09-08-20 Rising TIDES Agenda Packet
REGULAR MEETING AGENDA
* All members of the public are welcome to attend
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City under Minn. Stat. § 12.37. The public may monitor this meeting by calling 1-415-655-0001 and entering
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1. Call to Order
2. Attendance/Roll Call
3. Introduction of Equity and Inclusion Manager
4. Approval of Agenda
5. Approval of August 12, 2020 Meeting Minutes
6. Continuation of Phase II of the Task Force Discussion: Prioritization and Planning
7. Adjournment
September 8, 2020 – 5:15 pm
Via Cisco WebEx
Rising TIDES Task Force
REGULAR MEETING MINUTES
Call to Order
The meeting was called to order at 5:20 pm by Chair Allen.
Roll Call
Members present: Joelle Allen, Ruth Paradise, Alex Moreno, Amber Alexander, Melissa Johnson,
Myat Thanda Tun, Fartun Hussein, Ajani Woodson, Sheri Hixon, Brad Taylor-
White, and Sam Powers
Members absent:
Staff present: Kirsten Santelices, Human Resources Director
Approval of Agenda and July 14, 2020 Meeting Minutes
MOTION by Member Paradise to approve the agenda as submitted. Seconded by Member
Taylor-White. Motion carried 11-0.
Announcements
Staff Santelices shared that the City made an offer of employment for the Equity and Inclusion
Manager, and will hopefully have this person hired before the next Rising TIDES meeting.
Phase II Task Force Discussion: Recap and Mapping
Chair Allen led the group through a discussion on the next steps for the Task Force, following a
prepared document which was shared with the full group. The members discussed all of the ideas
that were presented as potential Phase II topics, and mapped the ideas back to the six strategic
priorities that the Task Force started in 2019. The Task Force determined that any topics that did not
fit directly into a current strategic priority, will need to be prioritized accordingly. Some topics may
not make the list for Phase II, and others may be considered too important and need to be added as
a strategic priority.
The group was interested in learning about the dynamics between the Task Force and other City
Commissions, and learning how partnerships with other commissions may help or complicate their
work.
The Task Force will continue this discussion at the September meeting, and members will be
prepared to prioritize the action items and ideas that came from tonight’s meeting, and the
recommendations report that was provided to the City Council in June.
Adjournment
MOTION by Member Paradise. Seconded by Member Thanda Tun. Meeting adjourned
at 6:22 pm.
August 12, 2020 – 5:15 pm
Via Cisco Webex
MEETING MINUTES – Rising TIDES Task Force
August 12, 2020
2
_______________________________
Joelle Allen, Chair
ATTEST:
_________________________________
Kirsten Santelices, Human Resources Director
Rising TIDES Task Force Members,
As we head into Phase 2, we are excited to expand beyond our first year’s topics while staying focused on taking action
against the agreed upon priorities that were approved by the City Council. To move forward, we will take a three-
pronged approach, outlined below.
• Step 1: Ideation & Reorientation: Close out last meeting’s discussion and Brainstorm regarding the areas we’d
like to tackle in year 2. This includes a discussion of what types of things “Should” the task force be focused on.
What are the clear lines between what we are doing and what other entities such as the HRC, etc. are doing.
• Step 2: Priorities & Synergy: Determine which items can fall under or enhance existing recommendations as
well as narrow down new list items to a realistic set of priorities given time and resources.
• Step 3: Implement Design & Action: Determine action steps and begin moving forward, paying special attention
to making good on Phase 1 Recommendations. This includes making updates to the City Equity Plan at
appropriate milestones.
Year 1 Recommendation Update:
The City Council accepted the Task Force’s full slate of recommendation at the June meeting (page 3 of
Recommendations packet submitted to City Council). Below is a table that recaps recommendations that have been
implemented since the June 9th meeting. This is above and beyond the two community forums held in 2019/20.
Recommendation Status Notes
Hire Equity Manager Offer extended 2 additional strong back-ups, pending acceptance
Conduct Internal and External
Listening Sessions
Internal Sessions Complete
External Session Complete
Exploring expansion of external sessions
Extend Rising TIDES Taskforce
for 1 Year
Approved N/A
Incorporate accepted
recommendations into Equity
Plan
Completed Further additions to the Equity plan will take place
organically at appropriate milestones.
Step 1: Ideation: Close out brainstorming phase for Year 2 (10 minutes - Wednesday, August 12th)
Below are the ideas brought forward at/since last meeting.
• Greater focus on individuals with disabilities including work opportunities
• DEI Training/self-development for task force members
• A campaign on uniting against racism.
• Mental health training, particularly for the police department.
• Strategic partnership with GVPD
• How to make micro and macro level changes in culture within the city, including neighborhoods, city
government, and overall community.
• Ensure total City leadership is aligned on messaging.
• Meet with organizers to help create culturally responsible materials as listed in the recommendations report.
• Look at addressing affordable housing and issues of modern day red-lining
• Public facing Signs/Posters with Task Force Goals & Priorities
• Deeper dive into the Equity plan and consider specific goals for Community engagement
• Layer in anti-racism language into the Equity Plan
• Find ways to connect with city youth
• Decide on measurable outcomes for agreed upon initiatives.
• OTHERS??
Step 2: Priorities & Synergy: Connections & Priorities (45 minutes - Wednesday, August 12th, may need 2 meetings)
While some of the ideas generated our standalone initiatives, many of them speak to “how” we work and can be woven
into the strategic priorities of the city and the subsequent approved recommendations sent over to the city Council.
Focus on making micro and macro level changes in culture within the city, including neighborhoods, city government,
and overall community.
Year 1: Strategic Priorities Mapping Year 2 Ideas to Year 1 Priorities
Communicating equity with the
city • A campaign on uniting against racism.
• Meet with organizers to help create culturally responsible materials as listed in the
recommendations report.
• Public facing Signs/Posters with Task Force Goals & Priorities
City contracts & RFPs
Increasing diversity on boards
and commissions • Find ways to connect with city youth
Diversifying recruitment and
retention • Find ways to connect with city youth
Community outreach and
education • Public facing Signs/Posters with Task Force Goals & Priorities
• Find ways to connect with city youth
Programming & facilities
OTHERS:
(Requires Separate Priority)
• Strategic partnership with GVPD
o Mental health training, particularly for the police department.
• Deeper dive into the Equity plan and consider specific goals for Community
engagement
o Layer in anti-racism language into the Equity Plan
Parking Lot
• Look at addressing affordable housing and issues of modern day red-lining.
RISING TIDES TASK FORCE RECOMMENDATIONS
TO THE GOLDEN VALLEY CITY COUNCIL
Year One Recommendations | June 9, 2020
Rising TIDES Task Force
Joelle Allen - Chair
Amber Alexander - Vice Chair
Sheri Hixon
Fartun Hussein
Melissa Johnson
Alex Moreno
Ruth Paradise
Sam Powers
Brad Taylor-White
Myat Thanda Tun
Ajani Woodson
City Staff
Kirsten Santelices
Tomas Romano
Tim Cruikshank
Summary
Over the course of the past year, the Rising TIDES Task Force has
endeavored to bring additional insight and perspective to topics of
race and equity — and in particular around six topics identified as
priorities in the Golden Valley Equity Plan. Out of our discussions
as well as discussions we’ve had with community members, we bring
forward several recommendations for the City Council’s
consideration.
Bringing in the Greater Community
The task force began its work with the acknowledgement that in
order for recommendations to work for the entire community, there
needed to be a process for inviting them into the discussion. In the
recommendation “Communicating Equity with the City” you’ll see
the completed efforts to hold open forums where the work of the
task force could be reviewed and expanded by members of the
Golden Valley community. Many of the sentiments found in this
report are consistent with what we learned in the open forums.
We also acknowledged that a workable plan of action had to be
grounded in data. That this data needed to be collected and
leveraged to guide activities and ensure equity across the board.
5 Strategic Priorities
Given the unique circumstances of the current environment –
Covid-19 has brought on unprecedented times. As such, we
understand that the Council may not be able to implement these
ideas and practices immediately. We are mindful of that as we share
with you the top recommendations for short term implementation.
1.Heavily Publicize Board Commission opportunities.
Seeing oneself represented across a range of leadership roles is
necessary for building a diverse pipeline for future commission
openings. Consistent use of social media with shares from
partners in diverse spaces will get the word out and increase
engagement.
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.
3.Utilize existing community resources to more quickly
implement outreach activities. Build and leverage strong
partnerships with community organizations who are already
reaching diverse audiences. Create cross promotional
opportunities to each organization’s mutual benefit.
4.Ensure that staff members are trained to be friendly and
responsive to the needs of diverse populations. In the
short term, training on several fronts should be a high priority as
the city prepares to become more inclusive. Through training and
tips during internal meetings, staffers can begin to develop a
baseline understanding of different cultures as well as how
communication styles might differ among them.
5.Host a supplier diversity series that provides detailed
information on how to do business with the city. This guide
available both online and in hard copy should detail the ins and
outs of a successful city partnership.
The Task Force began by
starting with Six (6)
priorities as outlined in
the Equity Plan.
Communicating Equity
with the City
Appealing to broader audiences
City Contracts & RFP’s
Equity in how RFP’s are
announced and who is eligible
Increasing Diversity on
Boards & Commissions
Increasing diverse representation
Diversifying Recruitment,
and Retention
Hiring for additional perspective
Community Outreach &
Education
Programming that reflects the
changing demographics
Programming & Facilities
Programming that better reflects
the changing demographics
Already reeling from
COVID-19, on May 25, 2020
the nation watched in
horror as a police officer
snuffed out the life of
George Floyd
Now more than ever, it is
imperative that city leadership take
a proactive, visible stance on the
impacts of systemic racism. The
disproportionate impact of
Coronavirus on Black and Brown
communities and the death of
George Floyd are symptoms of the
same problem.
The city has a short window of
opportunity to write a new chapter
that better supports inclusion,
belonging and the City’s values.
The task force members are
available to serve as thought
partners to provide insight to the
communications team around
cultural sensitivity.
In light of Current Circumstances
Given the unique circumstances of the current environment – three
recommendations not originally discussed have been added to this
packet.
1.Conduct two Courageous Conversations in June. Making
space to speak freely about the murder of George Floyd and the
subsequent protests is one step toward processing these traumatic
events and healing. Two conversations should take place. The
first for city staff and contractors - where HR and city leadership
serve on a panel to answer questions and listen to reactions.
The second facilitated conversation between community
members and the police chief will alleviate tensions and allow all
residents of Golden Valley to feel a restored sense of safety as it
relates to law enforcement.
2.Reconsider the Equity Manager position. When
COVID-19 began to take its toll on socializing and budgets, we
could have never imagined George Floyd. Despite the
acknowledgement of the disproportionate impact of COVID on
communities of color, all agreed to reevaluate the position at a
later date. However, the death of George Floyd is a stark
reminder that we need someone at the city whose job it is to help
navigate racially charged situations and the unique needs of
different communities.
3.Extend the serve of the Rising TIDES task force by a
minimum of 1 year. The task force is making headway on
several fronts — including bringing in members of the community
to participate in processes they once felt excluded from. Our
hope is to continue work on the recommendations included here
and see some of them through implementation.
Communicating Equity
with the City
A few of our short term
recommendations have already
been completed. They include:
•Two community listening sessions
in order review the work and
recommenda7ons the task force
has done around specific topics.
•October Session – We discussed:
1) Ongoing community
engagement, 2) diversifying
employee recruitment and 3)
Inclusive RFP processes.
•January Session – We discussed:
1) Equity in Programming,
Services and Facili7es, 2)
Reviewing Outreach and
educa7on ini7a7ves and 3)
Increasing Diversity in Boards/
Commissions, elected officials,
etc.
Communicating Equity
Communication efforts should be rooted in data and therefore the
task force recommends that both short and long term initiatives be
put in place to collect data about the racial, cultural, gender, lifestyle
makeup of residents to effectively develop messaging, programming
and beyond that are culturally relevant. It is important to emphasize
to residents that all data collection is voluntary and that at any time
they can see how the data is being used as well as remove themselves
from lists.
Short Range:
1.Gather Data on diverse communities including:
people of color, LGBTQIA, differently abled, religions, immigrant /
first gen, languages and associated socio-economic data, education
levels, current level of engagement, family structure / size, age,
associated mediums of engagement, other to determine population
size within the city and to begin understanding how their needs
may differ.
2.Put into place various opportunities for gathering data and
insights including surveys, events, professional data collection, etc.
being sensitive to the reality that some groups including
immigrants may be resistant to sharing personal information due to
a lack of trust. Providing in person and anonymous ways of sharing
data may help as will building trust over time.
3.Use various mediums to reach and inform diverse
audiences about events, programming and other issues that
impact the city. In addition to the city website and social media,
Mediums can include where appropriate: schools, churches,
mosques, synagogues, apartments, ethnic food markets.
4.Prioritize social media, which provides an avenue to share ideas,
helps eliminate language barriers through built in translation, and
allows people to connect with their networks on topics of
importance. The task force notes that digital outreach will remain
increasingly important and that the task force can play a significant
role in identification and outreach to communities beyond those
who regularly “tune in” to the city’s existing social, web, mailing list.
5.Distribute the Rising TIDES task force meeting packet
through social media in addition to the website – to keep audiences
apprised of the work we are doing – providing contact information
so that they can send suggestions to the committee for
consideration.
Long Range Goal: A PRIDE
like event that celebrates
Diversity.
In addi7on to twice yearly forums,
consider crea7ng an annual event
similar to PRIDE that celebrates
culture, highlights the culture and
contribu7ons of underrepresented
groups and promotes a friendly
welcoming environment for people
of all backgrounds. This “Ethnic
Pride Event” would feature city
partners, local businesses – with a
spotlight on minority-owned and/
or centered business, music, food
and fun.
Other RecommendaEons include:
•Use the data collected in near
range phase to determine focus
and resource alloca7on of
ongoing equity and inclusion
work.
•Complete hiring process for the
Equity Coordinator as soon as
7ming and budget allows
Communicating Equity Cont.’
Short Range Cont.’:
1.Be mindful of closing the communication loop after each
major event and/or activity to circle back to let people know what
we’ve done and how their feedback was used. A regular and
prominent place on the website and/or through social would be
helpful. Additionally, creating email and/or SMS lists and
associated campaigns for building community is advised.
2.Assign a representative of the task force to attend city events as
availability permits.
3.Create and/or adopt a framework for providing culturally-
sensitive materials. This written guide should be a “first line of
defense” for getting cultural cues right.
4.Continue to create materials to distribute at City events
explaining the mission purpose and relevant information.
5.Provide additional focus around ethnicity, culture and
language vs a focus solely on race.
6.Twice yearly community forums to continue conversations
around equity and provide a venue for people from different
backgrounds to get to know each other.
By the Numbers
Limited data exists that provides full insight into the current demographics of the city or how the racial, ethnic,
gender, religious and socio-economic make-up is changing. However, piecing together data from various
sources, we are able to have a jumping off point until the appropriate data can be collected.
The attached graphs are a part of the American Community Survey data from 2018. Four tables include: Social,
Economic, Housing, and Demographic data and represent both Minnesota and Golden Valley.
Other
2%
Indigenous
2%
Latinx
5%
White
79%
Black
7%
Asian
5%
Indigenous
1%
Latinx
2%
White
85%
Black
8%
Asian
5%
MINNESOTA BY RACE GOLDEN VALLEY BY RACE
Female
51%
Male
49%Female
56%
Male
44%
MINNESOTA BY GENDER *GOLDEN VALLEY BY GENDER *
No additional gender information was
collected during the 2018 Survey
Process For Reviewing City
Contracts And RFP’s to
Eliminate Potential Biases
The task force believes that creating short, medium and long terms
initiatives that increase opportunities for minority, women and
veteran-owned business enterprises strengthens both the city and its
citizens is imperative.
Medium Term
In the medium term, consider
Adopting (modified or not)
NMSDC guidelines for best
practices in supplier diversity as a
more comprehensive program is
built out:
•Utilize diverse businesses in all
sourcing initiatives and
purchasing events.
•Establish corporate policy and
top management support.
•Develop a corporate minority
supplier development plan.
•Develop comprehensive
internal and external
communications.
•Identify opportunities for
diverse owned businesses in
strategic sourcing and supply
chain management.
•Establish a comprehensive
minority supplier development
process.
•Tracking, reporting and goal
setting mechanisms.
•Utilize diverse businesses in all
sourcing initiatives and
purchasing events.
Short Range
•Create a list of small and minority-owned businesses in Golden
Valley and make a good faith effort to keep them informed of
opportunities and timelines.
•Create opportunities for small and minority-owned businesses by
revisiting how contracts are awarded. Begin with contracts under
$175, 000 where the City is not required to meet the public
bidding law requirements; or ( 2) by requiring larger contractors to
subcontract parts of the bid to underrepresented business.
•Host information sessions / Lunch and Learn supplier diversity
series which includes how to do business with the City.
•Compile sample procurement policies from other municipalities.
Use the guidelines to spell out the philosophy that diversity is good
for the business and the need for regional, cultural and social
diversity to access global skills and markets, offer varied viewpoints
and styles, and benefit different communities and local economies,
respectively. Such procedures are established to give traditionally
underutilized businesses a competitive advantage and meet
customer and government requirements.
Past DiscriminaEon: Policies should
state the intent to create contrac7ng
equity. Policy and programs should
impact behaviors and prac7ces of the
jurisdic7on as much or more than the
behaviors of prime contractors and
prime vendors.
Flexibility: A strategy should match the
condi7ons and laws of the jurisdic7on
and should be flexible – if a strategy is
not working, a different approach
should be tried.
Redefining large contracts. When
possible, master contracts can be
designed to allow several MWBE/
DBE firms to collaborate and win
larger contracts.
Unintended Consequences: Regula7ons
and prac7ces should be examined in a
careful and detailed way to ensure that
unnecessary barriers are eliminated for
small and diverse firms.
MulE-faceted: Programs should be
comprehensive and mul7-faceted to
match the complex systemic barriers.
Cultural Change: Strategies should
create a framework for cultural
change in addi7on to change
stemming from regula7ons. A
cultural change permeates all
structures related to the
procurement and contrac7ng
process so that all people involved
are thinking equity and non-
discrimina7on. Over 7me, this
cultural change begins to be
embraced by the prime contractor
and prime vendor communi7es.
Capacity Building: Contrac7ng
equity programs should contain or
should connect to capacity
building programs. In this way the
jurisdic7on is dealing with
availability (expanding the vendor
pool) not just u7liza7on.
Expand and Replicate:
Contrac7ng equity programs
should collaborate with other
jurisdic7ons, expand their
principles into other areas of the
jurisdic7on, and when they have
arrived at a successful strategy,
replicate it with other
jurisdic7ons.
Short turn-around on payment to
subs. Sub-contractors can o\en be
the last ones paid and are least
able to afford the wait. Sea]le
requires primes to pay subs before
the primes can invoice and get
paid themselves.
1. Long Range
Establish/renew a supplier diversity policy that
provides minority-owned businesses with system
wide opportuni7es for contracts – either
independently or in conjunc7on with other
contractors.
Ins7ll Accountability for mee7ng supplier diversity
objec7ves through annual review/audit of supplier
diversity performance against objec7ves
Reviewing Contracts &
RFP’s Cont.’
The task force believes that crea7ng opportuni7es for
minority, women and veteran-owned business
enterprises strengthens both the city and its ci7zens.
2. Among other things, a comprehensive policy should acknowledge and address as appropriate the following:
Increasing Diversity in Boards, Commissions,
and City Council
1.Build connections with local school districts,
businesses, and other community
organizations to advertise opportunities to serve
on Boards/Commissions with City. The Task Force
was pleased to hear the recruitment policies and
protocols already put in place by the HR
department at the City. To further support these
efforts, the Task Force, with input from the
Community, discussed ideas/tactics in the
following areas: Internal Culture, Leader /
Ownership, Recruiting Practices and pipeline
building.
2.Connect with special interest groups and
provide readiness trainings for individuals who
are seeking to run for public office or videos/
trainings for individuals interested in board and
commissions.
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 recommends
the following tactics to drive engagement with
the community. Our boards and commissions
are composed of talented volunteers.
1.Heavily publicize Board and
Commission opportunities:
•Continue “Why I Serve” campaign taking
special care to include not only racial and
ethnic diversity - but gender and differently
able’d voices as well.
•Highlight a different Task Force/
Commission/Board in each Golden Valley
newsletter.
•Increase social media marketing of
opportunities.
Diversifying Employee Recruitment
Summary & First Steps
The Task Force was pleased to hear
the recruitment policies and
protocols already put in place by the
HR department at the City. To
further support these efforts, the
Task Force, with input from the
Community, discussed ideas/tactics
in the following areas:
•Internal Culture
•Leader (hiring manager)
Ownership
•Recruiting Practices
•Pipeline Building
Recommendations for Immediate Implementation:
1.Build routines to ensure internal employee culture is one of
inclusivity and belonging.
2.Train all people leaders to conduct a ‘sense of belonging’ exercise
with employees – how do we continue to create a culture you
want to be a part of? How can we further improve?
3.Host internal team events to celebrate diverse cultures.
4.Explore listening strategy options in order to stay in touch with
current city workforce and foster connection/inclusivity in such
unprecedented times.
5.Conduct ‘stay interviews’ with current employees – Why do they
stay? What do they like about working for the city.
Recommendations for Future Consideration (likely require
longer turn-around/additional resources and partnerships):
6.Upskill leaders in building diverse pipelines for their roles
•Create a venue for leaders to know the skills and interests of
their current employees to advocate for them as openings occur.
•Institute a practice of employees completing internal resumes.
•Provide training for all hiring managers on how to effectively
source and recruit talent.
•Set goals for leaders to broaden their networks/build pipelines
for future openings (e.g. meet one new person in my industry
per quarter).
Diversifying Employee Recruitment
5.Update recruitment collateral (job postings, job
descriptions, interview guides) to emphasize
commitment to Inclusivity
•Showcase people of color in recruitment collateral
•Include City Values language on all job postings
•Review and update required/desires skills to remove any
unintended bias/barriers to diverse communities
•Update interview questions to include question on how
candidates understand/showcase the city’s values of Diversity &
Inclusion
6.Review and adjust recruiting practices to ensure diverse
outreach
•Target colleges with D&I focuses (Augsburg, Hamline)
•Build connections with local school districts about careers in
Government
•Ensure diversity in interview panels for open roles
4.Prioritize hiring Equity
Manager role.It has become
increasingly clear that during these
unprecedented times, an equity
manager would be highly beneficial
to both the city and the community.
The city should consider a waiver for
this position and bring someone on
board sooner rather than later.
Diversifying Employee Recruitment
One key step to supporting
people with special abilities is to
appoint individuals within an
organization as champion employees
with special abilities. A champion is
an advocate, has knowledge about
special abilities and may have special
abilities themselves. Champions can
provide knowledge, support
companies to explore programs such
as Lifeworks and Reach for Resources,
help host panel discussions, job fairs
and workshops. Through these
activities and media resources like
articles, local news programs,
company publications and product
brochures, companies and champions
would be able to share their success
stories and the value of employing
people with special abilities
1.Find ways make it easier for people with Special Abilities
and Employers to work together.
•Not having the support needed to help people with Special
Abilities, achieve.
•Job Coach on site
•Special ability Champions
•Disabled individuals experience a lack of confidence or are
unsure of their capabilities due to being in the development
stage of the new opportunities they are experiencing today.
•No clear path or limited options to find job opportunities. How
do they find jobs they can do at a company.
2.Stress the importance of nurturing a diverse workforce.
•Social Inclusion and enrichment
•Take part in society
•Bring different skill sets
•Part of the company
3.Educate employers that people with special abilities are
skilled, will grow and achieve.
•Misconception’s
•Giving the opportunities
Summary
The Task Force focused on how
to use community outreach and
education to create relationships
built on trust between the City
and community members. The
Task force discussed the
following as strategies to reach
that goal:
Outreach and education ensuring
that everyone feels that their
voice is being heard.
Outreach and education where a
diverse mix of people can gather
and get to know each other.
How outreach activities and
educational goals can overlap.
Communication tools to reach a
wider representation of people
from diverse groups within the
Golden Valley community.
Utilization of strategies
enumerated in “Eliminating
Barriers in Programming and
Facilities”.
Community Outreach &
Education
The Task Force recommends that they continue their work by
helping build strategies to implement the outreach initiatives
described below. This work would include:
Short to Medium Term Recommendations
•Determine, in consultation, which of the ideas below would be
implemented, in what order and the timelines.
•Develop methodology to use in gathering the necessary
information: i.e. whom to contact in order to determine what
planning bodies will be responsible for overseeing each activity
to be implemented.
•In cases in which the suggested activity builds on an existing
event, (example: block parties) consult with the responsible
group concerning implementation.
•Note: The initial information gathering and outreach can begin
even if immediate implantation of activities/events needs to be
postponed due to Covid-19.
Long Range Recommendations:
1.Utilize existing community resources to implement outreach
activities. Suggestions include
•Schedule regular meetings (yearly or semi-annually) with “Block
Party” organizers.
•Schedule regular meetings (yearly or semi-annually) with leaders
of nonprofit civic organizations within Golden Valley
•Schedule regular meetings (yearly or semi-annually) with
appropriate staff from places of worship and social service
organizations to discuss outreach opportunities with their
members or clients.
•Partner with the Golden Vally Library on educational events.
•Initiate a “Welcome to the Neighborhood” program through
discussion with the block party organizers ( or after discussion
at a block party event).
•Provide the handouts in different languages depending on
demographic needs.
Become more welcoming
with Programming for
New Residents
As we help integrate new
residents into the Golden Valley
Community, the city should pay
careful attention to the needs of
immigrants and others so that
printed materials and other
information is accessible in terms
of languages including braille.
Community Outreach &
Education
The Task Force recommends that they continue their work by
helping build strategies to implement the outreach initiatives
described below. This work would include:
Long Range Recommendations Cont’:
•Once a year have a City Council member attend a political
party district meeting to give a “State of The City” report.
•Meet with businesses to discuss the city’s diversity, equity and
inclusiveness initiatives and their possible involvement in
outreach efforts and/or diversity training. (Possibly offer
“Culturally Competent Messaging” training mentioned below.)
•For apartment buildings, especially NOAH properties,
schedule a “meet for coffee” party to get to know apartment
residents and discuss issues they feel are important to them.
2.Extend Event planning to specifically promote outreach
efforts that include a diverse mix of city residents. Possible
suggestions include:
•“Pot Luck in the Park” supper (or weekend lunch)
•“Soup & Substance” - meal and specific topic of discussion.
•Non- committed events – “pop- ups”
•Cooking classes to include food from diverse cultures, with city
residents taking turns as presenters.
•As a specific educational outreach effort offer a class on
“Culturally Competent Messaging” training.
•Hold additional informal community social events for bridge
building through food, storytelling and music.
3.Programming and information for new residents to the
City that takes into consideration how to to help them integrate
into the community
•Insure sensitivity to language needs of new immigrants.
•Create a “new to Golden Valley” resident’s packet. The packet
can have information about the city, about social organizations
in the city, shopping, libraries, etc.
•Monthly “Welcome to the City” meeting at City Hall for new
residents
Taking Everyone into
account when planning for
programs and Facilities
The Task Force recognized that
the City has a very robust Park &
Recreation Program, as well as a
wide variety of City wide events
and programs. As the city
increases in its demographic
diversity, the Task Force
considered the following issues to
insure inclusiveness, accessibility
and appropriateness for all
members of our community.
•Content
•Community Involvement
•Location
•Accessibility
•Communication
Eliminating Barriers in
Programming and Facilities
For the purpose of this report, the items listed below for
“Eliminating Barriers in Programming and Facilities” should be
understood as the foundation for implementation of the strategies
suggested under the next topic “Community Outreach and
Education”. It is suggested that these protocols should also be
integrated into the planning of existing programs and events
conducted by the City or its affiliate organizations.
Short Range and Ongoing Protocols in Programming
1.Inclusion and diversity in programing
•Consider demographics when planning programs and events.
•Create programming to attract different communities
•Develop opportunities for multi-cultural education events
2.Utilize residents from diverse backgrounds in planning
and implementing community programs and events
•Look at the diversity of instructors in recreational activities
and other programs
•Hold additional informal community social events for bridge
building through food, storytelling and music
•Consider who the “presenters” are for programs and events and
plan for diversity in activities and venues
•Create programming opportunities to use local resources,
people who are entertainers, speakers, teachers, etc
Eliminating Barriers in
Programming and Facilities
3.Consider Affordability of programs offered by the City.
•Host scholarships and post availability in prominent location in
publicity.
•Plan for cost structure so it is affordable for people who would
not qualify for scholarships
4.Ensure that all staff members are trained to be friendly and
responsive to the needs of a diverse population.
5.Ensuring equitable opportunity to participation in City
programming and events
•Consider Affordability of programs offered by the City.
•Host scholarships and post availability in prominent location in
publicity.
•Plan for cost structure so it is affordable for people who would
not qualify for scholarships.
6.Ensure that all staff members are trained to be friendly and
responsive to the needs of a diverse population.
Taking Everyone into
account when planning for
programs and Facilities
The Task Force recognized that
the City has a very robust Park &
Recreation Program, as well as a
wide variety of City wide events
and programs. As the city
increases in its demographic
diversity, the Task Force
considered the following issues to
insure inclusiveness, accessibility
and appropriateness for all
members of our community.
•Content
•Community Involvement
•Location
•Accessibility
•Communication
FUTURE/NEXT STEPS
Step 3: Implementation Design & Action (September & October Meetings)
1. Discuss top 1 – 2 actions to take to mobilize against 5 strategic priorities approved by City Council in June (page
2 of Recommendations packet submitted to City Council):
a. Brainstorm actionable ideas to implement
b. Narrow down ideas to top 1 – 2 actions we’d recommend to City
c. Assign Task Force member(s) as owner to work through liaison, as an accountability partner with City
and city partner on timelines and implementation.
Year 1: Strategic
Priorities
Accepted Task Force
Recommendations
Ideas Top 1 – 2 to
Recommend
Taskforce
Member
Owner(s)
Communicating equity
with the city
Heavily publicize Board &
Commission opportunities
Joelle Allen
Alex Moreno
Fartun Hussein
Sam Powers
City contracts & RFPs Host a supplier diversity series
Increasing diversity on
boards and commissions
Heavily publicize Board &
Commission opportunities
Amber Alexander
Brad Taylor-White
Myat Thanda Tun
Diversifying recruitment
and retention
Build routines to ensure
internal employee culture
Community outreach
and education
Utilize existing community
resources to more quickly
implement outreach activities
Ruth Paradise
Melissa Johnson
Sheri Hixon
Ajani Woodson Programming & facilities Ensure that staff members are
trained to be friendly and
responsive to the needs of
diverse populations
Other Ideas