06-08-21 Council-Manager Agenda Packet
REGULAR MEETING AGENDA
This meeting will be held via Cisco Webex in accordance with the local emergency declaration
made by the City under Minn. Stat. § 12.37. The public may monitor this meeting by calling 1-415-
655-0001 and entering the meeting code 133 804 5546. For technical assistance, please contact
support staff at 763-593-8007 or webexsupport@goldenvalleymn.gov. If you incur costs to call
into the meeting, you may submit the costs to the City for reimbursement consideration.
Additional information about for monitoring electronic meetings is available on the City website.
Pages
1. Human Rights Commission Final Report 2
2. Rising TIDES Task Force Final Report 3-7
3. Equity Plan Update 8-25
4. Memorandum of Understanding Regarding Pilot Program for School and Public Safety
Partnership
26-30
5. Council Review of Future Draft Agendas: 31-32
06-15-21: HRA Meeting
06-15-21: City Council Meeting
07-06-21: City Council Meeting
07-13-21: Council/Manager Meeting
07-20-21: City Council Meeting
Council/Manager meetings have an informal, discussion-style format and are designed for the
Council to obtain background information, consider policy alternatives, and provide general
directions to staff. No formal actions are taken at these meetings. The public is invited to attend
Council/Manager meetings and listen to the discussion; public participation is allowed by
invitation of the City Council.
June 8, 2021 – 6:30 pm
Meeting Held Virtually
Golden Valley Council/Manager Meeting
June 8, 2021
Agenda Item
1. Human Rights Commission Final Report
Prepared By
Kirsten Santelices, Deputy City Manager/Human Resources Director and Human Rights Commission
Liaison
Summary
The City’s Human Rights Commission (HRC) prepared a presentation to review its programs, activities,
and work over the last eight years. The City’s final HRC meeting was May 25, 2021. Additionally, four
of the HRC Members were appointed to the new Diversity, Equity and Inclusion Commission.
Financial Or Budget Considerations
Not applicable
Supporting Documents
Not applicable
Golden Valley Council/Manager Meeting
June 8, 2021
Agenda Item
2. Rising TIDES Task Force Final Report
Prepared By
Kiarra Zackery, Equity and Inclusion Manager and Rising TIDES Task Force Co-Liaison
Kirsten Santelices, Deputy City Manager/Human Resources Director and Rising TIDES Task Force Co-
Liaison
Summary
The City Council appointed the City’s Rising TIDES Task Force in January 2019, worked diligently for 18
months, hosted two community input sessions, and presented its findings to the City Council in June
2020. The Council accepted the Task Force’s recommendation report and extended the Task Force by
one year, where members spent time developing action plans with City staff based on the
recommendations report. The City also spent time over the last several months developing the
Diversity, Equity and Inclusion Commission (DEIC) to ensure that work of this Task Force will continue
past June 2021. Six of the Task Force Members have been appointed to the new DEIC. The Task Force
has prepared a final report to share with City Council and the community. The report will help guide
the development of the DEIC Work Plan.
Financial Or Budget Considerations
Not applicable
Supporting Documents
• Rising TIDES Task Force Final Report (4 pages)
RISING TIDES FINAL REPORT 2021
5 STRATEGIC PRIORITIES
With the ongoing pandemic of Covid-19, the Rising TIDES Taskforce and City Council have
needed to remain nimble in advancing our desired goals and outcomes, while also meeting
the needs of the communication. As such, we are proud to report a final update on our top
5 strategic priorities, outlined in our June 2020 report to the Council:
1. Heavily Publicize Board Commission opportunities: We continued our efforts to
publicize opportunities for community engagement in our Boards and Commissions at
the city. We relaunched a “Why I Serve” campaign, highlighting current Board and
Commission representatives, showing the diversity of our community and the impact
our members have.
2. Build routines to ensure internal employee culture. Creating an overall culture of
belonging through training and regularly scheduled team building exercises that both
introduce and celebrate different cultural backgrounds has remained a critical
priority. Through the addition of the Equity and Inclusion manager position, the City
conducted 12 trainings for internal employees, developed two staff bodies (Equity
Leadership Team and the Advancement Team) to build capacity and inclusion in the
City’s equity initiatives and established quarterly department meetings with Equity
manager.
3. Utilize existing community resources to implement outreach and educational
activities more effectively. We collaborated with City Staff to build on strengths in
existing programs and outreach activities to increase the diversity, equity and inclusion
of our outreach and educational impact.
4. Ensure that staff members training to be friendly and responsive to the needs of
diverse populations. Through the addition of the Equity and Inclusion Manager, the
City has prioritized Equity 101 trainings to understand the City’s equity initiatives and
recognize instances of inequity in their interactions with other staff and the community.
Staff use these learnings to adjust their approaches to engaging with residents and
visitors in the City.
5. Host a supplier diversity series that provides detailed information on how to do
business with the city. We connected with a number of staff to create common goals
around increasing supplier diversity in the City’s procurement and created a goal in
the updated Equity Action Plan. While we were not able to hold a supplier diversity
series, staff and Task Force members learned a lot and made a number of connections
to continue the work moving forward.
Appointed in 2018, the Rising
TIDES Task Force began with
13 members dedicated
community members with the
purpose of providing City staff
guidance and action steps
aligned with the newly
adopted Equity Plan. After
eighteen months of work, the
Task Force extended its work
for twelve months in June 2020.
This report is not possible
without the dedication of the
Task Force’s 10 members and 2
staff liaisons:
MEMBERS
Chair: Joelle Allen
Ruth Paradise
Brad Taylor-White
Myat Thanda Tun
Ajani Woodson
Melissa Johnson
Fartun Hussein
Sam Powers
Sheri Hixon
Staff
Kirsten Santelices
Kiarra Zackery
BACKGROUND
RELATED ACCOMPLISHMENTS
1. Hiring of the Equity and Inclusion Manager: The City hired Equity and Inclusion Manager, Kiarra Zackery
on August 31, 2020. This role has supported the fulfillment of the Task Force’s recommendations by
integrating the Task Force’s work into the updated Equity Plan and developing an Equity Action Plan.
2. Building an Equitable Golden Valley Quarterly Forums: We have offered a series of educational forums
reflecting the educational goals of an equitable and inclusive City culture. Forums included: Dis/abilities in
the workforce, Lasting Impacts of Discriminatory Housing, What Does it Mean to Have Voting Access and a
Discussion with City Leadership.
3. Advertising Financial Assistance in Park and Recs Programs: Parks and Recreation Department updated
its financial assistance program and placement of financial assistance application information to be more
visible to community members including the potential for an online application with less frequency.
SUBCOMMITTEES
The Task Force delegated tasks and initiatives to voluntary subcommittees. Subcommittees developed strategic
priorities, met with City staff and communicated updates at monthly meetings. The following recommendations are a
result of their work.
RECOMMENDATIONS
To maintain continuity of the previous year’s recommendations and provide structure to the new Diversity, Equity and
Inclusion Commission, we recommend the City continue working on the initiatives listed below and integrate the work
of the new commission accordingly.
INCREASING DIVERSITY IN BOARDS, COMMISSIONS, AND CITY COUNCIL
Seeing oneself represented on boards, in senior leadership positions, committees and task forces is critical to
engaging a diverse slate for future openings. To do so, the Task Force recommended and accomplished the following
tactics to drive engagement with the community:
1. Heavily Publicize Board and Commission Opportunities:
• Through our monthly city newsletters, we’ve taken the opportunity to highlight various members of
our Boards and Commissions through a “Why I Serve” campaign. These communications highlight
what our members gain from these experiences, as well as what the skills and talents they feel they
can bring to an engagement like this. We’ve been intentional to highlight the diversity of our active
community members, and hope to continue to inspire more members to join the future.
2. Prioritizing Youth Engagement:
• The Task Force recognizes a lack of voice from youth community members in our Boards and
Commissions. As such, we recommend adding youth liaison positions to each Board and Commission
(focused on Golden Valley residents, or students of the school districts that serve our community).
Lastly, as DEI efforts continue under the newly formed Diversity, Equity, and Inclusion Commission. We would
recommend the following actions to continue progress in diversifying our Boards, Commissions, and City Councils:
1. Proactive Planning for Openings (aka Succession Planning):
• Anticipate openings and attrition in Boards and Commissions and develop a marketing plan for the
recruitment process
2. Continued Youth Outreach:
• Creating flyers, language and opportunities for youth to connect to ongoing activities at the City
• Craft a statement on why youth is important to our City and post to the City website
• Youth-specific “Why I Serve” campaign with current youth board members and engage them with
new ways to recruit their peers
• Build relationships and pipelines for youth engagement through Robbinsdale Area School District,
Hopkins School District, Perpich Center for Arts and Breck School
• Essay contest: “Why Civic Engagement is Important?”
COMMUNICATING EQUITY WITH THE COMMUNITY
As the City continues on its journey of social justice and equity, we recommend the City communicate its efforts,
initiatives and ideals with the community. Communication should be
1. Update the City Website:
• Make the information about volunteer and service opportunities more accessible on the city
website.
• Increase the breadth of information on the website about resources for people living in mid and
lower income housing.
2. Connect with politically active community members:
• City Council members present a “State of the City” report at political party district meetings at
least once a year.
As implementation of a new Diversity, Equity and Inclusion Commission becomes a reality, we recommend
implementing the following outreach and educational activities:
1. Classes and informal workshops on “Culturally Competent Messaging”.
2. Informal community events where people interact with each other and have an opportunity to get to know
each other like games, informal discussions of topics of interest, singing, dancing, eating, etc.
3. Plan a PRIDE-like event for different cultures in the month of July
ELIMINATING BARRIERS IN PROGRAMS AND FACILITIES
We have met with the Park and Rec staff to discuss ways in which the programming and use of facilities could better
reflect and fill the culturally diverse interests and economic ability of the people living in Golden Valley.
1. Increase diversity in Parks and Rec offerings to include programming in different languages and
culturally specific classes and events
2. Advertise funds available through private and public assistance for community members with
economic needs
3. PRIDE-like event for different cultures
The Diversity, Equity and Inclusion Commission develops its work plan, it should consider coordinating events with the
Parks and Recreation to create a sense of belonging and inclusion in the City.
PROCESS FOR REVIEWING CITY CONTRACTS & RFPS TO ELIMINATE POTENTIAL BIAS
In April 2021, City Attorney Maria Cisneros, Equity and Inclusion Manager Kiarra Zackery and City Clerk Theresa
Schyma created a process for legal and equity review of all contracts, requests for proposals, bids and quotes. This
review process ensures the City is creating pathways for equity within every step of the procurement process. In a
collaboration of Public Safety, Physical Development and Legal staff, the supplier diversity subcommittee met with
leaders in supplier diversity across the state in state and county-level positions. From these conversations, the City has
identified four components needed to develop an infrastructure for supplier diversity:
a. Develop a vendor database/directory: Build relationships with and identify small, BIPOC, women and
vet-owned businesses across industries for future procurement.
b. Create a procurement policy: Outline a process according to size, industry and/or vendor certification.
The City can create opportunities for small and minority-owned businesses by revisiting rewarding
process for contracts under $175,000 or requiring large contractors to subcontract parts of the bid to
underrepresented business.
c. Determine metrics and measures for success: Track spending with DBEs, MBEs, veteran- and women-
owned businesses and develop key performance indicators based on the data.
d. Outreach/training: Once a procurement policy and process is developed, facilitate outreach events and
trainings for business owners to learn about the City’s process and procurement needs. These events can
be “Lunch and Learns” and “Supplier Fairs” to attract new and different businesses to the City.
We recommend the Diversity, Equity and Inclusion Commission continue to collaborate with City staff to develop measures
of success and plan the supplier diversity events.
Golden Valley Council/Manager Meeting
June 8, 2021
Agenda Item
3. Equity Plan Update
Prepared By
Kiarra Zackery, Equity and Inclusion Manager
Kirsten Santelices, Deputy City Manager/Human Resources Director
Summary
The City of Golden Valley is committed to the value of diversity, equity and inclusion (DEI). The City’s
equity plan is a living document that serves as an accountability measure for the City’s ongoing DEI
work.
History
In 2017, the City participated in a program led by the Government Alliance on Race and Equity (GARE)
to understand racial inequity and the City’s role in perpetuating inequitable systems and structures. At
the culmination of this process, the City created an Equity Plan with four main objectives:
1. Commit to an infrastructure that supports and advances equity
2. Commit to fair and equitable hiring practices
3. Commit to providing impartial public service
4. Commit to a framework of inclusive community engagement
The City Council adopted the Equity Plan (Jan 2018) and approved the creation of a community
member-led task force (Jan 2019) to collaborate with the City on next steps.
Rising TIDES Task Force
The City Council appointed an eleven member Rising TIDES (Trust, Inclusion, Diversity, Equity, and
Social Justice) Task Force in January 2019. The Task Force spent 18 months reviewing components of
the Equity Plan, hosting community input sessions, and developing recommended action items. The
Task Force spent another 11 months collaborating with City staff to incorporate action steps into City
work.
Equity and Inclusion Manager
In August 2020, the City hired Equity and Inclusion Manager, Kiarra Zackery. Staff Zackery immediately
began reviewing and assessing the current Equity Plan, working with the Rising TIDES Task Force, and
developing tools and structures to guide the City’s future DEI work. As part of this work, Staff Zackery
proposed several updates to the City’s Equity Plan.
Council/Manager Meeting Executive Summary
City of Golden Valley
June 8, 2021
2
Updated Equity Plan
The updated equity plan expands several key components of the City’s DEI work, including:
1. Enhancing elements of the City’s equity infrastructure
2. Implementing an equity decision-making tool
3. Updating the key equity pillars
4. Adding key performance indicators and performance measures
In addition, the reformatted plan includes specific action items from each individual on the City’s
leadership team. The Rising TIDES Task force reviewed and provided positive feedback on the updated
plan.
Staff Zackery and Santelices will present the updated Equity Plan to the City Council and review the
expanded components and new format.
Financial Or Budget Considerations
Not applicable
Supporting Documents
• 2021 Equity Plan (16 pages)
City of Golden Valley Equity Plan
Introduction
In late 2016, the City joined the Government Alliance on Race and Equity (GARE) program, sponsored by
the Center for Social Inclusion. GARE is a national network of government working to achieve racial
equity and advance opportunities for all. The City spent 2017 developing a strategic vision and
actionable goals to advance equity and inclusion, both internally and externally within the city.
The City Council adopted the Equity Plan in 2018. In 2019, the City Council appointed a Task Force to
provide recommended implementation action steps based on the City’s objectives. The City’s equity
plan is considered a living and responsive document. The City regularly updates its Equity Plan with data,
progress, identified needs of the community, and recommendations (adopted by City Council) from Task
Forces/Commissions.
The City recognizes the historical and present disparities perpetuated by its structures, policies, and
procedures burdened by different communities, 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 of its residents and visitors.
Elements of the City’s Equity Infrastructure
City Welcome Statement
In March 2018 the City Council unanimously voted to adopt a Welcome Statement, declaring our belief
that all individuals regardless of race, color, creed, religion, national origin, immigration status, gender,
gender identity, marital status, age, disability, economic status, sexual orientation, familial status, or
cultural background, are welcome in Golden Valley. The statement reads:
The City of Golden Valley believes in and stands for the values of social equity, inclusion, and
justice.
We embrace diversity and recognize the rights of individuals to live their lives with dignity,
free of discrimination, fear, violence, and hate.
We welcome individuals to Golden Valley regardless of race, color, creed, religion, national
origin, immigration status, gender, gender identity, marital status, age, disability, economic
status, sexual orientation, familial status, or cultural background.
We strive to provide fair and unbiased services and programs, giving opportunities for all.
We are dedicated to being a supportive and united community, strengthened by the diversity
of our residents and visitors.
Our journey has taken us down a path to acknowledge our history, recognize where we are now, and
make changes to enhance our future.
City of Golden Valley Equity Plan
Just Deeds Coalition
Just Deeds is the name of a project launched by the Golden Valley Human Rights Commission (the
“HRC”) to provide free legal assistance to homeowners who want to research and discharge
discriminatory covenants from their property titles. Just Deeds also shares the name with a coalition of
cross-disciplinary organizations whose goal is to acknowledge the harm caused by discriminatory
covenants and actively work to dismantle structural and institutional racism. The Coalition is actively
working to educate Minnesotans of historically racist practices; the deliberate damage they have caused
communities of color and other traditionally marginalized groups of people; and how these systems
directly benefited white persons. Additionally, the Coalition aims to take an active role in identifying
discriminatory systems and devote resources toward creating equity for all persons.
Equity Leadership Team
Outlined in the GARE process, a central part of any agency’s commitment to equity should include a
working group tasked with initiating, measuring and reflecting upon practices, policies and procedures in
the name of equity. The City of Golden Valley’s Equity Leadership Team is comprised of the M-Team (all
Department Directors and City Manager) with the support of the Equity and Inclusion Manager. The
Equity Leadership Team meets monthly to review the Equity Action Plan, assess progress and
collectively problem solve any obstructions to completion.
Equity Advancement Team
The Equity Advancement Team is a group of self-selected and nominated staff from all levels and all
departments who are committed to personal and professional learning regarding equity, inclusion and
social justice. This team meets monthly and has a yearlong commitment. The purpose of this group is to
act as ambassadors to their colleagues regarding the City’s Equity initiatives and help facilitate
conversations and raise questions in the name of equity advancement.
City Council and Board/Commission Initiatives
The City Council and the City Boards and Commissions are dedicated to examining practices and
frameworks to dismantle inequity and barriers. Each board and commission submits an annual equity
action item as part of its ongoing work plans. Additionally, the City Council provides directives to Boards
and Commissions to carry out equity actions. This includes, but is not limited to Resolutions of Support
such as the Convention for the Elimination of Discrimination Against Women (CEDAW); Just Deeds; and
Resolutions condemning practices such as Conversion Therapy.
City of Golden Valley Equity Plan
Equity Tool
The purpose of the Equity Tool is to evaluate various equity impacts in the decision-making process.
There are five steps in the tool:
1. Set outcomes
2. Determine stakeholders
3. Gather and review stakeholder data
4. Evaluate impact over intent
5. Report back to stakeholders decision and impacts
City of Golden Valley Equity Plan
Equity Plan Pillars
The City has erected four key pillars to guide its transformation. The City is committed to:
1. an infrastructure that supports and advances diversity, equity, and inclusion
2. practices that promote economic prosperity for all
3. eliminating barriers and providing unbiased programs and services
4. effective and inclusive community engagement
2021 Equity Action Plan
Each year, the Golden Valley Management Team develops goals to structure and build intentionality for
their department’s work for the following 12 months; at least one of these goals relates to the City’s
commitment to equity. The following plan outlines the work of the each department in an action plan
for the next year.
Key Pillar: Infrastructure that Supports Diversity, Equity, and Inclusion
2021 Action Item
Strengthen the City’s equity accountability
Department
Human Resources
Data & Community Indicators Performance Measures
• Equity Action Plan
• Individual commitment statements
• Create system of data collection measuring
diversity of applicants and employees by race,
gender, age, educational attainment,
geography
• Transition Rising TIDES Task Force to existing
Human Rights Committee
Check Points Assignees
Develop or research data systems to
calculate and measure demographic make-
up of staff and applicants by _____ 2021
Develop new structure and functions of
Human Rights Committee by March 2021.
Establish regular Equity Team meetings by
Feb. 2021
Establish Advancement Team and create
meeting agendas and schedules by Feb.
2021
• Human Resources Director
• Equity & Inclusion Manager
• Supporting Staff: Equity Leadership Team
Task Force Recommendations
2020 – The Task Force recommends updating the Equity Plan on a regular basis, consistent with the
needs and input of the community (p. 4)
City of Golden Valley Equity Plan
2021 Action Item
Create system of demographic data collection to
support equity goals across the City
Department
Human Resources
Data & Community Indicators Performance Measures
• Employee demographics
• Community/resident demographics
• Data-driven decision making
• Data collection system/structure
• Data collection, synthesis and reporting
Check Points Assignees
Determine relevant demographic data to
measure and collect
Develop or research data systems to
calculate and measure demographic make-
up of staff and applicants by _____ 2021
Publish data system and report dates
• Human Resources Director
• Equity & Inclusion Manager
• Supporting Staff: Equity Leadership Team
Task Force Recommendations
2020 – The Task Force recommends the City put into place various opportunities for gathering data (p.
4)
City of Golden Valley Equity Plan
Key Pillar: Practices that Promote Economic Prosperity for All
Action Item
Establish framework for inclusive and effective
recruitment measures
Department
Human Resources
Data Performance Measures
• Recruitment tools
• Applicant + employee demographics
• Mobility data
• Compensation study results
• Job posting language
• Job duties and responsibilities language
• Optimize recruitment processes, including
employment (career website, onsite
recruitment, etc), boards + commissions and
task force applications
• Develop comprehensive supervisor training
program including internal and external
resources and complete implicit bias training
by end of 2021.
• Establish relationships with community
organizations/institutions
Check Points Assignees
Review policies and practices for systemic
barriers in hiring, retention, and upward
mobility
Review enhance recruitment opportunities
within diverse communities (e.g. online
postings, job fairs, and college and high
school relations).
Initiate use of POC job website for _____
postings
Collect and synthesize demographic data
employee and applicant (employee and
boards + commissions, task force) to
determine growth areas for recruitment by
Conduct implicit bias training for all hiring
managers
Participation in community events for
recruitment
• Human Resources Director
• Equity and Inclusion Manager
Task Force Recommendations
2020 – The Task Force recommends that the City diversify employee recruitment by updating
recruitment collateral (job postings, job description, interview guides) to emphasize commitment to
inclusivity and review and adjust recruiting practices (p. 11)
City of Golden Valley Equity Plan
2021 Action Item
Develop and provide comprehensive supervisor
training program, including internal and external
training resources including implicit bias by end of
2021.
Department
Human Resources
Data & Community Indicators Performance Measures
• Recruitment matriculation data
• Staff retention and mobility data
• Increased staff diversity, mobility and
retention
• Training completion and implementation
Check Points Assignees
Identify supervisor training needs
Research and explore internal and external
training resources
Develop training schedule
Complete training(s)
• Human Resources Director
• Equity & Inclusion Manager
• Supporting Staff: Equity Leadership Team
Task Force Recommendations
2020 – The Task Force recommends The City provide training for all hiring managers on how to
effectively source and recruit talent (p. 10)
2021 Action Item
Increase the number of contracts awarded to
minority owned businesses. Apply one of three
methods at least four projects requiring bids,
quotes or professional services to eliminate
potential procurement barriers
Department
Physical Development
Data & Community Indicators Performance Measures
• Contracts and vendors awarded
• Expanded outreach to vendors beyond
MNUCP Directory
• Modified project scopes to attract smaller
firms
• Adjusted procedures and requirements that
eliminate barriers
• Dollars spent with minority, woman, vet,-
owned, small, young firms
Check Points Assignees
Choose at least four contracts for method
application
Develop success indicator for contracts
awarded
Measure impact of method and compare
outcomes
• Physical Development project managers
• Equity and Inclusion Manager
• City Attorney
City of Golden Valley Equity Plan
Task Force Recommendations
2020 – The Task Force recommends The City create a process for reviewing City contracts and RFPs to
eliminate potential biases (p. 7)
2021 Action Item
Review paid on-call firefighter hiring process and
work to eliminate barriers/challenges, make
meaningful changes to process and increase
number of applicants by 10 percent
Department
Fire Department
Data & Community Indicators Performance Measures
• Fire Department applications • Number of applications
• Fire Department hiring process
Check Points Assignees
Identify barriers and challenges to
application and hiring process based on
social identity
Develop new process with data-based
decision making
Implement changes
Measure and collect application data
• Assistant Fire Chief
• Human Resources Manager
Task Force Recommendations
2020 – The Task Force recommends that the City diversify employee recruitment by updating
recruitment collateral (job postings, job description, interview guides) to emphasize
commitment to inclusivity and review and adjust recruiting practices (p. 11)
City of Golden Valley Equity Plan
Key Pillar: Eliminating Barriers And Providing Unbiased Programs And Services
Action Item
Implement improvements at one park shelter
building to expand physical accessibility to the
building and restroom facilities by December 2021
Department
Parks and Recreation
Data Performance Measures
• ADA building compliance • Increased access to buildings and restrooms
for impacted identities (physical ability,
parental status, gender identity)
Check Points Assignees
Completion of one park shelter for all ADA
requirements
• Parks and Recreation Director
• Park Superintendent
• Golf Maintenance Supervisor
Task Force Recommendations
2020 – The Task Force recommends The City eliminate barriers in programming and facilities in the
areas of inclusiveness, accessibility and appropriateness (p. 15).
2021 Action Item
Research and evaluate language conversion
software, including reviewing current software
packages
Department
Administrative Services
Data & Community Indicators Performance Measures
• Increased customer satisfaction and
engagement with City developed materials
• Utility and implementation of language
conversion software
Check Points Assignees
Develop software assessment tool
Determine community language needs
Choose software by ___
Train appropriate staff with software
Communicate software adoption to other
staff
• Finance Director
• IT Department
Task Force Recommendations
The Task Force recommends The City use communication tools to reach a wider representation of
people from diverse groups within the Golden Valley community (p. 13)
City of Golden Valley Equity Plan
2021 Action Item
Conduct racial profiling study on all traffic stops
by the Golden Valley Police Department
Department
Police Department
Data & Community Indicators Performance Measures
• Traffic stop
• Practice and procedure recommendations
• Racialized traffic stop data and report
Check Points Assignees
Train officers in software and data collection
process
Establish data collection as a part of a traffic
stop
Draft, publish and present report findings
• Police Chief
• Police Department
Task Force Recommendations
N/A
2021 Action Item
Draft amendments to provisions of City Code
dealing with zoning of religious institutions
Department
Legal Department
Data & Community Indicators Performance Measures
• Zoning Code • Zoning Code implementation and
enforcement
Check Points Assignees
Audit zoning codes with impacts on religion
Update language to minimize impact
• City Attorney
Task Force Recommendations:
N/A
2021 Action Item
Implement Driver’s License Reinstatement
Program
Department
Legal Department
Data & Community Indicators Performance Measures
• Program participation and outcomes • Payment of outstanding fees and citations
• Number of participants and completions of
program
Check Points Assignees
Establish program
Determine eligible cases
Track completions and reinstatements
• City Attorney
• City Prosecutor
Task Force Recommendations
N/A
City of Golden Valley Equity Plan
2021 Action Item
Prepare and present annual prosecution report to
Council and City Manager
Department
Legal Department
Data & Community Indicators Performance Measures
• Report data
• Data-informed practices
• Prosecution transparency and accountability
Check Points Assignees
Ascertain which data to collect
Research existing data sources
Develop report and communication
mechanism
Facilitate presentation to Council + City
Manager
Develop prosecution recommendations
based on findings
• City Attorney
• City Prosecutor
• Equity and Inclusion Manager
Task Force Recommendations
N/A
City of Golden Valley Equity Plan
Key Pillar: Effective and Inclusive Community Engagement
2021 Action Item
Establish three new partnerships with community
organizations to promote Golden Valley Public
Works at local events
Department
Public Works
Data & Community Indicators Performance Measures
• Community knowledge of Public Works
functions
• Public Works job applications
• Increased number of Public Works job
applications
• Pipelines and relationship development within
community
Check Points Assignees
Initiate contact with organizations related to
Public Works
Determine scope of relationship
Plan involvement in local events
• Public Works Director
• Public Works Managers
Task Force Recommendations
The Task Force recommends the City review and adjust recruiting practices to ensure diverse outreach
by building connections with local school districts about careers in Government (p. 11)
2021 Action Item
Improve comprehensive community
engagement process to measure diversity and
participation by underrepresented groups.
Department
Communications Department
Data & Community Indicators Performance Measures
• Community/resident participation and
engagement
• Community/resident demographic
information
• Event attendance
• Survey, social media, website engagement
Check Points Assignees
Understand City demographics
Determine underrepresented groups
Develop outreach strategies for groups
Implement strategies
Measure and collect data
• Communications Department
• Equity and Inclusion Manager
• Boards and Commission Staff Liaisons
Task Force Recommendations
The Task Force recommends The City develop communication tools to reach a wider representation of
people from diverse groups within the Golden Valley community (p.13)
City of Golden Valley Equity Plan
DE&I Progress Made
2017
• Plan draft completed (Nov 2017)
• Create a team of leaders within the City and provide them with foundational training on equity,
diversity and inclusion by end
• City Management Team assigned as workforce equity team
• Review Valley Values
2018
• City Council adopted Equity Plan (Jan 2018)
• Researched and proposed affordable housing standards (Jan 2018)
• Designed Equity Workforce Plan
• Completed Respectful Workplace training (Nov 2018)
• Updated employee handbook to remove any gender-specific pronouns; updated nursing mother’s
room, and updated dress code and religious accommodations policies (Dec 2018)
• Added written application for individuals without computer access
2019
• Communicated equity plan to community members
• Launched Rising TIDES platform and 11-person Task Force (Jan 2019)
• Hosted first Rising TIDES Public Open Forum (Oct 2019)
• Launched Just Deeds Project (Nov 2019)
2020
• Issued Proclamation Conversion Therapy (Jan 2020)
• Hosted second Rising TIDES Public Open Forum (Mar 2020)
• Rising TIDES submitted official recommendations report to City Council (June 2020)
• Began Equity 101 staff training to all full-time/regular staff
o Communication plan development - all full-time staff looked at Equity Plan and department
goals during Equity 101 training
• Completed Full Compensation and Classification Study
2021
• Completed Equity 101 training with all full-time/regular staff and Paid On-Call Firefighters
• Issued Proclamation in support of CEDAW (Mar 2021)
• Issued Proclamation declaring June LGBTQ+ Pride Month (Jun 2021)
Continued/In Progress
• Candidate identification of recruitment location
o Continually review the City’s application platform for candidate identification of
advertisement locations
• Collect demographic information
• Employee Policy Review
City of Golden Valley Equity Plan
o Using an equity lens, continually review the policies and procedures within employee
handbooks across the City.
• Conduct Benefit Review
o Using an equity lens, continually review the policies and procedures within employee
handbooks across the City.
• Inventory of programs, services and facilities and reviewed for potential barriers
• Continue community education and outreach
City of Golden Valley Equity Plan
Glossary
This glossary is a set of terms adopted by the City to ensure common language and
understanding regarding diversity, equity and inclusion. When discussing the diversity, equity
and inclusion efforts, use these terms and definitions in all contexts:
Accountability: Processes and procedures that ensure the centering of equity in the decision-
making process
Barrier: Social, economic and physical impediments constructed to decrease access to
resources essential for positive life outcomes
BIPOC: An acronym for Black, Indigenous, People of Color
Bias: a mental process that evaluates and classifies others by their appearance and/or
behaviors based on personal schemata. Bias influences our actions, beliefs and attitudes about
others positively and negatively. There are two types of bias in regards to equity and justice:
i. Explicit: Bias we are aware of and act in the name of
ii. Implicit: Subconscious feelings, perceptions, attitudes and stereotypes developed
over time
Source: US Justice Department
Capacity Building: Exercises and trainings developed to ensure all members of a community
work towards equity
Community Indicator: An impact on a life-outcome influenced by public policy
Disparity: a pattern of disproportionate life outcomes based on a social identity
Diversity: A measurement of individuals’ differences from one another in the form of social
identities and lived experiences; all the ways in which people differ. Source: City of Portland
Office of Equity and Human Rights
Equity: Fair treatment, access, opportunity and advancement for all people; one’s social
identity cannot predict the outcome. Source: City of Portland Office of Equity and Human Rights
i. Racial Equity: practices and policies to mitigate adverse impacts one’s race has on life
outcomes
Equality: Evenly distributed tools and assistance to access resources and opportunities
Inclusion: Systems that allow for access to all spaces regardless of social identity; a variety of
people have power, a voice, and decision-making authority. Source: City of Portland Office of
Equity and Human Rights
Inequality: Unequal access to opportunities and resources
Justice: Fixing the system to offer equal access to both tools and opportunity
City of Golden Valley Equity Plan
Oppression:
• Personal: thoughts, beliefs, and attitudes about yourself, coworkers, supervisors,
customers, residents, etc. based on their social identity
• Interpersonal: negatively expressed words and actions based on social identity
• Institutional: Golden Valley (or other agency) enforced practices, policies and procedures
that create barriers to resources and opportunities
• Structural/systemic: Golden Valley (or other agency) enforced practices, policies and
procedures created by larger entities (local, state, federal government and agencies)
Racialized Violence: an instance of bodily/mental harm as a result of systemic racism
Social Identity: all of the ways people are grouped and stratified in society e.g. race,
socioeconomic status, gender, gender identity, sexual orientation, ability, nation/language of
origin, family structure, age, religion, immigration status, marital status, etc.
Systemic Racism: A collection of institutions that create unequal access to resources and
opportunities
Golden Valley Council/Manager Meeting
June 8, 2021
Agenda Item
4. Memorandum of Understanding Regarding Pilot Program for School and Public Safety Partnership
Prepared By
Tim Cruikshank, City Manager
Summary
This Memorandum of Understanding (MOU) is between the City of Golden Valley and the Robbinsdale
School District. The parties have agreed to implement a new pilot program in which the City and the
District will continue to work together to create a welcoming and safe environment in the District’s
schools and the City will not provide a School Resource Officer at Highview Alternative Program or
Sandburg Middle School.
Financial Or Budget Considerations
The overall budget impact for the City in not providing an SRO for the District will be approximately
$64,000 in lost fees.
Supporting Documents
• MOU Regarding Pilot Program for School and Public Safety Partnership (4 pages)
Memorandum of Understanding Regarding
Pilot Program for School and Public Safety Partnership
This Memorandum of Understanding (“MOU”) is made by and between the City of Golden Valley
(the “City”) and Independent School District 281 (the "District") (collectively, the “Parties”).
RECITALS
1. The parties have agreed to implement a new pilot program in which the City and the District
will continue to work together to create a welcoming and safe environment in the District’s
schools and the City will not provide a School Resource Officer at Highview Alternative
Program or Sandburg Middle School.
2. The desire to implement this pilot program is based on research showing, among other things,
that relationships between students, parents, and staff are more important in making a
school safe than increased security measures;1 that having an SRO at a school increases the
number of students who will be involved in the justice system, increases the number of
referrals for lower-level offenses increases twofold ,2 and contributes to the criminalization
of young people;3 and that students of color and students receiving special education services
are impacted at higher rates than white students by law enforcement in schools.4
3. In light of the foregoing research, the parties think it will benefit the community to implement
this pilot program because it will:
a. Lessen the likelihood that students will feel like they are in a criminalized
environment while at school;
b. Lessen the likelihood that students will experience trauma responses related to
police presence while at school;
c. Reduce opportunities to perpetuate the overrepresentation of Black male
adolescents in the criminal justice system by way of criminalization of school
offenses; and
1 Steinberg, Matthew, Elaine Allensworth, and David Johnson. "Student and Teacher Safety in Chicago Public
Schools." Consortium on Chicago School Research (2011): 37-40. Web. 5 Jan. 2016. available at:
http://consortium.uchicago.edu/sites/default/files/publications/SAFETY%20IN%20CPS.pdf
2 Nance, Jason. Students, Police, and the School-to-Prison Pipeline (2016) University of Florida Levin College of Law.
Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2577333
3 2 2013-14 Civil Rights Data Collection (CRDC): First Look available at:
http://www2.ed.gov/about/offices/list/ocr/docs/2013-14-firstlook.pdf
4 2013-14 Civil Rights Data Collection (CRDC): First Look available at:
http://www2.ed.gov/about/offices/list/ocr/docs/2013-14-firstlook.pdf (finding that nationally, Black students are
2.3 times more likely to receive a referral to law enforcement or a school-related arrest as White students).
d. Allow the District to allocate resources to build positive relationships between
families, and staff instead of funding an SRO position.
4. The parties agree that it is important to maintain a relationship regardless of whether the City
provides an SRO because both parties understand that opportunities for community building
through low stakes interactions are important for all stakeholders, including GVPD, the
District’s students and families because they allow community members to develop trust,
mutual respect and understanding.
TERMS OF UNDERSTANDING
1. The Participants. The Participants shall be the City and the School District.
2. The City’s Role and Responsibilities. The City agrees to assume the following roles and
responsibilities:
a. The City will respond to 911 calls placed by the District.
b. The City will continue to attend all safe school meetings.
c. The City will engage with staff pursuant to the District’s MTSS handbook.
d. The City will continue to answer the District’s questions regarding building security
and occupant safety.
e. Subject to the City’s availability, the City will provide speakers on age appropriate
subjects related to law enforcement, safety, community service opportunities to
present to Highview and Sandburg students as requested by school administration.
The City will communicate City hosted family and age appropriate events and
community engagement and outreach opportunities to the District for continued
school/community relationship building.
3. The District’s Role and Responsibilities. The District agrees to assume the following roles
and responsibilities:
a. Call 911 for emergency service when required.
b. Invite the City to safe school meetings.
c. Keep the City informed of changes to MTSS handbook and data trends that will require
amendment of support.
d. The District will inform the City of family and age appropriate events and community
engagement and outreach opportunities to its families.
4. Ongoing Collaboration. The parties shall meet at least once annually to discuss work
completed during the past year, work proposed for the following year, and any proposed
changes to this MOU. If the District requires additional services, such as police presence at
specific events, the parties will enter into a separate services agreement for those services.
5. Indemnification. Each Party shall be responsible for its own acts and omissions and the
results thereof to the greatest extent authorized by law. Neither Party agrees to accept the
liability of the other.
6. Nondiscrimination. Both Parties agree they will not discriminate against any employee or
applicant for employment to be employed in the performance of this Agreement with
respect to hire, tenure, terms, conditions, or privileges of employment because of the race,
color, religion, sex, disability, or national origin or similarly protected statues of the employee
or applicant. Neither Party will, in the performance of this Agreement, discriminate or permit
discrimination in violation of federal or state laws or local ordinances.
7. Relationship of the Parties. It is agreed that nothing contained in this Agreement is intended
or should be construed in any manner as creating or establishing a partnership or joint
venture between the Parties. Neither party agrees to accept responsibility for the acts of
the other Party or of the other Party’s officers, personnel, employees, agents, contractors,
or servants. Any claims arising out of the employment or alleged employment, including
without limitation claims of discrimination, by or against a Party’s officers, personnel,
employees, agents, contractors, or servants will in no way be the responsibility of the other
Party. Neither Party will have any authority to bind the other by or with any contract or
agreement, nor to impose any liability upon the other. All acts and contracts of each Party
will be in its own name and not in the name of the other, unless otherwise provided herein.
8. Term. This MOU shall commence on July 1, 2021, (the "Commencement Date") and shall
continue indefinitely until terminated.
9. Termination. Either party may terminate this MOU, with or without cause, upon 60 days’
written notice to the other party. Upon termination of this MOU, the Garden Club shall, at
its sole cost and expense, immediately remove all of its property from the Licensed Space.
10. Amendment. The parties may amend this MOU by mutual written agreement. Any such
amendment shall only be effective if duly executed by the authorized representatives of
each party.
[Remainder of page intentionally left blank. Signature page follows.]
Executed the day and year first above written, by the parties as follows:
INDEPENDENT SCHOOL DISTRICT 281: CITY OF GOLDEN VALLEY:
By: _________________________________
Name: ______________________________
Title: _______________________________
By: _________________________________
Shepard M. Harris, Mayor
By: _________________________________
Timothy J. Cruikshank, City Manager
06/15/21 HRA REGULAR MEETING
CONSENT MISCELLANEOUS
Receive and File Previous Quarter's Financial Reports
PUBLIC HEARING
OLD BUSINESS
NEW BUSINESS
Approve Modification to Development Agreement – the hello. apartments
Approve lease extension with D’Amico
06/15/21 CITY COUNCIL
PRESENTATION
Annual Audit Report
CONSENT LICENSES
Liquor License Renewals
CONSENT BOARDS, COMMISSIONS, & TASK FORCES
CONSENT BIDS, QUOTES, CONTRACTS
Approve Purchase of Three F-550's
Approve MOU - Pilot Program for School and Public Safety Partnership with
Robbinsdale School District
Approve Contract for Sanitary Sewer Lining
CONSENT GRANTS & DONATIONS
Resolution - Tree Donation - Brookview Park
Receive and File Capacity Building Grant Final Report
Resolution of Support for Capital Project Bonding Request
CONSENT MISCELLANEOUS
Approve Public Land Disposition Policy
Approve Final Plat for 7234 Harold Ave
PUBLIC HEARING
OLD BUSINESS
NEW BUSINESS
COVID-related Actions Regarding Reopening Effective July 1
07/06/21 CITY COUNCIL
PRESENTATION
CONSENT LICENSES
CONSENT BOARDS, COMMISSIONS, & TASK FORCES
CONSENT BIDS, QUOTES, CONTRACTS
Approve Contract for Pavement Preservation
Authorize Agreement with Union Pacific Railroad for Replacement of Street
Crossing 10th Avenue and Mendelssohn Avenue
MEETING DATE ITEM
MEETING DATE ITEM
Approve Residential Curbside Recycling and Organics Collection Contract
(Contractor TBD)
CONSENT MISCELLANEOUS
Approve Residential Home Energy Squad Participation
PUBLIC HEARING
Meadowbrook School PUD No. 90 – Amendment No. 5 (Ordinance) (TBD)
OLD BUSINESS
NEW BUSINESS
First Reading of Ordinance re Modification to Sec 22-23. - Location of Containers -
Residential Zoning Districts
07/13/21 COUNCIL MANAGER MEETING
1 Facilities Study Draft Report
2 Prosecution Report
3 Review Police Commission Task Force Wrap-Up
4 Section 8 Housing Ordinance
5 STAR Program Discussion
6 Council Review of Future Draft Agendas
07/20/21 CITY COUNCIL
PRESENTATION
CONSENT LICENSES
CONSENT BOARDS, COMMISSIONS, & TASK FORCES
Facilities Study Final Report
CONSENT BIDS, QUOTES, CONTRACTS
CONSENT GRANTS & DONATIONS
CONSENT MISCELLANEOUS
Receive and File Previous Quarter's Financial Reports
PUBLIC HEARING
Residential Street Light District Spring Valley Road
Overhead to Underground Utility Line Burial Spring Valley Road
OLD BUSINESS
NEW BUSINESS
First Consideration of Ordinance - Repeal and replace sections re changing Civil
Service Commission to PEACE Commission
Second Reading of Ordinance re Modification to Sec 22-23. - Location of Containers
- Residential Zoning Districts