member of the public or by the subject of the data.
W H O ?
The Data Practices Act applies to government entities in
Minnesota, but does not apply to the Legislature or to the
courts. Anyone can make a request to view or receive
copies of government data. Public data are available to
anyone for any reason, and private or non public data are
available if the requestor is the subject of the data being
requested. Confidential or protected non-public dtata are
available only to those government employees who require
access to it for work-related reasons.
W H A T ?
“Government data” means all data collected, created,
received, maintained or disseminated by state or local
government, regardless of its physical form, storage media, or
conditions of use. Paper documents, email, CD-Roms,
videotape, and computer files are all forms of “government
data.”
W H E N ?
Government must respond to a request of public data
within a reasonable amount of time. Government must
respond to requests for data immediately or within ten
business days.
W H Y ?
The Act seeks to balance three principles: 1) Government’s
need to have data to do its work; 2) The need to maintain an
accountable and transparent government; and 3) The need to
protect individual privacy rights.
H O W ?
Step 1: A person submits a data request to the
Responsible Authority for the government entity that
maintains the data. If the request is for private
information, the government entity may ask for proof of
identity.
Step 2: The government entity retrieves the responsive
data, if it has any.
Step 3: The entity reviews the requested data. If the
government entity denies access to any of the requested
data, it must inform the requestor of the specific law that
justifies the denial.
Step 4: The government entity provides access to the
data and collects copy costs, if copies are requested.
H O W M U C H ?
Government may charge limited amounts for copies.
Inspection of government records is always free. Government
may never charge for the cost of separating public and not
public data (i.e. redaction).
For members of the public: If the request is for 100 or
fewer printed black and white pages: no more than $0.25 per
page.
For all other requests (including electronic data):
Actual cost of searching and retrieving the data, and for
making the copies.
For data subjects: For all requests: Only the actual cost of
making the copies. Government may not charge for search
and retrieval time.
DATA PRACTICES
MINNESOTA GOVERNMENT DATA PRACTICES ACT
651-296-6733 or 800-657-3721
info.ipad@state.mn.us | mn.gov/admin/data-practices
18
OPEN MEETING LAW
W H O ?
The Open Meeting Law (Minnesota Statutes, Chapter 13D) requires meetings of public bodies to be open to the public.
The law also identifies limited times when a public body may or must hold a closed meeting, and the requirements for doing
so. The Open Meeting Law does not address administrative concerns like agendas, meeting minutes, or parliamentary pro-
cedure (such as Roberts Rules). There may be other laws public bodies have to follow that affect how they conduct their
meetings.
Public bodies: public bodies are defined in the law and included State-level public bodies and local public bodies (such as
county boards, city councils, and school boards). State public bodies and local public bodies have different requirements.
The law also applies to committees, subcommittees, boards, departments, or commissions of public bodies.
The public: The public has the right to attend open meetings to observe the decision-making process of its governing bod-
ies. The Open Meeting Law does not require that public bodies allow public participation at the meetings, but it does not
prohibit public participation, either.
A public meeting occurs whenever a quorum (majority) of the public body is present and discusses official business. There
are three types of meetings: regular meetings, special meetings, and emergency meetings. A meeting or a portion of a
meeting may be closed if the circumstances allow or require closure. Those meetings must be recorded (except those
closed for discussions protected by attorney-client privilege).
Every public meeting must be properly noticed. The Open Meeting Law has different requirements for notifying the public
regarding when and where meetings are to take place depending on the type of meeting to be held:
Regular meetings: Public bodies must have a schedule of regular meetings.
Special meetings: Any meeting not on the regular schedule or that takes place at a different time, date, or location, than a
regualr meeting requires a special meeting notice.
• The notice must include time, date, location, and purpose of the special meeting
• The public body must post the notice at least three days before the meeting
• A public body may only discuss matters related to those listed on the notice.
Emergency meetings: Special meeings urgent circumstances do not allow for the three-day notice, such as in the event of a
natural disaster. No additional notice is required, except that public bodies must make a good faith effort to notify media that
have requested notice.
The Minnesota Supreme Court has stated that the purpose of the Open Meeting Law is to:
• Prohibit public bodies from holding secret meetings where they may hide their decision making process from the public
• To allow the public to be informed
• To allow the public to present its views to their public bodies
W H A T ?
W H E N ?
W H Y ?
651-296-6733 or 800-657-3721
INFO.IPAD@STATE.MN.US | MN.GOV/ADMIN/DATA-PRACTICES DATA PRACTICES
19
ROBERTS RULES CHEAT SHEET To:You say:Interrupt Speaker Second Needed Debatable Amendable VoteNeeded Adjourn "I move that we adjourn" No Yes No No Majority Recess "I move that we recess until…" No Yes No Yes Majority Complain about noise, room temp., etc. "Point of privilege" Yes No No No Chair Decides Suspend further consideration of something "I move that we table it" No Yes No No Majority End debate "I move the previous question" No Yes No No 2/3 Postpone consideration of something "I move we postpone this matter until…" NoYes YesYesMajorityAmend a motion "I move that this motion be amended by…" NoYes YesYesMajorityIntroduce business (a primary motion) "I move that…" No Yes Yes Yes Majority The above listed motions and points are listed in established order of precedence. When any one of them is pending, you may not introduce another that is listed below, but you may introduce another that is listed above it. To:You say:Interrupt Speaker Second Needed Debatable Amendable Vote NeededObject to procedure or personal affront "Point of order" Yes No No No Chair decides Request information "Point of information" Yes No No No None Ask for vote by actual count to verify voice vote "I call for a division of the house" Must be done before new motion No NoNoNone unlesssomeone objects Object to considering some undiplomatic or improper matter "I object to consideration of this question" YesNo NoNo2/3Take up matter previously tabled "I move we take from the table…" Yes Yes No No Majority Reconsider something already disposed of "I move we now (or later) reconsider our action relative to…" Yes Yes Only if original motion was debatable NoMajorityConsider something out of its scheduled order "I move we suspend the rules and consider…" NoYes NoNo2/3Vote on a ruling by the Chair "I appeal the Chair’s decision" Yes Yes Yes No Majority The motions, points and proposals listed above have no established order of preference; any of them may be introduced at any time except when meeting is considering one of the top three matters listed from the first chart (Motion to Adjourn, Recess or Point of Privilege). 20
PROCEDURE FOR HANDLING A MAIN MOTION
NOTE: Nothing goes to discussion without a motion being on the floor.
Obtaining and assigning the floor
A member raises hand when no one else has the floor
•The chair recognizes the member by name
How the Motion is Brought Before the Assembly
•The member makes the motion: I move that (or "to") ... and resumes his seat.
•Another member seconds the motion: I second the motion or I second it or second.
•The chair states the motion: It is moved and seconded that ... Are you ready for the
question?
Consideration of the Motion
1. Members can debate the motion.
2. Before speaking in debate, members obtain the floor.
3. The maker of the motion has first right to the floor if he claims it properly
4. Debate must be confined to the merits of the motion.
5. Debate can be closed only by order of the assembly (2/3 vote) or by the chair if no
one seeks the floor for further debate.
The chair puts the motion to a vote
1. The chair asks: Are you ready for the question? If no one rises to claim the floor, the
chair proceeds to take the vote.
2. The chair says: The question is on the adoption of the motion that ... As many as
are in favor, say ‘Aye’. (Pause for response.) Those opposed, say 'Nay'. (Pause for
response.) Those abstained please say ‘Aye’.
The chair announces the result of the vote.
1.The ayes have it, the motion carries, and ... (indicating the effect of the vote) or
2. The nays have it and the motion fails
WHEN DEBATING YOUR MOTIONS
1. Listen to the other side
2. Focus on issues, not personalities
3. Avoid questioning motives
4. Be polite
21
Date: May 20, 2024
To: Environmental Commission
From: Eric Eckman, Environmental Resources Supervisor
Subject: City Equity Plan
An updated City Equity Plan was recently approved by City Council and is attached to this
memorandum. Over the next two years, the Equity Plan will be a tool of accountability and
action related to:
• Strengthening our organizational culture to be more equitable and inclusive;
• Furthering the operationalization of equity in all that we do; and
• Enhancing our workforce engagement to assist in building skills of equity-mindedness
and more.
With its intentionally designed actions and outcomes, this plan also seeks to move us
collectively to create more equitable and anti-oppressive impact to the community we serve.
As part of the structure of the City, and with the collaborative work they do, Boards and
Commissions play a major role in the implementation of the Equity Plan. More information will
be shared in the coming months as the plan is rolled out. An online Equity Plan Dashboard is
available to access the plan and view progress.
2024-2026 Equity Plan
5/7/2024
1
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
2
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. The Equity Team
developed the current iteration using 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
3
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 has created an
online dashboard1 available to both employees and the community.
1 City of Golden Valley – Equity Plan Dashboard
4
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.
5
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.
6
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
Design2principles, 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-Mindedness3” 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.
2Center for Urban Education: Five Principles for Creating Equity by Design
3Five Principles for Enacting Equity by Design
7
• 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.
8
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.
9
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
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
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
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
13
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
14
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
15
APPENDIX A:
City of Golden Valley Employee Equity Survey Report
City of Golden Valley
2023 Employee Equity Survey Report
10/16/2023
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
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.
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.
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.
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%
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
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):
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
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
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:
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%
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%
14
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.
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%
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%
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.
18
• 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%
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
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
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%
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
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%
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%
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.
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.
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.
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.
16
APPENDIX B:
City of Golden Valley Equity Plan Implementation Report
City of Golden Valley
2022 Equity Plan Implementation Report
11/8/2023
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
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
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.
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.
6
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
7
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
8
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
9
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.
10
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
11
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
12
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
13
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
14
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
15
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.
16
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.
17
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:
18
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.
19
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.
20
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
21
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.
17
APPENDIX C:
CEI City of Golden Valley Racial Equity Dividends Index Report
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 1
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.
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 2
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
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 3
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
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 4
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%
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 5
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%
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 6
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%
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 7
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%
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 8
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%
PUBLIC SECTOR – 2023 RACIAL EQUITY DIVIDENDS INDEX SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 9
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 10
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
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 11
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
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 12
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 13
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 14
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 Ownership
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 15
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 16
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 17
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 18
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 19
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 20
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 21
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%
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 22
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
2023 PUBLIC SECTOR - RACIAL EQUITY DIVIDENDS SCORE REPORT
centerforeconomicinclusion.org | (612) 351-8200 23
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.
18
APPENDIX D:
Continuum on Becoming an Anti-Racist and Multicultural Organization
19
APPENDIX E:
Equity Plan Context Definitions
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.
21
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.
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.
23
APPENDIX F:
Demographic Data and Information
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
4 Data USA
5 City of Golden Valley
6 Mapping Prejudice
7 USA Census
Homeownership and Renting4
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 Types5
• 59.66% - Single-Family Detached
• 32.22% - Multi-Family
• 4.42% - Single-Family Attached
• 3.7% - Townhome
Racial Covenants6
• 1,604 homes in Golden Valley had or still maintain a
racial covenant within their deed
Racial Demographics7
• 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
74%
26%
HOUSING
Homeownder Renters
25
Sex Assigned at Birth (Note: No data beyond binary sex)
8 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
• .22% - Additional Race
• .0315% - Native Hawaiian and Pacific Islander
Sex Assigned at Birth Demographics8
• 53.0% - Female
• 47.0% - Male
26
Socioeconomics (Median Household Income)
Education
Age
9 Minnesota Compass
10 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 Demographics9
• 16.1% - Under $35k
• 7.4% - $35-50K
• 14.7% - $50-75k
• 9.9% - $75-100k
• 51.9% - Over $100k
Educational Attainment Among Adults10
• 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
16%
7%
15%
10%
52%
SOCIOECONOMIC
Under $30k $35-50k $50-75k
$75-100k Over $100k
27
Age11
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 • 2.7% - Asian
11 Esri
28
• 7% - Black
• .6% - Native American
• 0% - Native Hawaiian and Pacific Islander
• 86% - White
• 3% - Multiracial
• .64% - Additional Race
• 5.3% - Black
• .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
12 Minnesota Compass
13 Minnesota Compass
Disability Status12
• 11.3% of Golden Valley population have a disability
Languages Used13
• 89.1% - English Only
• 10.9% - Language Other than English
29
APPENDIX G:
Departmental Equity Actions
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
31
for Humanity, Homes within Reach, developers, real estate brokers,
property owners, and communities of color
Finance and Administrative Services Department
Action A: Review, update, and implement purchase policy
Description: Review current purchase policy and make edits to reflect current
operations related to making purchases. Updates will have a dedicated
focus on building out processes to directly engage with Disadvantaged,
Minority, Women, and Emerging Small Businesses (DMWESB) and note
consideration of DMWESB vendors.
Accountability: Finance Director, Accounting Manager/Supervisor, and Accountant
Stakeholders: Equity and Inclusion Manager, City Attorney, Deputy City Manager, City
Manager, and employees who authority for vendor selection
Action B: Analyze and assess vendor demographics
Description: Connect and audit existing City vendors via implemented survey to
understand vendor diversity, specifically focused on understanding which
vendors are considered DMWESB. This effort will also include a cross
reference with current departmental vendor information to create a
robust and current vendor catalogue.
Accountability: Finance Director, Accounting Manager/Supervisor, Accountant, and
Accounts Payable Technician
Stakeholders: City vendors, employees who make purchases/City purchasers, Equity,
and Inclusion Manager, and Communications Department
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
32
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.
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.
33
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.
Accountability: Parks and Recreation management
Stakeholders: Parks and Recreation staff, City administration, and Golden Valley
community members
Police Department
Action A: Provide and participate in professional development focused on holistic
development and impact in Police operations.
Description: Bring in training that focuses on comprehensive development of officers
and staff to increase and further advance workplace culture, social
engagement, and emotional intelligence. This professional development
approaches the learning with dual goals of building and sustaining
internal inclusive impact amongst employees and external inclusive
impact with community.
Accountability: Chief of Police, Assistant Chiefs of Police, command staff, and training
sergeants
Stakeholders: Staff of Police department, Minnesota Board of Peace Officer Standards
and Training, and Fire Department
Action B: Strengthen, assess, and maintain community engagement efforts
Description: Continually enhance and grow community engagement approaches by
using different tools and resources and ensuring they are reflective of
community needs. Part of the action also includes assessing current and
future approaches to understand what may need to be maintained,
updated, or altered.
Accountability: Chief of Police, Assistant Chiefs of Police, and Crime Analyst &
Community Outreach Supervisor
Stakeholders: Community Connection and Outreach Specialist and Communications
Department
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.
34
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