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01-25-22 Strategic Planning Session Agenda COUNCIL STRATEGIC PLANNING SESSION This City Council Planning Session is being conducted in a hybrid format with in-person and remote options for attending. Remote Attendance: Members of the public may attend this meeting by streaming via Webex (Click here) or by calling 1-415-655-0001 and entering access code 2462 754 1631. Additional information about attending electronic meetings is available on the City website. PAGES 1. Welcome Activity 4 2. Reflection and Review Of 2021 5-22 3. Affirmation Of Statements & Values 23-33 4. Prioritization Of 2022 Action Steps 34-61 5. Proposed Pyramid of Success 62-64 Council Strategic Planning Sessions 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 sessions. The public is invited to attend and listen to the discussion. January 25, 2022 Dinner at 5:30 pm Planning Session at 6:00 pm Brookview – Valley Room Hybrid Meeting 2022 Annual Council Planning Session •Welcome Activity •Reflection & Review Of 2021 •Affirmation Of Statements & Values •Prioritization Of 2022 Action Steps AGENDA WELCOME ACTIVITY REFLECTION & REVIEW 2021 Photo by Doug George, Views of the Valley 2021 Reflect on the previous year. Discuss accomplishments in the context of how our performance proved out our values. What are some opportunities where we could we have done better? REFLECTION & REVIEW 2021 CITY COUNCIL ACTION STEPS Continue HRA initiatives. Consider establishment of a City of Golden Valley Historic Preservation Commission (HPC). Update Infrastructure Renewal Plan and explore all possible financial tools. Continue transit initiatives. Continue diversity, equity, and inclusion initiatives. MAYOR HARRIS 2021 Accomplishments Continued equity work (Pohlad Foundation grant, DEI Commission, PEACE Commission, Just Deeds, internal City equity work, etc ) Obtained state funds for Hwy 55 pedestrian underpass Weathered/adapted to COVID COUNCIL MEMBER HARRIS 2021 Accomplishments Approved and implemented the PEACE and DEI Commissions Completed the Facilities Study and Downtown Study Reports Approved MOU for School Safety pilot program with the Robbinsdale School District Approved STAR Program changes and Section 8 anti-discrimination ordinances Implemented organics recycling in Golden Valley COUNCIL MEMBER ROSENQUIST 2021 Accomplishments Finalized and adopted Facilities Study and formed a vision, plan and budget for our downtown area and our city facilities to guide development for the next 20-50 years Designed and adopted PEACE Commission to advance police-community relations Completed and adopted Energy Action Plan Developed Wirth Safety Response Agreement Activated and staffed the HRA and enacted renter protections Provide Golden Valley residents with better transit options (bus rapid transit on Hwy 55, connections to proposed light rail, bike lanes, safer pedestrian crossings, and lower street speeds) IN PROGRESS Revise systems to guide strategic and important partnerships with the MPRB and Hennepin County, including Library System IN PROGRESS Use levy to invigorate efforts to have a healthy housing and business environment centered around targeted areas as identified in the Downtown Study and 2040 Comprehensive Plan, including renter protections and educational efforts IN PROGRESS COUNCIL MEMBER SANBERG 2021 Accomplishments Invested long-term in affordable housing by hiring a Housing and Economic Development Manager Partnered with PRISM to provide housing and food assistance during the pandemic Established the PEACE Commission to assess community needs around public safety and make recommendations, innovate in public safety, and ensure policing in Golden Valley is equitable Launched new website to better serve residents and others who want to learn more about Golden Valley and our programs and services Envisioned the future of Golden Valley with the Downtown Study and Facilities Study ADMINISTRATIVE SERVICES 2021 Accomplishments Worked with American Rescue Plan Act financing. Implemented Office 365 and Microsoft Teams. Worked with LOGIS to set up requirements for a new financial, utility billing, and payroll/Human Resource ERP checklist for 2022 demos and implementation. COMMUNICATIONS 2021 Accomplishments Planned, redesigned, and implemented upgraded City website. Worked with Parks & Recreation to update its online registration tool to new, user-friendly interface. Worked cooperatively to develop procedures to broadcast hybrid City meetings, including methods for interactive community participation. Pivoted City’s promotional efforts for programs and events in concert with loosened COVID restrictions and re-opening. Worked with all departments to successfully produce and promote 14 virtual open houses/public forums/events, 52 HomeRECed videos, three podcasts, and 10 community input surveys and reports with 322 pages of data. Managed approximately 500 web pages across eight websites, produced more than 530 print and online stories/news releases. Developed strategy, messaging, public education, and promotions for more than 12 City projects/initiatives. Created new tools to support City’s communications efforts, including social media communications toolkits and Community Outreach Reports to document City’s public education output. FIRE 2021 Accomplishments Made impactful changes to our firefighter recruitment process that resulted in a more diverse candidate pool, and hired five individuals during difficult COVID-19 times. Integrated best practices to reduce the potential for physical and mental risks of firefighting through training, physical activity, Critical Incident Stress Debriefing (CISD), and improved personal protective equipment. Collaborated with personnel encompassing a diverse range of ranks, experience levels, and perspectives to successfully research, evaluate, and construct a duty crew program to better serve the community with our 50 paid on-call firefighters. Phase 1 will be implemented March 1, 2022. Reorganized the full-time staff structure to provide clean lines of responsibilities, and successfully filled open assistant chief and fire inspector positions with high-quality individuals. Provided a high level of professional services to the community during very challenging civil unrest and COVID-19 times. HUMAN RESOURCES 2021 Accomplishments Transitioned Rising TIDES and HRC to DEIC. Started a Demographic Data Collection system. Increased equity infrastructure, including receiving $250,000 grant dollars for police transformation, hiring a community connections and outreach specialist, completing quarterly Building An Equitable Golden Valley, updating the City equity plan, and implementing an Equity Advancement Team (employees across all City departments). Completed implicit bias training with individuals involved in hiring process. Recruited, hired, and on-boarded 28 full-time/regular employees and firefighters (approximate demographic makeup: 14 percent Asian, 7 percent Black, 7 percent two or more races, 71 percent White, 57 percent female, and 43 percent male). LEGAL 2021 Accomplishments Worked with Planning Department to draft amendments to City Code dealing with zoning of religious institutions. Created five-year plan to modernize City’s document retention system. Implemented Driver’s License Reinstatement Program to help individuals reinstate driver’s licenses while they pay outstanding citations. Prepared first annual prosecution report to City Council and City Manager. Began inventory of Joint Power Agreements and City Policies. Increased efficiency in contract review, license review, Just Deeds intake, elections, and M-Team weekly agendas by implementing Smartsheet , a web -based project management, automation, and data collection platform. PARKS & RECREATION 2021 Accomplishments Hosted public input and developed plans, timeline, and budget for the 2022 Community Garden at Medley Park. Hosted public input process with South Tyrol Park neighborhood for 2022 park improvements. Shifted annual goose removal process at Brookview to a program of limiting flock growth and stabilizing the goose population through keeping eggs from hatching. Initiated park shelter update process for first park building and developing plans to implement all needed ADA improvements, add energy efficient light fixtures and windows, replace the furnace and flooring, replace doors where needed, and expand physical accessibility to restrooms. Implemented Noah Joynes Youth Recreation Fund to eliminate fiscal barriers for Golden Valley youth to participate in recreation and athletic activities. Added permanent shade structure to Brookview’s north patio for outside dining and winter programing, and added energy efficient LED light fixtures in South Tyrol Park and Natchez Park Worked closely with City’s Engineering staff and consultant on the storm water management projects in progress at Wildwood and Medley Parks. PSYSICAL DEVELOPMENT 2021 Accomplishments Completed Facilities Study and presented recommendation to Council. Revisited Council Chambers remodel project to address A/V system and consider project scope modifications. Expect April 2022 completion. Completing planning and design work for Douglas Dr and Hwy 55 Underpass for expected fall 2022 bid process. On-boarded housing and economic development manager and began work on strategies. Completed Downtown Study Phase III and most Comp Plan rezonings, with goal to update sign code in early 2022. Worked to increase the number of contracts awarded to minority-owned businesses by expanding outreach to vendors beyond the MNUCP Directory, modifying project scopes to attract smaller firms, and adjusting procedures or requirements that remove limitations or barriers for smaller firms. POLICE 2021 Accomplishments Responded and adapted to pandemic-related concerns. Began preparing department’s first strategic plan, which seeks to improve effective and efficiency in 2022. Re-imagined community service officer role to assist officers and community members while also creating opportunities for future officer positions. Worked with Legal and Equity/Inclusion to transition the Civil Service Commission to the PEACE Commission. Hired and on-boarded new commander and promoted two sergeants. PUBLIC WORKS 2021 Accomplishments Repaired 36 water main breaks, 14 manholes structures, and 28 catch basins structures, cleaned 273 catch basin sumps, and replaced 36 gate valves. Upgraded hard surface and trial lighting systems to LED at Natchez and South Tyrol Park. Installed a culvert, regraded swale and surround area, and reconstructed a section of trail in Natchez Park to correct drainage issues. Installed new hockey rink dasher boards and base material at Wesley Park. Reconstructed the rest of the Laurel Ave Greenbelt Trail between West and East Ring Ponds. Installed electric car charging station at Brookview Community Center. Installed on-street bike route signs in Maintenance Zone 5. Located 3,527 Gopher One Call tickets, performed 242 utilities inspections and 524 I&I inspections, and completed 255 meter appointments. Used 181 cubic yards of concrete and 5,200 tons of asphalt (575 truckloads). CORE SERVICES Brookview Amenities City Administration Communications Economic Development Elections Emergency Management Equity and Inclusion Engineering Finance Fire Protection Human Resources Information Technology (IT) Inspections Legal Services Motor Vehicle Licensing Natural Resources Management Park Maintenance Parks and Recreation Permits and Licensing Planning Police Street Maintenance Utilities Maintenance Utility Billing Vehicle Maintenance INITIATIVES & PROJECTS Affordable Housing Plan Bike and Pedestrian Plan Building A Better Golden Valley Equity Forums Debt Reduction Plan DeCola Ponds Stormwater Project Downtown and Facilities Study GreenStep Cities Hwy 55/Douglas Dr Underpass Infrastructure Renewal Plan Just Deeds Land Acknowledgment Planning Legislative Priorities Local Option Sales Tax Metro Blue Line LRT Minneapolis Park & Recreation Board JPA Pavement Management Program (PMP) School Resource Officer (SRO) Review Socially Just Banking Speed Limit Reduction STAR program AFFIRMATION STATEMENTS & VALUES Photo by Lilly Wright, Views of the Valley 2020 WELCOME STATEMENT 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. VALUES Communication Community Inclusion Integrity Respect Innovation Courage Accountability VISION STATEMENT Golden Valley strives to creatively connect people and places, preserve and enhance community resources, and nurture opportunities for all. MISSION STATEMENT The City of Golden Valley delivers high-quality, responsive services to ensure the community remains a vibrant and welcoming environment in which to live, work, and play. ORGANIZATIONAL PRIORITIES Strategic Development & Redevelopment Effective Governance Infrastructure Maintenance & Enhancement Financial Wellness Community Affairs Strategic Development & Redevelopment Focusing redevelopment on four planning districts: Golden Valley’s downtown area, LRT station area, Douglas Drive corridor, and I-394 corridor Effective Governance Governing with a focus on good communication and teamwork, respecting values and process, heeding meeting decorum and timely decision-making, and building citizen engagement and understanding Infrastructure Maintenance & Enhancement Maintaining and improving infrastructure at highest quality for the investment by prioritizing areas of need, identifying costs, and planning for future growth Financial Wellness Balancing spending with emphasis on maintaining current service levels, accommodating future needs, expanding tax base, growing reserves, improving bond rating, and improving efficiencies and effectiveness Community Affairs Considering policies that benefit society at large DEPARTMENTACTION STEPS Each department was asked to identify one action step that advances equity, diversity, and inclusion in 2022. *Equity action steps are noted in purple.* ADMINISTRATIVE SERVICES 2022 Action Steps •Develop Request for Proposal for Municipal Advisor Services. •Develop Request for Proposal for Audit Services. •Train employees to know how to help assist with language conversion. •Work with Communications and staff for training and setup on SharePoint for an intranet site for City employees. •Update Infrastructure Renewal Program. •Train City supervisors on Federal Grant Policy. •Participate on LOGIS working group to replace financial, payroll/HR and utility billing software. COMMUNICATIONS 2022 Action Steps •Work with various City departments to develop and build City intranet using SharePoint. •Update and refresh the following City websites and shift them to new hosting platforms: Brookview Golden Valley, Brookview Golf & Lawn Bowling, Three One Six Bar + Grill, Brookview Backyard, and Joint Water Commission. •Develop and implement strategies to improve website governance, use of email to supplement promotion and public education initiatives, and City LinkedIn social media channel and City Instagram account. •Implement City Council Chambers refresh and AV equipment update. •Improve community engagement with diverse and underrepresented groups by developing strategies to build relationships with residents in rental and multi-family housing and connect with local small business CCOs, non-profits, and faith communities. Focus outreach and communications on potential users of City Parks and Recreation programs, potential users of Medley Park community gardens, outreach for Hwy 55 and Douglas Dr intersection project (specifically trail connections and public art component), and outreach for upcoming BAEGV events. FIRE 2022 Action Steps •Implement Phase I of Duty Crew transition (weekday evening duty crew) on March 1, 2022, review and revise the program throughout 2022, and make necessary preparations to implement Phase II (weekend daytime and evenings) on Jan 1, 2023. •Research, select, and implement a new records management software (RMS) package by Dec 31, 2022 to replace current RMS package, which is no longer being supported. •Continue to maintain and increase diversity within GVFD by working with the City’s HR/Equity and Communications teams to assess and revise the paid on-call firefighter recruitment and hiring processes through an equity lens and increase participation at recruitment events and applications by 10 percent over 2021 numbers. •Work with a consultant to identify critical and desired site selection criteria for a new east fire station and use local and national resources to identify best practices for the design of a new fire station by Dec 31, 2022. •Add fire marshal duties to one full-time inspector, increase regular part -time inspector to full-time, to better align inspection duties and support the daytime Duty Crew model within the adopted budget by March 1, 2022. HUMAN RESOURCES 2022 Action Steps •Create pay parity policy. •Create strategy to implement $15 minimum wage progression. •Increase equity infrastructure by completing two department equity assessments, developing a second ERG, and scheduling lunch and learns. •Collaborate with Communications to create a careers website. •Complete 1/3 organization stay interviews. •Continue strategic development in areas of supervisor training, recruiting, and wellness. LEGAL 2022 Action Steps •Work with the City Clerk to begin implementing the City’s five-year Records Management Plan. •Inventory Joint Powers Agreements, MOUs, and City policies, and create manual of City-wide policies that is accessible to the public. •Use technology to modernize the licensing process and customer experience. •Work with Planning Department, MN Chapter of APA, and other Just Deeds participants to create two training sessions on equity in land use/zoning for the Planning Commission and City Council. Create toolkit for other Just Deeds cities to provide similar trainings to their commissions and councils. •Use technology to modernize the data practices process and customer experience. Complete cost/benefit analysis of GovQA software as compared to Smartsheet process improvements. •Arrange agendas to encourage maximum community participation and oversight. •Work with City Council to determine whether to renew prosecution contract or develop RFP process for City Prosecution. Current contract expires Dec 31, 2022. PARKS & RECREATION 2022 Action Steps •Construct the first community garden in the Golden Valley park system at Medley Park. •Develop strategies for implementing new programming and improving participation for underserved youth populations in Golden Valley. •Begin concept planning and develop public input process for the park improvements at Scheid and Gearty Parks scheduled for 2023 and 2024. •Explore new park dedication funding opportunities in partnership with metro area communities. •Implement scheduled park improvements at South Tyrol Park. •Develop an additional temporary off-leash pet exercise hockey rink area in the southwest corner of Golden Valley. •Work with OSRC and DEIC to develop a proposed process for a Golden Valley public amenity naming policy. •Develop process to discuss amplified music and alcohol in the Golden Valley park system. •Work with Communications to finalize on-site QR code signage for all park system projects. PHYSICAL DEVELOPMENT 2022 Action Steps •Complete assessment documenting the scope of the department’s DEI work. •Participate in at least one networking event with Hennepin County’s DBE procurement network to promote City projects and service needs to small and emerging businesses. •Develop a housing program using HRA Levy funds to leverage funding for affordable housing and BIPOC homeownership. •Identify sites for remote fire station and new Public Works facility. •Complete design and community engagement for flood control and water quality improvement at Medley Park and Wildwood Park/SEA School, and begin construction in fall/winter 2022. •Complete/Advance study of BRT on Hwy 55 with local, regional, and state agencies to develop a comprehensive analysis of BRT on Hwy 55. POLICE 2022 Action Steps •Evaluate and change Police Department policies so they are updated and viewed through an equity lens. •Promote and facilitate officer wellness. •Develop and use effective methods to recruit, hire, train, and retain the highest quality staff. •Implement problem-oriented policing strategies that focus on collecting and analyzing data in crime disorder patterns to focus crime-reduction efforts. •Partner with PEACE Commission to receive community feedback and forge stronger relationships with diverse stakeholders. PUBLIC WORKS 2022 Action Steps •Expand community outreach by partnering with additional organizations and schools to advocate Public Works as a sustainable, rewarding, and essential career. •Replace 51 valves, and repair manholes and catch basins in Maintenance Area V. •Locate and expose effluent meter pit and replace influent meter pit piping at the reservoir. •Complete installation of Medley Park community garden enclosure and trail improvements. •Replace hockey rink dasher boards at Medley Park. •Replace playground equipment and hard court surface, and install volleyball court, gazebo, and hammock hanging poles at South Tyrol Park. •Upgrade and remodel the interior of the Wesley Park shelter. •Replace the boiler and remodel the lunchroom in City Hall. •Expand the Street Maintenance garage doors. •Install on-street bike route signs in Maintenance Zone 1. •Mill and overlay 3 miles of road. CITY COUNCIL ACTION STEPS Photo by Doug George, Views of the Valley 2021 Present your individual action steps. This is the opportunity for you explain your proposed action steps and how they fit in to the City’s mission, vision, and organizational priorities. Discuss action steps in preparation for voting. PRESENT ACTION STEPS MAYOR HARRIS 2022 Action Steps •Continue equity work internally/externally, including City Council engagement with GVPD, expanded outreach to and engagement of BIPOC residents, finalize Pohlad Foundation Grant (Effective Governance, Community Affairs) •Aggressively pursue funding for facilities relocation of fire station, City Hall/public safety/public works facilities via State bonding, local option sales tax, Federal earmark funds/grant opportunities (Strategic Development/Redevelopment) •Improve MPRB beach situation for GV residents (Community Affairs) •Re-attempt Golden Valley Shopping Mall redevelopment (Strategic Development & Redevelopment) COUNCIL MEMBER HARRIS 2022 Action Steps •Continue the City's equity work •Commence work to implement a local option sales tax to fund infrastructure projects in City •Create a City Government Academy to inform residents how City government operates •Implement an ordinance limiting how much interest payday lenders can charge •Commence work on creating a policy on renaming streets to honor individuals COUNCIL MEMBER LA MERE-ANDERSON 2022 Action Steps •Focus on understanding barriers to affordable housing and identifying creative solutions to address the housing crunch. •Evaluate communication vehicles and strategies--what is most effective at engagement? Add a feedback loop and metrics/measurement to communication vehicles to determine where best to spend time, money, and resources. •Continue work on local sales tax authority. •Identify ways to increase diverse participation in commissions and boards. •Continue environmental initiatives. COUNCIL MEMBER ROSENQUIST 2022 Action Steps •Improve pedestrian and traffic safety, including reducing speeds on County roads that co- locate bike infrastructure and are substantially residential; researching and encouraging structural street improvements that enhance safety, and forming a coalition with other cities to advance it at the County Board level; improving pedestrian crossings and safety on County Roads and city arterials (use money saved by NOT revising street signs to begin to address these areas) (Infrastructure Maintenance and Enhancement) •Develop future-oriented rental policies, rules, and laws to address short-and long-term home rental and ownership of rental properties by non-residents/companies, short-and long-term rentals of rooms in homes by owners, and maintenance and safety of rental properties (Strategic Development and Redevelopment) •Revise licensure to incentivize private action aligned with City goals (ie, lower fees for natural gas garbage trucks or for small businesses with BIPOC owners) (Financial Wellness; Effective Governance; Equity) COUNCIL MEMBER ROSENQUIST 2022 Action Steps •To better connect neighbors, form defined and named neighborhoods and implement decentralized and tailored communications beyond/expanding upon police Neighborhood Watch structure (ie, for communications about everything from water main breaks to crime alerts to re-zoning notices) (Effective Governance; Equity) •Support local sales tax (Financial Wellness) •Support inter-agency future planning (ie, MOU and/or working group with MPRB to work on Twin Lake area future plan, dog park with Animal Humane Society) (Effective Governance) COUNCIL MEMBER SANBERG 2022 Action Steps •Continue to seek out partnerships and innovate in policing (eg , 911 Embedded Social Worker Program, expanded CSO role) (Effective Governance) •Continue to prioritize equity work citywide and work to get buy-in from all departments and staff (Equity) •Prioritize affordable housing, including renter protections, and continuing to identify City- owned properties and development/redevelopment opportunities for affordable housing (Strategic Development & Redevelopment) •Ensure residents and visitors can access information they need in a variety of ways--website, social media, email, direct mail, in-person (eg , a physical sign at a park about a new playground) (Effective Governance) •Continue to advocate for a change to the Fiscal Disparities formula and also discuss local sales tax (Financial Wellness) PRIORITIZATION OF2022 ACTION STEPS Photo by Doug George, Views of the Valley 2020 Vote to determine priorities in each category. Remember, the result of the vote will indicate priority to provide staff with direction. Other ongoing action steps will continue. VOTE ORGANIZATIONAL PRIORITIES Strategic Development & Redevelopment Continue Downtown Study & Facilities Study •Aggressively pursue funding for facilities relocation of fire station, City Hall/public safety/public works facilities via State bonding, local option sales tax, Federal earmark funds/grant opportunities. SH •Re-attempt Golden Valley Shopping Mall redevelopment. SH ORGANIZATIONAL PRIORITIES Continue Housing Initiatives •Focus on understanding barriers to affordable housing and identifying creative solutions to address the housing crunch. DL-A •Develop future-oriented rental policies, rules, and laws to address short-and long-term home rental and ownership of rental properties by non-residents/companies, short -and long-term rentals of rooms in homes by owners, and maintenance and safety of rental properties. GR •Prioritize affordable housing, including renter protections, and continuing to identify City-owned properties and development/redevelopment opportunities for affordable housing. KS Strategic Development & Redevelopment ORGANIZATIONAL PRIORITIES •Create a City Government Academy to inform residents how City government operates. MH •Evaluate communication vehicles and strategies--what is most effective at engagement? Add a feedback loop and metrics/measurement to communication vehicles to determine where best to spend time, money, and resources. DL-A •To better connect neighbors, form defined and named neighborhoods and implement decentralized and tailored communications beyond/expanding upon police Neighborhood Watch structure (ie, for communications about everything from water main breaks to crime alerts to re-zoning notices. GR •Continue to seek out partnerships and innovate in policing (eg , 911 Embedded Social Worker Program, expanded CSO role).KS •Ensure residents and visitors can access information they need in a variety of ways--website, social media, email, direct mail, in-person (eg , a physical sign at a park about a new playground). KS Effective Governance ORGANIZATIONAL PRIORITIES Effective Governance Continue Equity Initiatives •Continue equity work internally/externally, including City Council engagement with GVPD, expanded outreach to and engagement of BIPOC residents, and finalization of Pohlad Foundation Grant. SH •Continue the City's equity work. MH •Revise licensure to incentivize private action aligned with City goals (ie, lower fees for natural gas garbage trucks or for small businesses with BIPOC owners). GR •Continue to prioritize equity work citywide and work to get buy-in from all departments and staff. KS ORGANIZATIONAL PRIORITIES Continue Transit Initiatives •Improve pedestrian and traffic safety, including reducing speeds on County roads that co-locate bike infrastructure and are substantially residential; researching and encouraging structural street improvements that enhance safety, and forming a coalition with other cities to advance it at the County Board level; improving pedestrian crossings and safety on County Roads and city arterials (use money saved by NOT revising street signs to begin to address these areas). GR Infrastructure Maintenance & Enhancement ORGANIZATIONAL PRIORITIES •Commence work to implement a local option sales tax to fund infrastructure projects in City. MH •Continue work on local sales tax authority. DL-A •Continue to advocate for a change to the Fiscal Disparities formula and also discuss local sales tax. KS •Support local sales tax. GR Financial Wellness ORGANIZATIONAL PRIORITIES •Implement an ordinance limiting how much interest payday lenders can charge. MH •Commence work on creating a policy on renaming streets to honor individuals. MH •Identify ways to increase diverse participation in commissions and boards. DL-A •Continue environmental initiatives. DL-A Community Affairs ORGANIZATIONAL PRIORITIES Support Inter-governmental Initiatives •Improve MPRB beach situation for GV residents. SH •Support inter-agency future planning (ie, MOU and/or working group with MPRB to work on Twin Lake area future plan, dog park with Animal Humane Society). GR Community Affairs PROPOSEDPYRAMID OF SUCCESS Photo by Beth LaForge, Views of the Valley 2021 2022 PYRAMID OF SUCCESS MOVING FORWARD Photo by Nora Litman, 2020 Views of the Valley 2021