07-12-22 Council Work Session Agenda
WORK SESSION AGENDA
City Council Work Sessions are being conducted in a hybrid format with in-person and remote
options for attending.
Remote Attendance: Members of the public may attend this meeting by streaming via Webex
(Click here) or by calling 1-415-655-0001 and entering access code 2469 363 7267. Additional
information about attending electronic meetings is available on the City website.
Pages
1. Police Employment, Accountability, & Community Engagement (PEACE) Commission
2021 Annual Report and 2022 Work Plan
2-37
2. Board and Commission Term Limits Discussion 38-40
3. Discussion on Edible Cannabinoids Law Change 41-45
4. Council Review of Future Draft Agendas 46-47
Council Work Session meetings have an informal, discussion-style format and are designed for
the Council to obtain background information, consider policy alternatives, and provide general
directions to staff. No formal actions are taken at these meetings. The public is invited to attend
Council Work Session meetings and listen to the discussion; public participation is allowed by
invitation of the City Council.
July 12, 2022 – 6:30 pm
Council Conference Room
Hybrid Meeting
Golden Valley Council Work Session
July 12, 2022
Agenda Item
1. PEACE Commission Annual Report and Work Plan
Prepared By
Airrion Williams, Community Connections and Outreach Specialist
Summary
Trey Gladney, Chair of the Police Employment, Accountability, & Community Engagement (PEACE)
Commission, will present the PEACE Commission’s work plan for the upcoming year and review events
from November 2021 to present.
Financial Or Budget Considerations
N/A
Supporting Documents
• PEACE Commission 2021 Report and 2022 Work Plan (35 pages)
POLICE EMPLOYMENT, ACCOUNTABILITY, &
COMMUNITY ENGAGEMENT COMMISSION
2021 ANNUAL REPORT
2022 WORK PLAN
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
2
2021-2022 Polic e Employment, Accountability, & Community Engagement (PEACE) C ommission
Commissioners
Trey Gladney, Chair
Randy Anderson
Loretta Arradondo
Shelli Bakken
Henry Crosby
Alicia Dang
Roslyn Harmon
Chris Hartzler*
Charles Quimby
Madeline Ryan
Jessie Smith, Vice Chair*
Marshall Tanick*
S ergeant Dan Wilco x *
Andrew Wold
Acting Sergeant Jerad Zachman*
* Former Commissioners
Council Liaison
Gillian Rosenquist (2021)
Kimberly Sanberg (2022)
City Staff
Airrion Williams, Community Connection and Outreach Specialist
Maria Cisneros, City Attorney (Interim Staff Liaison)
Mission
Help the Police Department innovate and transform its provision of public safety services base d on
community input and needs, and to assure that the department provides inclusive, community-
centered service.
Front page photo by City of Golden Valley.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
3
Table Of Contents
2021 Overview page 4
2022 Proposed Work Plan page 5
Recruiting, Training and Development page 6
Data and Research page 8
Community Engagement page 10
APPENDIX A: Police Commission Task Force Final Report page 13
APPENDIX B: PEACE Commission Bylaws page 14
APPENDIX C: Pohlad Family Foundation Grant page 23
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
4
2021 Overview
The PEACE Commission began meeting in November 2021. The Commission spent its first two
meetings focused on:
•team building
•reviewing mission and bylaws
•setting a framework for discussions and establishing values
See Appendix A for a historical context of the formation of the PEACE Commission.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
5
2022 Proposed Work Plan
The PEACE Commission makes recommendations to the City Council on matters relating to policing in
Golden Valley, and its mission and bylaws (see Appendix B) guide this work. The 2022 Work Plan
outlines work conducted by three subcommittees. Each subcommittee is overseen by a staff l iaison
and an e xecutive committee composed of the commission chair, vice chair, and subcommittee chairs.
The Commission recognize s the urgency presented by staff attrition in the Golden Valley Police
Department (GVPD) and the related community concerns. Each subcommittee has selected a focus
for the second half of 2022 that address an aspect of the current situation while setting course for the
future.
• Recruiting Subcommittee: Support the identification, hiring, and onboarding of new police
officers.
• Data Subcommittee: De velop a data gathering strategy to identify gaps and ways to best present
that data.
• Community Engagement Subcommittee: Conduct community listening sessions and collaborate
with the GVPD on outreach initiatives.
In addition to prioritizing tasks for 2022, the subcommittees formulated design principles and a vision
for future activities. Potential measures of outcomes are indicated in the respective tables. Budget for
specific Commission activities in 2022 will be limited to providing compensation for community
members, rentals spaces, and meeting materials for initial public listening sessions.
In May the City Council approved a grant agreement with the Pohlad Family Foundation aimed at
Reducing Harms Through Collaborative Solutions and formally accepted a $250,000 Reducing Harm
Through Collaborative Solutions grant from the Foundation. Pohlad funds will be used to achieve
three goals:
1. Innovate and transform traditional approaches to public safety.
2. Reduce the occurrence and severity of negative encounters between law enforcement and the
community.
3. Actively confront racial disparities and history of racism to improve safety, trust and greater
wellbeing among Black, Indigenous and people of color (BIPOC).
The funds will be used to “assist in establishing the Police Employment, Accountability, and
Community Engagement (PEACE) Commission, complete a racial equity audit of policing policies, and
establish data tools to increase transparency in policing.”
The PEACE Commission will collaborate with the City’s Pohlad Grant Team on many funded initiatives.
Activities related to the Pohlad grant are cross-referenced in the following work plans. The
agreement document is included as Appendix C.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
6
Recruiting, Training, and Development
The focus for Q4 2022 will be to support the identification, hiring, and
onboarding of new police officers. The subcommittee will be looking to
identify the causes of recent attrition as well as e nsuring the hiring and
onboarding processes are accelerated.
We will continue to support the selection of future Golden Valley police
candidates by involving Commissioners in candidate interviews as well as
contributing community-oriented interview questions. We will also collaborate with the Pohlad Grant
Team on funded initiatives that impact training and professional development.
Vision
Golden Valley hires police officers who represent the community and build trust through restorative
principles. It uses 21st century tools to train, educate, and ensure the well -being of its police officers.
Design Principles
•The interviewing process should have community input.
•Recruiting efforts should be diverse.
•Culturally competent training is a priority.
Potential Future Activities
•Conduct listening sessions with the community to engage in understanding what they are looking
for in their police offices, including:
o What are characteristics that make up a good police officer?
o What good experiences have you had with law enforcement and why?
•Conduct workshops in partnership with police and community members to build understanding
of what officers do and inform community and officers on culturally competent tools they can use.
•Participate in police ride-alongs to expand commissioner knowledge and build relationships with
officers.
•Conduct analysis of recruitment process and identify local recruiting strategies to ensure officers
are a representation of the larger Golden Valley community.
•Review and advise on the position qualifications and priorities for hiring police officers.
•Conduct an analysis of the onboarding process to identify ways to ensure the City is onboarding
new officers in a timely manner and meeting the goals of the City.
•Conduct an analysis of the exit interviews for the officers who have departed from the City.
Subcommittee
Trey Gladney, Chair
Loretta Arradondo
Shelli Bakken
Roslyn Harmon
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
7
Q4 2022 Focus: Hiring, Onboarding
Task Timeframe Budget Pohlad Grant Measure
Review and advise on
the recruitment and
onboarding processes
for new police
officers.
Q4 2022 $0
PEACE Commission members
participated in at least one
interview.
Notes: PEACE Commission
members are a part of all
panel interviews for police
hiring.
Develop interview
questions for the
hiring of police
officers.
Q4 2022 $0
PEACE Commission members
developed five interview
questions.
Notes: Peace Commission
members can define their own
questions without the
influence of police or City
officials.
Develop a policy
committee Q3 2022 $0
5.A: Review all existing policies
using a system such as Lexipol
– complete policy/procedure
A policy committee has been
formed with partner ship from
City staff and PEACE
Commission.
Notes: This policy committee
will be used to analyze
onboarding practices, exit
interviews, etc.
Identify restorative
leaders to support
officer training
Q4 2022 $0 1.A.ii : Identify restorative
leaders in GVPD for training.
A culturally competent leader
has been identified.
Notes: A PEACE Commission
member should be on the
panel to help identify this
resource.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
8
Data and Research
The focus for Q4 2022 will be to develop a data gathering strategy to
identify gaps and ways to best present that data. Additionally, the
subcommittee will gather the data needed to analyze the attrition that has
taken place with GVPD officers.
The City’s website currently features the GVPD Window, which provides
information on police data, statistics, and policies. It tracks arrests, calls for service, citations, mental
health incidents, reported incidents, traffic stops, and crashes. The subcommittee will focus on
ensuring the current data being captured is robust enough to tell a complete story.
Vision
Golden Valley uses data to better inform public safety decision-making and makes that information
accessible to the community in a user-friendly way.
Design Principles
• Data will inform decision making.
• Data reporting will have integrity.
• Data collection will be flexible and efficient.
Potential Future Activities
• Analyze current demographics compared to city population.
• Re view policies using Lexipol—Participate in Policy Review Committee as outlined in the Pohlad
agreement (Appendix C).
• Determine ongoing training through training progression over two years. Review police training
data/history to graph training records. Questions to answer include :
o How often does training occur?
o How often is it updated?
o How many officers are up-to date on training?
Subcommittee
Alicia Dang
Maddy Ryan
Jessie Smith
Andrew Wold
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
9
Q4 2022 Focus: Data And Research
Task Timeframe Budget Pohlad Grant Measure
Support and collaborate
with specialists to better
understand available data
and help define data
points needed to build City
dashboard.
Q3 2023 $0
2aii: Work with PEACE
Commission and technical
team to identify key
terms/indicators to define the
narrative data. Indicators may
include key terms such as
“trust” or “safety.”
6a: Research and evaluate,
with PEACE Commission and
Research GIS specialist and
public historians...
6b: Choose organization to
create dashboard
6d: Develop regular internal &
external data cycle.
Provided feedback and
participated on design sessions
for dashboard, and identified
additional data points to
measure.
Exit interview analysis to
better understand reasons
why officers are choosing
to leave.
Q4 2022 $0 Reviewed anonymized exit
interview data from 2022.
Participate in analysis of
data from traffic stops and
calls to service to identify
the types of crimes
omitted /services
requested in GV.
Q3 2023 $0
2ai: Review results of traffic
stop/ar rest data to identify
community
2b: Complete analysis of
traffic-stop and arrest data …
Summarized data findings and
graph percentage of different
types of calls/responses vs
demographic information.
Attend at least one
listening session set up by
the Pohlad Team to
identify possible gaps in
current data collection
methods.
Q4 2023 $0
2aiii: Collaborate with
community to host listening
sessions, and trauma informed
decisions
Pohlad Team members
(including PEACE Commission
members) will listen and write
down the narrative data
provided by attendees at the
events and listening sessions.
Recommended at least one
additional data point for the
dashboard.
Obtain demographic
information in GVPD and
City staff.
Q4 2022 $0
Analyzed and reported
demographic data correlating
to demographics of GV
community and the crime
statistics.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
10
Community Engagement
The engagement focus for Q3-Q4 2022 will be to conduct listening
sessions with broad segments of the community and to collaborate with
the GVPD in evaluating and enriching its community-facing, non-law-
enforcement initiatives.
Over the past two decades, the City of Golden Valley has practiced a
model of informed consent engagement supported by traditional media practices. Typical GVPD
outreach has been centered on informing the public about how the department operates, crime
reduction and safety strategies, and relating to youth.
Budget: The activities outlined in this proposal will be covered by either Pohlad grant dollars or within
the existing 2022 PEACE Commission budget.
Vision
Golden Valley community members and the GVPD have mutually trusting and respectful relationships
that foster safe, welcoming neighborhoods for all residents and a healthy, fulfilling work environment
for all members of the GVPD.
Design Principles
• Foster courageous conversations and deep listening in safe spaces.
• All voices in the community receive a respectful hearing.
• Use t ransparent and inclusive models of engagement.
• Seek solutions, not blame or political advantage .
• Practice citizen-led, knowledge-based, culturally informed inquiry.
Current and Potential Activities
• Conduct community communication and outreach, such as informed consent listening sessions
with selected groups of community stakeholders having identified shared interests. The initial
approach is to invite a cross-section of influencers to participate in an introductory listening
session about safety concerns and interactions with police. This session will help gauge feasibility
of session design and schedule, plus gather community perspectives to inform future Commission
actions.
The listening sessions will be held in safe spaces selected in partnership with a community member
who will invite participants from their group. Sessions will include an experienced PEACE
Commission member and a GV PD representative to facilitate and document the discussions.
Scheduling will be subject to availability of the participants. A summary of findings will be reported
to the community.
Invitees to the initial session will be drawn from across the city and representatives from diverse
community interests, including:
o PRIME
o DEI Commission
o police professionals
o neighborhood activists and block watch groups
Subcommittee
Charlie Quimby, Chair
Randy Anderson
Henry Crosby
Maddy Ryan (Q1-Q2)
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
11
o LGBTQ+ communities
o recovery/incarcerated/re -entry supporters
o faith Communities
o schools and parents
o youth recreation programs
o multi -family/rental housing
o mental health, aging, and disability advocates
o social services providers
o major e mployers and business owners
o neighboring cities
• A Community Forum is not the Commission’s preferred first engagement strategy, since we have
not yet conducted formal research or listening sessions in the community, and this plan is our first
direct communication with the City Council. However, we recognize that some members in the
community desire an open public discussion related to the challenges facing the Police
Department. We do not believe the PEACE Commission should lead such a forum at this time, but
we would gladly participate.
• Explore new communication strategies and tools that supplement standard City communication
methods by expanding reach, targeting, and timeliness to report on joint GV PD-PEACE work and
gather community input. These coul d include incorporation of Commission reports and updates on
the new dashboard; subscription-based e -news bulletins; social media, podcasts, and QR code to
link public with Commission and GV PD content; and other user-friendly methods that better
engage the community, the GV PD, and the commission with each other.
This work will involve City policies and practices, dashboard development, and possible
Commission by-laws changes, so timetables for implementation will likely be pushed into 2023.
• Pilot restorative circles, a community-led listening process to repair harm and strengthen
relationships in settings where a law enforcement response is not required or wanted.
In the pilot phase we will identify community-based circle leaders, develop criteria for selecting
issues to address, and seek test cases to evaluate effectiveness. The next stage will inform the
public about the program and how individuals and groups may participate.
• Advise on and support current GVPD outreach , including visibility at National Night Out and other
GVPD public events, and community events like Market In The Valley. Other activities could involve
ride -alongs, neighborhood signage, and assigning PEACE Commission members areas of the city to
support GV PD members assigned neighborhood relations. The Commission should model for the
community how to act in partnership with the GV PD.
• Reboot Neighborhood Watch to rename and refocus the outdated program to better reflect 21st
century policing and engagement in fostering safe and welcoming communities. PEACE
Commission members will bring complementary skills and perspectives to help the GVPD energize
the program’s renewal. This should be a high priority.
• Joint recognition of peacekeepers will honor respective GV PD and community roles in keeping
peace in the valley. The Commission can show appreciation through new methods of recognition
and storytelling about actions that make Golden Valley a safe and welcoming community.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
12
Q3-Q4 2022 Foc us: Listening and Collaboration
Task Timeframe Budget Pohlad Grant Measure
Conduct listening
sessions with
stakeholders to
inform future
Commission actions
and elevate
community voices .
Q3-Q4 2022
Catering
for first
session
$20 per
person
Meeting
s pace
fee:
Facilitator
fee:
Meeting
supplies:
1A.iii: Convene an initial
community conversation to
bring together GVPD,
community organizers,
community groups, and
community at large.
2A. iii-iv: Community
Partners Program
Collaborate with community
to host listening sessions;
collect “narrative data” at
events/sessions
5F: Include PEACE
Commission in audit process
to facilitate community
engagement as necessary,
which will include community
members identified by the
Data Team as that data
becomes available.
• Increased public input to
Council and GVPD reflecting
the entire community
• Wider community
understanding of language
and rationale for restorative
practices and DEI in policing
• Reciprocal, sustained
relationships between police
and community groups
• Increased trust fro m
c ommunity organizations
and individuals based on key
indicators
Pilot restorative
circles to address
neighborhood safety
and quality-of-life
issues.
Q4 2022
Meeting
s pace
fee:
Facilitator
fee:
Meeting
supplies:
3A: Community Call Response
Model
• Increased trust fro m
c ommunity organizations and
individuals based on key
indicators
Support GVPD
outreach, including
National Night Out
and Market In The
Valley.
Q4 2022 $0 • Increased public awareness
of GVPD -PEACE joint efforts
Reboot a renamed
Neighborhood
Watch to better
reflect 21st century
policing and foster
“safe and welcoming
communities.”
Q4 2022 TBD
•Increased block participation
•Less property crime and
positive perception of safety
Recognition of
peacekeepers,
honoring GVPD and
community
contributors
Q4 2022 TBD
•Increased public awareness of
positive policing
•Improved PD perception of
support
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
13
Appendix A
Historical Context: Formation
Of The PEACE Commission
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
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Appendix B
PEACE Commission Bylaws
Article I: Purpose, Mission, and Duties
The Commission shall be an advisory commission to the City Council.
A.Mission. It shall be the PEACE Commission’s mission to help the Police Department, as defined in
City Code section 2-130, innovate and transform its provision of public safety services based on
community input and needs, and to assure that the department provides inclusive, community-
centered service. The Commission shall carry-out this mission by:
(1)Establishing transparency and accountability to the public;
(2)Enhancing communication and understanding between the Police Department, and the
people it serves through community dialogue and engagement; and
(3)Ensuring the Police Department applies practices that promote equity and inclusion and
prioritize hiring and retaining officers with diverse backgrounds.
B.Duties. It is the duty of the PEACE Commission to advise and make recommendations to the Council
on matters relating to and affecting policing in the City of Golden Valley for the purpose of
furthering the Commission’s mission. All of the Commission’s work shall be performed pursuant to
an annual work plan approved by the Council. Specifically the Commission may:
(1)Conduct programs of research and study, in conjunction with the Police Chief and City
Manager that analyze Police Department practices, internal controls, and compliance with
applicable law and regulation relating to: police policy and procedure; community
engagement and attitudes toward policing; training, recruitment and retention initiatives;
and other matters related to the mission of the Commission. Research and study includes
programs that collect, review, and audit summary data and compile aggregate statistics
relating to the Commission’s mission.
(2)Present the results of programs of research and study on a periodic basis to the City
Manager, Police Chief, or City Council for the purpose of ensuring Police Department
operations are conducted in a lawful, effective, transparent, and nondiscriminatory manner.
(3)Make recommendations to the City Council, City Manager, and Police Chief relating to
internal controls, police policy and procedure; community engagement and attitudes
toward policing; training, recruitment and retention initiatives; and other matters contained
within a program of research and study.
(4)Celebrate exemplary police work and highlight examples of positive contributions to public
safety by community members.
(5)Educate and learn from the community. Create and implement a community engagement
and outreach program for the purpose of building trust and communication between the
police and community members and facilitate community space in response to current
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events related to public safety. Community engagement includes but is not limited to:
community forums to facilitate discussions with community members about their
experiences with the Golden Valley Police Department, programs to educate the
community about policing, and informal relationship building activities.
(6) Collaborate with the Community, City Manager, Human Resources Director, and Police
Chief to develop and maintain equitable and inclusive recruitment and hiring processes.
(7) In August of each year as part of its annual report, review and provide feedback to the City
Council on:
i. The previous year’s hiring data;
ii. The hiring and promotion processes employed by the department in the previous
year;
iii. The Commission’s previous year goals and how the goals were advanced;
iv. The Police Department’s previous year goals and how the goals were advanced; and
v. The City’s prosecution philosophy, data, and goals, and how the goals were advanced.
Article II: Membership, Appointments, Terms, and Officers
A. Membership. The Commission shall consist of:
(1) Three individuals that represent populations historically and presently harmed by policing
(2) Two employees of the Police Department which shall include:
i. One licensed Peace Officer, as defined in Minnesota Statutes section 626.84,
subdivision 1(c), that supervises other licensed Peace Officers in the Police
Department, such as a commander, sergeant, or the Chief; and
ii. One Police Department employee (staff or licensed Peace Officer) in a non-supervisory
role.
The two Police Department members shall be non-voting, ex officio members and shall not
be counted in determining the number required for a quorum. If an ex officio member
leaves City employment, their membership shall automatically terminate. In appointing ex
officio members, the Council shall endeavor to include a variety of perspectives, experience,
and roles.
(3) At least one and no more than two youth, 21 years old or younger, who live, work, or
attend school in the City of Golden Valley;
(4) One individual with professional human resources or recruitment experience;
(5) One individual or social service provider with knowledge or experience of mental health,
substance use disorder, or homelessness;
(6) One individual or caregiver with knowledge of or experience working or living with the
senior population in Golden Valley;
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(7) One parent, teacher, or administrator at a school that serves Golden Valley residents;
(8) One individual who is a renter or lives in multi-family housing or group housing in Golden
Valley; and
(9) At least one individual that has been impacted by the criminal justice system for example, a
criminal defendant or criminal defense attorney.
If the City does not receive qualified applications from one or more of the above categories,
the remaining spots may be filled with any qualified applicant with substantial ties to the
City of Golden Valley.
In making appointments to the commission, the Council shall endeavor to maintain a
membership that reflects the many different social identities represented in the City of
Golden Valley, including but not limited to race, color, creed, religion, ancestry, national
origin, sex, sexual orientation, gender identity, disability, age, marital status, status with
regard to a public assistance program, socioeconomic status, or familial status.
B. Appointments and Terms. Appointments are made effective May 1 of each year. The Council shall
appoint regular members of the Commission for three-year staggering terms. Youth members may
be appointed for one, two, or three year terms. The terms of Commission members shall be fixed
and determined at the time of appointment by the governing ordinance. City Council shall appoint
the members of the Commission and to fill vacancies for unexpired terms.
Commissioners may serve up to two consecutive three year terms. Partial terms shall not be
counted toward this term limit. Former commissioners may be re-appointed for additional terms so
long as they have not been on the commission during the twelve months prior to the effective date
of any subsequent appointment.
C. Participation, Expectations & Sentiment. The City of Golden Valley has a history of confronting the
impact of policing of racially marginalized groups in the City and in the Twin Cities Metro Area. It is
in this spirit, the City Council requested a Task Force to develop a framework for community
members to provide recommendations to further equity in all facets of policing. The Task Force
recommended the creation of the Police Employment, Accountability, and Community Engagement
(PEACE) Commission and were initially responsible for drafting the Commission’s Mission and
Bylaws. The Task Force worked together from November 2020 to June 2021. The work of the Task
Force was influenced by the social context of the murder of George Floyd in the summer of 2020
civil unrest and subsequent trials of the involved officers.
In this complex social context, the Task Force worked hard to reconcile many different views of
community policing and systemic racism in public safety. In that spirit, the Task Force envisions
this commission and its members will accept the following sentiment as the foundation of their
work: Commissioners should approach their duties and responsibilities with a growth mindset.
They should create opportunities for mutual respect, listen to understand, and value the
perspectives and opinions of all stakeholders.
D. Officers. The Commission shall elect officers of Chair and Vice-Chair from the Commission
membership by its voting members at its regular annual meeting, (no later than the second meeting
after May 1 in each year). The Chair and Vice Chair positions rotate, and members may only serve
BYLAWS—Police Employment, Accountability
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two consecutive years as the Chair or Vice-Chair. Should the office of Chair or Vice-Chair become
vacant, the Commission shall elect a successor from its membership at the next regular meeting
and such election shall be for the unexpired term of said office. Officers may also delegate the
duties of their position to other Commissioners as deemed appropriate by the Commission.
Chair responsibilities include:
(1) work with staff liaison to develop meeting agendas
(2) conduct and preside at all meetings in a productive and time-efficient manner
(3) ensure the Commission conducts its activities within the stated mission and bylaws of the
Commission
(4) appoint Commissioners to subcommittees
(5) monitor and ensure the progress of the Commission
(6) report to the City Council
Vice-Chair responsibilities:
(1) perform the duties of the Chair in the absence or incapacity of the Chair
(2) perform all other duties as prescribed by the Commission
Article III: Meetings and Attendance
A. Meetings. All meetings of the Commission shall be conducted in accordance with the Minnesota
Open Meeting Law and City code. This means all business and discussion occurs at a meeting that
has been posted and is open to the public.
The presence of a majority of all regular members currently appointed to the Commission shall
constitute a quorum for the purpose of conducting its business and exercising its powers and for
all other purposes. In the event a quorum is not reached, a smaller number of members may meet
to have informal discussion, however, formal action shall not be taken and must be reserved for
such time as when a quorum of the Commission is reached. A quorum of the members should not
discuss Commission business by email, forms of social media, telephone, or informal meetings. If
there are no items on the agenda, the meeting shall be cancelled and the staff liaison shall
communicate the cancellation to the commissioners.
The proceedings of meeting should be conducted using standard parliamentary procedure.
(1) Regular Meeting.
The regular meeting of the Commission shall be held on the second Thursday of the month
at City Hall at 6:30 pm. The Commission may, by a majority vote, change its regular meeting
dates for any reason provided proper public notice of the changed meeting is provided.
(2) Annual Meeting.
The Annual Meeting of the commission shall be a regular meeting, typically the first meeting
after May 1 of each year, at which time officer elections will be held.
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(3)Special Meetings.
A special meeting of the Commission may be called by the Chair or two commissioners, or
by the City Council, for the purpose of transacting any business designated in the meeting
notice. The notice for a special meeting shall be posted in compliance with the Minnesota
State Statutes governing public meetings. The staff liaison shall notify Commissioners at
least three days prior to the meeting of the date, time, place and purpose of the special
meeting. A special meeting must also be posted in accordance with the requirements of the
Minnesota Open Meeting Law.
B.Attendance. Members are expected to attend all meetings, including the annual board and
commission joint meeting. If a member is unable to attend a meeting, they should contact the staff
liaison, who will inform the chair. If is known in advance that a quorum will not be attained, the
meeting will be canceled. Staff liaisons will track attendance at each meeting. Each April, the City
Manager’s office will review attendance records for the preceding calendar year (April-March) and
send a standardized letter of warning to any member that has missed:
•two consecutive or three total meetings for groups that meet once a month; or
•two consecutive or five total meetings for groups that meet twice a month.
Because attendance is so important to the work of the City’s boards and commissions, the City
Manager may ask the member to explain the reasons for their absences. If circumstances
prevent the member from committing to consistently attending future meetings, the member
may be asked to step down. The City Manager will not ask the member to step down if their
inability to attend meetings is due to health reasons. If the member’s attendance does not
improve within 3 months after receiving a warning, the City Manager or their designee shall ask
the member to step down. If the member chooses not to step down, the Council may take action
to remove the member.
Article IV: Rules
A.Agenda
(1)Preparation of the Agenda
The agenda for regular and special meetings of the Commission shall be prepared by the
staff liaison. Items to be placed on the agenda may be proposed by the Chair, a
Commission member, the staff liaison or at the request of the City Council. Residents,
businesses, or other interested parties may contact the staff liaison to request that an
item be placed on the agenda for consideration. All agenda topics presented by the City
Council will be placed on an appropriate agenda; requests from other parties will be placed
on an appropriate future agenda at the discretion of the staff liaison.
(2)Approval of the Agenda
The agenda shall be approved at each meeting prior to discussion of any item on the
agenda. At the time of agenda approval, items may be removed and the order of business
may be modified by a majority vote of members present at the meeting. No items shall be
added to the agenda unless deemed as urgent by the staff liaison.
BYLAWS—Police Employment, Accountability
and Community Engagement (PEACE) Commission
6
(3)Future Agendas
At each meeting, the staff liaison shall provide a list of future agenda items. Commission
members present may communicate items recommended for inclusion on future agendas.
All items must be consistent with the Commission’s mission and annual work plan. The
Commission may ask the Council to amend its work plan if it wishes to add or remove
items from its work plan during the year.
B.Records. All minutes and resolutions shall be in writing and shall be kept in accordance with City
procedures, Minnesota Statute and Rules regarding preservation of public records and the
Minnesota Government Data Practices Act. The following is an inexhaustive list of Commission
records. The Commission may approve any document or record not listed to be retained as an
official record by a majority vote.
•GVPD Organizational chart
•Anonymized recruitment and retention demographic report by position maintained by the
Human Resources Department
•Records of classification studies, actions and job descriptions (describing typical duties,
responsibilities and minimum qualifications)
•Documents produced as a result of commission work or relied on by the commission to
carry out its work
•All data published by the Golden Valley Police Department on the GVPD window or similar
data portal.
C.Work Plan. The Commission will draft an annual work plan that details activities and projected
timelines for the upcoming year.
•The Chair may appoint Commissioners to be primarily responsible for each work plan
activity.
•The Commission may establish subcommittees to oversee work plan activities. The
subcommittees will be chaired by Commissioners appointed by the Chair.
•The Commission’s work plan will be submitted to the City Council, typically during the first
quarter of the calendar year. The Chair and/or Commissioners will attend a
Council/Manager meeting to discuss the annual work plan with the City Council.
•The Commission’s work plan must be agreed upon by the City Council.
D.Annual Report. The Commission shall submit an annual report to the City Council summarizing the
past year's activities. The report may highlight information the Commission finds appropriate to
convey to the City Council.
•The Chair or Vice-Chair will prepare the report for approval by the Commission.
Commission members may submit signed addenda presenting alternative
conclusions or perspectives.
•The report and addenda are submitted to Council with the current year work plan in
the first quarter of the calendar year or as soon thereafter as possible.
BYLAWS—Police Employment, Accountability
and Community Engagement (PEACE) Commission
7
E.Subcommittees. The Commission may create subcommittees to plan and direct activities related to
the duties and responsibilities of the Commission and to facilitate and implement work plan
activities.
•Subcommittees will be chaired by Commissioners appointed by the Chair and shall not
consist of a majority or more of currently appointed Commission members.
•A majority of the subcommittee must be present to conduct business, including the
subcommittee chair.
•The Commission may consolidate or dissolve subcommittees at any time.
•The subcommittee chair may appoint other Commissioners and community members to
the subcommittee, provided that the subcommittee at no time consists of a majority or
more of currently appointed Commissioners.
•The subcommittee chair shall report back to the Commission about its activities as an
agenda item at regular Commission meetings.
•Subcommittee meetings shall be held at a date and time that does not conflict with
the Commission’s regular and special meetings. The staff liaison shall be notified of the
date, time, location and topic of all Subcommittee meetings.
F.Performance of Duties. Commissioners are expected to adequately prepare for meetings.
Commissioners unable to complete an assigned task should notify the commission chair or
subcommittee chair as soon as possible. All members are expected to actively participate in the
substantive work or participate in a subcommittee. The staff liaison may ask the City Council to
review a Commissioner’s appointment based upon its assessment of significant lack of
performance.
Article V: Amendments and Revisions
The Commission will review these bylaws no later than the second meeting after May 1 every three
years. Members may present recommendations for changes and amendments. These bylaws can be
altered or amended at any regular monthly Commission meeting with a majority of members present,
provided that notice of the proposed changes and amendments is provided to each member at least
10 business days before the meeting. The Council must review and approve any changes to, and has
final authority regarding, these bylaws.
Article VI: Definitions
For purposes of the of the PEACE Commission’s work, the following terms shall have the meanings
given below:
•Accountability: A range of actions to mitigate harm and to restore mutual respect, as
defined by impacted parties and the Commission.
•Community: Residents, visitors, businesses owners, workers and members of surrounding
communities that interact and utilize GVPD services.
BYLAWS—Police Employment, Accountability
and Community Engagement (PEACE) Commission
8
•Community Engagement: Conversations and activities that promote reciprocal
communication of knowledge, perspectives and ideas to build trust and mutual respect
between community members and GVPD.
•Data: Quantitative and qualitative information, including narratives from all perspectives,
gathered, synthesized and published by GVPD, the PEACE Commission or other
organizations relevant to the work of the Commission.
•Gender fluid: Individuals whose gender varies over time. A gender fluid person at any time
may identify as male, female, gender, or any other non-binary identity or some
combination of identities.
•Gender non-conforming: Individuals who do not adhere to the traditional gender
expectations for appearance and behavior of people of their assigned gender. Some
identify as transgender, but others do not.
•Historically harmed: Individuals and groups associated with social identities that have been
historically and presently harmed by the American system of policing (i.e. LGBTQ+,
American Descendants of Slaves (ADOS), Black, Indigenous and Latina/o/x community
members, individuals with mental and physical dis/abilities, immigrants, refugees, etc).
•Public Safety Services: Programs, responses, and interactions provided to meet the safety
and wellness needs of all community members, including both the providers and recipients
of the services, with the intent to maintain dignity, build respect, detect and prevent crime,
or enforce the law. The term Public Safety Services reflects the evolution of the role of
peace officers from a focus on criminal detection, prevention, and enforcement, to a
community-driven service model that values learning from and sharing power with
community and aims to reduce trauma responses traditionally associated with policing in
historically harmed communities like members of the Black, Brown, Indigenous and LGBTQ
+ communities.
•Racism: The normalization and legitimization of an array of dynamics – historical, cultural,
institutional, and interpersonal – that routinely advantage Whites while producing
cumulative and chronic adverse outcomes for Black, Indigenous, and People of Color
(racialequitytools.org).
•Transparency: A principle of institutional commitment to be open and forthcoming with
data and information.
Police Employment, Accountability, & Community
Engagement Commission
2021 Annual Report
23
Appendix C
Pohlad Family Foundation Grant
1
Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
POHLAD FAMILY FOUNDATION GRANT AGREEMENT
The Pohlad Family Foundation (hereafter “FOUNDATION”) is pleased to approve a restricted grant
of $250,000 to the City of Golden Valley (hereafter “GRANTEE”). By accepting this grant, the
GRANTEE agrees, as a condition of the grant, to the following terms and conditions as of the date
set forth below its signature hereto:
1. That the purpose of this grant is the following: assist in establishing the Police
Employment, Accountability, and Community Engagement (PEACE) Commission, complete
a racial equity audit of policing policies, and establish data tools to increase transparency in
policing. The grant activities and outcomes are further detailed in Attachment A, which is
incorporated herein by reference. The proceeds of the grant will be used in accordance
with the budget attached hereto as Attachment B, which is incorporated herein by
reference.
2. That the grant period extends from: January 1, 2022 to April 30, 2024.
3. That payment(s) will be made by the date(s) listed in the following table provided the
terms and conditions of this agreement are met as of the date of each payment:
Payment Amount Scheduled Payment Date
$125,000 June 15, 2022
$125,000 March 31, 2023
The GRANTEE will provide written certification of its compliance with this grant agreement,
dated as of the date of the applicable scheduled payment date, in a form reasonably
acceptable to the FOUNDATION, as a condition to receipt of the payment on the applicable
scheduled payment date.
4. To submit progress reports of activities carried on under the grant, evaluations of what the
grant accomplished, complete financial reports detailing use of the grant funds according to
the following schedule and such other documents, reports or analysis reasonably requested
by FOUNDATION. The FOUNDATION will send a reminder and instructions for completing
required reports prior to the report due date but the failure to provide the reminder does
not waive the GRANTEE’s obligations hereunder.
Report Type Report Due Date
Mid-Grant Report March 1, 2023
Final Grant Report April 30, 2024
5. To use the funds only for the tax-exempt purpose, as defined by the Internal Revenue
Service, as described in the grant application and subsequent grant notification letter and
not for any other purpose without the FOUNDATION’s prior written approval.
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2
Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
6. To not expend any grant funds for any political or lobbying activity or for any purpose other
than one specified in section 170(c)(2)(b) of the Internal Revenue Code.
7. To notify the FOUNDATION immediately, in writing, of any change in (a) GRANTEE’S legal
or tax status, (b) GRANTEE’S executive or key staff responsible for achieving the grant
purposes, (c) GRANTEE’S ability to expend the grant for the intended purpose, (d) any
expenditure from this grant for any purpose other than those for which the grant was
intended, or (e) any action or inaction, or the happening of an event, that could have a
material adverse effect on the achievement of the designated purpose of the grant or the
use of the grant proceeds for the designated purpose.
8. To repay any portion of the grant which is not used for the designated purpose. Any
unspent or uncommitted funds at the end of the grant period must be promptly returned to
the FOUNDATION unless other arrangements have been agreed to in writing prior to the
end of the grant period.
9. To allow the FOUNDATION to review and approve the content of any proposed publicity
concerning this grant prior to its release and to recognize the FOUNDATION in all
publicity materials related to the funded project or program.
10. To allow the FOUNDATION to include information about this grant in the FOUNDATION’s
periodic public reports, newsletter, news releases, social media postings, and on the
FOUNDATION’s website. This includes the amount and purpose of the grant, any
photographs you have provided, your logo or trademark, and other information and
materials about your organization and its activities. In furtherance of this section, you
agree to provide upon request any requisite releases (including photo releases), consents
or similar documents necessary to provide the FOUNDATION with the full and intended
value of the first sentence of this section.
11. To maintain books and records adequate to demonstrate that GRANTEE has used grant
funds for intended purpose and to make its books relating to this grant available to the
FOUNDATION at reasonable times during the term of the grant and for a period of four
years following the end of the grant period.
12. That any grant payment may be discontinued, modified, or withheld at any time when, in
the judgment of the FOUNDATION, such action is necessary to comply with the
requirements of law or this grant agreement or due to a breach of this grant agreement by
GRANTEE.
13. Consistent with Executive Order 13224 and the Patriot Act, no portion of the grant will be
used to support terrorism, or will be diverted to other individuals or organizations which
have assisted, sponsored, or provided financial, material, or technological support for
terrorists or persons associated with terrorists.
14. This agreement is governed by the laws of Minnesota without regard to conflict of laws
provisions and the venue of any dispute regarding its terms shall be exclusively brought in
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3
Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
the state and federal courts located in Hennepin County, Minnesota. This grant agreement,
including Attachments A and B hereto, represent the entire agreement of the parties with
respect to the subject matter hereof. This grant agreement may not be assigned by the
GRANTEE. This grant agreement may be amended or modified, or any provision hereof
waived, only with the written consent of the FOUNDATION and the GRANTEE.
CITY OF GOLDEN VALLEY
Name ______________________________________
Title ______________________________________
Signature ____________________________________
Date ______________________________________
Acknowledged and agreed to by the POHLAD FAMILY FOUNDATION
Name ______________________________________
Title ______________________________________
Signature ____________________________________
Date ______________________________________
Mayor
Shepard M. Harris
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5/18/2022
Executive Director
6/1/2022
Susan Bass Roberts
4
Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
POHLAD FAMILY FOUNDATION GRANT AGREEMENT
ATTACHMENT A – Activities and Outcomes
The following work will be completed by the City of Golden Valley Pohlad Grant Team, which consists of the
Police Chief and Commanders, the Equity and Inclusion Manager, the Community Connections and
Outreach Specialist, the Deputy City Manager/HR Director, the City Manager, the Crime Analyst Supervisor,
and the City Attorney.
Activities:
1. Officer training and development
A. Hire consultant to conduct trauma and restorative training community activities for police
department, community organizers, community groups, and community at large. Action
Plan Details:
i. Conduct market research to hire consultant to provide training.
ii. Identify restorative leaders in GVPD for training.
Convene an initial community conversation to bring together GVPD, community
organizers, community groups, and community at large.
iii. Create procedure within procedure manual to identify situations and protocols for
restorative practices.
B. Hire consultant to continue the diversity, equity and inclusion training of police officers.
Action Plan Details:
i. Collaborate with previous diversity and inclusion facilitator to determine next
appropriate training.
ii. Set specific expectation for individual and group participation amongst GVPD staff
iii. Facilitate a series of trainings for all GVPD staff. In consultation with the City’s
Equity and Inclusion Manager, the consultant will create and deliver a training
progression over two years
• Preliminary recommendation: quarterly training opportunities
Community Connection and Outreach Specialist will collaborate with selected consultants to
coordinate events and compensate circle keepers, community healers and trauma-informed
practitioners. (Conducted as needed – at least twice per year).
2. Establish a community partner program to understand contributing factors to racial
disproportionality in arrests and police interactions, document findings, and establish a specific,
written plan to decrease disproportionality.
A. With support from the technical assistance team, the Pohlad Grant team, including the
Community Connections and Outreach Specialist, will collaborate with current community
partners to develop and execute a specific community engagement plan, to include events
and activities to build and enhance relationships with individuals and organizations.
Action Plan Details:
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
i. Review results of the traffic stop/arrest data as a tool to identify community
impacted policing, including communities living outside of Golden Valley.
ii. Work with Rainbow Research to create data collection tools and share them on City
website and social media.
• Work with PEACE Commission and technical team to identify key
terms/indicators to define the narrative data. Indicators may include key
terms such as “trust” or “safety.”
iii. Collaborate with community groups and leaders to host community listening
events, provide racial trauma healing sessions for community groups and police
officers, and facilitate ongoing cross jurisdictional relationships
• City Council members and other City employees may be invited to participate
as well.
• Identify individuals who want to participate in the data analysis (2B).
• Pohlad team will ensure mental health and emotional wellness resources are
available for attendees (including social worker resources, connecting with
local faith communities, etc.)
iv. Pohlad Team members (including PEACE Commission members) will listen and
write down the narrative data provided by attendees at the events and listening
sessions.
B. Complete analysis of traffic-stop and arrest data to identify trends and specific
communities, including data disaggregated by race, geographic location, gender, age,
impacted by policing practices.
Action Plan Details:
i. After data is collected, identify a team (“Data Team”) to consist of:
• Community members impacted by policing practices (self-identified in 2A)
• PEACE Commission Data Sub Committee members
• Internal Pohlad team (including GVPD)
• Technical Assistance Team partners
ii. The Data Team will:
• Aggregate and analyze the raw data (both quantitative and narrative data)
to determine disparities.
• Complete a root-cause analysis using a tool selected by the Data Team.
• Produce a report including analysis and action plan recommendations for
disparity reduction.
• Share completed report with City and community.
iii. Use data to inform policy making, training, data dashboard construction,
community engagement, and community call response model
3. Engage Community Partners to Build Trust and Provide Community Call Response Model
A. The Community Connection and Outreach Specialist will work with the police department
to host community events and activities, attend community events in and around Golden
Valley, and build relationships with individuals and community groups.
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
Action Plan Details:
i. Invite community organizers to attend events and activities within Golden
Valley to build relationships
ii. Hire groups with whom we have built relationships to provide ongoing support
to the police department with trust building and de-escalation during high-
stress events and calls for service
iii. Work with selected groups to build relationships with police department
personnel
a. Selected groups will work within Golden Valley to build trust and
relationships with residents and engage residents to participate
b. Provide training and education to community and police on the
response models
iv. Collaborate with selected groups to solidify call response process, including
appropriate call responses
4. Education and Certifications for Community Service Officer II
A. Provide the following training and certifications for non-sworn responders within the police
department:
• Emergency Medical Response (EMR) or
• Emergency Medical Transport (EMT)
• Both mental health and de-escalation training; and
• Trauma-informed response training
B. Collaborate with current contracted Hennepin County embedded social worker to
determine appropriate use of CSO II staff and set up call response systems to engage staff
appropriately.
5. Hire consultant for racial equity policy audit
A. Review all existing policies using a system such as Lexipol – complete policy/procedure
B. Determine internal policy committee (“Policy Team”) including PEACE Commission and
Police department personnel)
C. Post RFP to hire an outside equity consultant to conduct a thorough review of policies and
procedures using a racial equity and criminal justice lens, and provide written
recommendations to City Staff and the City Council
D. Hire consultant
E. Consultant conducts review
F. Include PEACE Commission in audit process to facilitate community engagement as
necessary, which will include community members identified by the Data Team as that data
becomes available.
G. Policy Team and Consultant provide policy recommendations and training to implement
the recommended policy changes
H. Polity Team and Consultant create process for ongoing policy review
I. Incorporate Data Team recommendations into policy review process.
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
6. Create open access to data and support innovative data-informed decision-making
A. Research and evaluate, with PEACE Commission and public historians/GIS specialists
(Mapping Prejudice), public facing web-based tools that provide interactive access to police
data sets that include but are not limited to:
• Data on crime statistics, traffic stops, searches, use of force, and officer involved
shootings, all disaggregated by race and gender
• Employment, recruitment and retention data, disaggregated by race and gender
• Complaint data
• Other public, aggregate data requested by community partners and PEACE
Commission
B. Choose company/organization based on market research to create the data dashboard
C. Publish and advertise the data dashboard for community
D. Develop regular internal and external data cycle sessions with employees and community
members from PEACE Commission and PRIME to analyze data collected in interface
E. Consult with public historians/GIS specialists (Mapping Prejudice) to analyze impact of
publishing geographic policing patterns
F. Work with members of the Just Deeds coalition to educate community and professional
associations on appropriate use of maps and their context
Outcomes:
1. Officer training and development
o Officers will use restorative practice as a de-scalation tool in their interactions with
community and to build relationships with community.
o Restorative training will prepare officers for the restorative work they will engage in with
the PEACE Commission.
o Restorative and DEI training will inform updates to police policy manual
o Increased understanding and adoption of restorative practices in procedure
Pre and post training assessment with progress monitoring (determined in
collaboration with the hired consultant)
Procedure within the Police Procedure manual
o Increased competency of diversity, equity and inclusion language
Pre and post training assessment with progress monitoring (determined in
collaboration with the hired consultant)
o Increased understanding of relevance and importance of diversity, equity, and inclusion
initiatives to policing
Pre and post training assessment with progress monitoring (determined in
collaboration with the hired consultant)
2. Establish a community partner program to understand contributing factors to racial
disproportionality in arrests and police interactions, document findings, and establish a specific,
written plan to decrease disproportionality.
o Increased understanding of the impact law enforcement practices have on specific
communities as documented in a written report prepared by the Data Team summarizing
quantitative and narrative data collected under section 2(b) above
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
o Identify specific harms and perceptions of GVPD that impact communities outside of the
City, displayed in the final report produced by the Data Team
o Incorporate perspectives/narrative data in policy making process by referencing Data Team
conclusions and reports as data becomes available. All relevant raw data and final reports
of the Data Team will be provided to the policy review team and the City Council.
o Identified reciprocal relationships with police department and community groups
o Create sustained relationships with organizations and individuals outside of Golden Valley
by adding them to a database of City contacts
o Public access to data and analysis will increase trust with communities as evidenced by
community feedback with the organizations and individuals with whom we have
relationships (including PEACE Commission feedback)
o Data-informed policies, procedures, community engagement, and training
o Decreased disproportionality in traffic-stops and arrests
3. Engage Community Partners to Build Trust and Provide Community Call Response Model
o Decrease reliance on uniformed officers to respond to non-emergency calls
Use 2020 and 2021 response call data as baseline
o Incorporate community intervention partners where appropriate
o Decreased use of force incidents
4. Education and Certifications for Community Service Officer II
o Decreased reliance on sworn officers to respond to medical and mental health calls
• Use 2020 and 2021 response call data as baseline
o Increased capacity among non-sworn staff to respond to medical and non-emergency calls
as evidenced by call response logs and officer reports of activities
o Decreased reports of trauma response by community members
o Reduced use of force including injury to community members and officers
o Decreased repeat agency response to mental health crisis calls
5. Hire consultant for racial equity policy audit
o Updated policy manual
o Developed framework for community engagement with PEACE Commission for ongoing
policy review
o Enhanced relationships between community members and police as evidenced by active
engagement and participation by community in process.
o All stakeholders have increased understanding of purpose and impact of policing policy
o Policy manual be made available for public review; members of the public and community
groups that did not contribute to policy development may provide ongoing feedback to City
Council and PEACE Commission
6. Create open access to data and support innovative data-informed decision-making
o Updated GVPD window (the PD’s current data dashboard) with interactive data sets,
reports and tools, including: Traffic stops, arrests, prosecution statistics, etc.
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
Provide downloadable, raw data to public that it may be disaggregated by race,
gender, where people live, etc.
o Routine root-cause analysis discussions at semi-annually to understand what policies and
practices need to change to interrupt trends
o Published reports on the City website and social media for informal community feedback
o Increased understanding of how data correlates to housing patterns established by
segregated housing patterns in Golden Valley and surrounding communities
o Greater public accessibility to police department data
o Public access to data and analysis will increase trust with communities as evidenced by
narrative data from community members
o Data-informed policies, procedures, and training
o Decreased disproportionality in traffic-stops and arrests, including racial
disproportionalities
Timeline:
CATEGORY TASK START END
1A. Officer
Training
i. Conduct market research to hire
consultant
5/1/22 5/31/22
ii. Identify restorative leaders 8/1/22 10/31/22
iii. Convene an initial community
conversations
10/31/22 12/31/22
iv. Create procedure within manual 10/31/22 3/1/23
1B. i. Collaborate with DEI to determine
next training
5/1/22 5/31/22
ii. Set expectation for participation 5/31/22 8/1/22
iii. Determine ongoing training
through training progression over
two years
8/1/22 10/31/22
2A. Community
Partners
Program
i. Review results of traffic
stop/arrest data to identify
community
5/1/22 8/31/22
ii. Work with Rainbow Research to
identify/create data collection tools
1/1/23 2/28/23
iii. Collaborate with community to
host listening sessions, and trauma
informed decisions
3/1/23 5/1/23
iv. Pohlad team collect narrative
data at events/listening sessions
3/1/23 5/1/23
2B. i. Identify Data Team 5/1/23 7/31/23
ii. Data Team analysis and reports 8/1/23 11/30/23
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
iii. Use data to inform policy making,
data dashboard, etc
9/1/23 04/01/2024
3A. Community
Call Response
Model
i. Invite community organizers to
attend events and activities within
GV
5/1/22 10/1/22
ii. Hire groups provide support calls
for service
5/1/22 10/1/22
iii. Groups build relationships with
GV
10/1/22 5/1/24
iv. Solidify call response process 10/1/22 5/1/24
4A. Certs CSOII Provide certs to CSOII 5/1/23 9/1/23
4B. Collaborate with Hennepin Co.
embedded social worker to
determine call response
11/1/22 4/30/23
5A. Racial Equity
Policy Review
Review policies using Lexipol -
complete policy/procedure
separation
5/1/22 7/15/22
5B. Determine Policy Team 5/1/22 6/1/22
5C. Post RFP 6/1/22 7/27/22
5D. Hire Consultant 7/27/22 9/6/22
5E. Consultant conduct thorough review
of policies and provide
recommendations in sections
9/7/22 3/1/24
5F. Policy Team and PEACE Commission
community engagement in sections
10/1/22 3/1/24
5G. Consultant and Policy Team provide
recommendations for training
1/1/23 3/1/24
5H. Policy Team and Consultant create
process for ongoing policy review
1/1/23 3/1/24
5I. Incorporate Data Team
recommendations into policy review
process
12/1/23 3/1/24
6A. Data
Dashboard
Research GIS specialist and public
historians
6/1/22 8/1/22
6B. Choose organization to create
dashboard
8/1/22 9/1/22
6C. Publish & advertise data dashboard 9/1/22 1/1/23
6D. Develop regular internal & external
data cycle
9/1/22 10/1/22
6E. Analyze geographic patterns 1/1/23 5/1/24
6F. Work with Just Deeds to educate
community on use of maps
1/1/23 5/1/24
DocuSign Envelope ID: FC3B7516-FB42-496B-83DE-CD04836FCBE2
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
DocuSign Envelope ID: FC3B7516-FB42-496B-83DE-CD04836FCBE2
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Grant Recipient: City of Golden Valley
Grant Contact: Kirsten Santelices
POHLAD FAMILY FOUNDATION GRANT AGREEMENT
ATTACHMENT B - BUDGET
Operating Budget:
The City of Golden Valley will build out a specific budget, which will include the following known
estimated annual expenditures.
Activity Dollar Amount Use
Officer Training and
Development
$30,000
$15,000
Restorative training
DEI Training
Community Partner
Program
$60,000 Compensation to community partners
Costs to host community events, trainings, and
racial trauma healing sessions
Community Call Response
Model
$45,000 Contracts with community organizing groups
to attend events and build relationships, as
well as provide co-response
Education and Certificate
for Community Service
Officer II
$10,000 Cost of trainings and certifications for CSO II
Racial Equity Policy Audit $65,000 Contract with selected equity consultant
Data initiative and
dashboard
$25,000
Contract with organization to build the Data
dashboard
Any significant changes in budget will be provided in writing and approved by Pohlad
Foundation staff.
DocuSign Envelope ID: FC3B7516-FB42-496B-83DE-CD04836FCBE2
Golden Valley Council Work Session
July 12, 2022
Agenda Item
2. Board and Commission Term Limits Discussion
Prepared By
Kiarra Zackery, Equity, and Inclusion Manager
Airrion Williams, Community Connections and Outreach Specialist
Tara Olmo, Executive Assistant
Kirsten Santelices, Deputy City Manager/Human Resources Director
Summary
At its annual strategic planning session, the City Council voted to increase diverse participation in boards and
commissions as its Community Affairs top priority. Additionally, Council asked staff to consider updates to the
current recruitment process and present a model for term limits.
City Management and Human Resources staff met with staff liaisons and management team to discuss improved
processes and term limits.
Appointment Process
Timeline
January – March: City actively recruits and accepts applications for board and commission
March – April: Council interviews new applicants and considers attendance and participation of current
commissioners for appointments in May
May: Council Appointments and reappointments
Throughout the year the City will accept applications and keep them on file for a period of one year. In the event
of a board/commission resignation the City will review applications on file and “post” the Commission opening
on the website and notify all current board and commissioners of the opening. The Council shall continue to
make appointments to fill vacancies for unexpired terms.
Applications
Individuals shall continue to submit an application for a board and commission via the City’s website or in-
person at City Hall.
City Council Work Session Executive Summary
City of Golden Valley
July 12, 2022
2
Applications will now request demographic information (race, gender, gender identity, geographic identities and
life experience information required for specific commissions). The data will be used to track representation in
the equity dashboard. Once staff collect and synthesize data of applicants and appointees, staff can employ best
practices at targeted populations unrepresented with our current recruitment and advertising strategy.
Interviews
Staff liaisons for each board and commission will develop 1-2 interview questions for their commission to
provide to council.
Before interviews for board/commission candidates, council liaisons should convene with the board/commission
and staff liaison to discuss areas of representation or experience council should identify of board/commission
candidates through the interview process.
Executive Assistant will provide detailed instructions for board/commission candidates in the interview
correspondence. Staff will create signage to help direct board/commission candidates through City Hall with
further instructions on the day of the interview.
Youth Participation
Propose changing terms of youth appointment from May 1 – April 30 to October 1 – September 30. The
timeframe better aligns with the traditional school year and for students and youth who are seeking volunteer
opportunities. Staff recommend onboarding youth commissioners in a cohort model with opportunities for
youth across boards and commissions to connect throughout their term.
Update definition of “youth” for all Boards and Commissions to “age 21 or younger who live, work, or attend
school within Golden Valley, the Robbinsdale Area School District, or the Hopkins Area School District and be
enrolled in grades 9 through 12.”
Staff considered recreating a youth council instead of youth positions on each board/commission. Currently,
staff do not recommend a youth council due to staffing constraints.
Training
In addition to conducting the general orientation, each staff liaison will develop supplementary orientation
materials specific to their board or commission and provide continued educational opportunities to support
commissioner involvement.
City Council Work Session Executive Summary
City of Golden Valley
July 12, 2022
3
Term Limits
Using the Police Employment Accountability and Community Engagement (PEACE) Commission model the
following are proposed changes to the terms of City Boards and Commissions:
Board/Commission Current Terms Proposed Terms 1
Board of Zoning Appeals 1 year terms
No term limits
Staggered 3 year terms
2 full consecutive terms
1 year off
Diversity Equity and Inclusion
Commission (DEIC)
3 year staggered terms
No term limits
Staggered 3 year terms
2 full consecutive terms
1 year off
Environmental Commission
(EC)
3 year staggered terms
No term limits
Staggered 3 year terms
2 full consecutive terms
1 year off
Human Services Commission
(HSC)
3 year staggered terms
No term limits
Staggered 3 year terms
2 full consecutive terms
1 year off
Police Employment
Accountability and
Community Engagement
(PEACE) Commission
Staggered 3 year terms
2 consecutive terms
1 year off
No proposed changes
Planning Commission 2 3 year staggered terms
No term limits
Staggered 4 year terms
2 full consecutive terms
1 year off
Open Space and Recreation
Commission (OSRC)
3 year staggered terms
No term limits
Staggered 3 year terms
2 full consecutive terms
1 year off
Council Initiative Alignment
The above staff recommendations align with the Council’s goal of diversifying boards and commissions by
providing a structure and system that supports giving more community members opportunities to serve in
appointed positions.
1 Commissioners may serve up to two consecutive three year terms. Partial terms shall not be counted toward this term
limit. Upon serving twelve years total on a City Board or Commission, Commissioners may not be reappointed for a period
of up to twelve months. Former commissioners may be re-appointed for additional terms so long as they have not been on
the commission during the twelve months prior to the effective date of any subsequent appointment.
2 Planning Commission requires specialized technical training and knowledge of long-term projects, therefore staff
recommend a longer term
Golden Valley Council Work Session
July 12, 2022
Agenda Item
3. Discussion on Edible Cannabinoids Law Change
Prepared By
Myles Campbell, Planner
Marc Nevinski, Physical Development Director
Maria Cisneros, City Attorney
Summary
The Minnesota Legislature recently passed Chapter 98 of its 2022 Session Laws. The chapter was
presented in late May, signed by the governor’s office in June, and went into effect July 1, 2022.
Article 13 of Chapter 98 is of specific importance to the City, as it expands allowances on the sale of
certain cannabinoid (CBD) products while setting some requirements for the new product type.
With the passage of Article 13, it is legal to sell certain edibles and beverages infused with
tetrahydrocannabinol (THC), the cannabis ingredient extracted from hemp. As stated in the legal brief
by the League of Minnesota Cities,
“Previous law authorized a product containing nonintoxicating cannabinoids to be sold, but the
authority to sell edible CBD products was unclear. The new law expands the authority to include
nonintoxicating cannabinoids, including edible cannabinoid products, provided they do not contain
more than 0.3% of any THC. An edible cannabinoid product also cannot exceed more than five
milligrams of any THC in a single serving, or more than a total of 50 milligrams of any THC per
package.”
While the law makes it legal to sell these new CBD products and sets requirements for labelling, testing
and marketing, it does not set a statewide licensing standard and leaves regulation on sales largely to
local municipalities.
Golden Valley currently does not differentiate CBD retailers from other types of commercial businesses
in the zoning code and does not have a licensing requirement such as with alcohol and tobacco
retailers.
City Council Work Session Executive Summary
City of Golden Valley
July 12, 2022
2
Staff is looking for direction from Council if local regulation is warranted of CBD retailers following the
passage of Article 13. Questions to guide this discussion include:
• Should Golden Valley establish a license for CBD retailers or look to modify the existing tobacco
retail license?
• How should Golden Valley regulate the location of CBD retailers through its zoning code?
o Permitted in commercial zoning, permitted with restrictions, prohibited?
• What other questions do you have around the recent legislation that you would like to see
investigated by staff?
Financial Or Budget Considerations
None
Recommended Action
Not a voting item, staff is seeking direction on possible local regulatory measures for edible
cannabinoids.
Supporting Documents
• League of Minnesota Cities Legal Brief (3 pages)
Focus on New Laws: Some Edible
Cannabinoids Now Legal
July 5, 2022
Cities may want to consider regulating sellers of certain edibles and beverages infused with
the cannabis ingredient THC.
It is now legal to sell certain edibles and beverages infused with tetrahydrocannabinol (THC),
the cannabis ingredient extracted from hemp. Cities may want to update regulations and
employee policies as a result of this new law.
The new law was passed by the Legislature as part of Chapter 98. Article 13 makes several
changes to Minnesota Statutes, section 151.72 regarding the sale of certain cannabinoid (CBD)
products. The changes took effect on July 1.
This new law was a surprise to many stakeholder groups and even to legislators, as many were
not aware of the full extent of the languageʼs authorizations. Many lawmakers were hoping to
pass a provision to reign in the selling of delta-8, a substance manufactured from hemp-
derived cannabidiol that has similar intoxicating effects as the more commonly known
cannabinoid delta-9.
Instead, the language authorized certain amounts of both delta-8 and delta-9 in edible CBD
products. This legislation was passed in the last days of session without broad discussion, with
the provision added into the health and human services policy omnibus bill. It has been a
source of frustration for both stakeholders and legislators, as the full impacts of the legislation
are realized.
The League is continuing to work with the involved stakeholders to better understand the new
law and provide guidance to cities on potential paths forward.
New de nitions added
The new law creates several new definitions, including the following:
Defining “certified hemp” to mean hemp plants that have been tested and found to meet the
requirements of Minnesota Statutes, chapter 18K.
Defining “edible cannabinoid product” to mean any product that is intended to be eaten or
consumed as a beverage by humans, contains a cannabinoid in combination with food
ingredients, and is not a drug.
Defining “nonintoxicating cannabinoid” to mean substances extracted from certified hemp
plants that do not produce intoxicating effects when consumed by any route of
administration.
Cannabinoids extracted f rom hemp
The new law amends the scope of sale of any product that contains cannabinoids extracted
from hemp and that is an edible cannabinoid product or is intended for human or animal
consumption.
Previous law authorized a product containing nonintoxicating cannabinoids to be sold, but the
authority to sell edible CBD products was unclear. The new law expands the authority to
include nonintoxicating cannabinoids, including edible cannabinoid products, provided they
do not contain more than 0.3% of any THC. An edible cannabinoid product also cannot exceed
more than five milligrams of any THC in a single serving, or more than a total of 50 milligrams
of any THC per package.
Requirements for edible cannabinoid
products
Along with testing and labeling requirements, an edible CBD must meet several requirements,
including that it:
Not bear the likeness or contain cartoon-like characteristics.
Not be modeled a er a brand of products primarily consumed or marketed to children.
Not be made by applying an extracted or concentrated hemp-derived cannabinoid to a
commercially available candy or snack food item.
May not contain an ingredient, other than a hemp-derived cannabinoid, that is not approved
by the federal Food and Drug Administration.
May not be packaged in a way that resembles any commercially available food product.
Must not be packaged in a container that could reasonably mislead any person to believe that
it contains anything other than an edible cannabinoid product.
An edible CBD product must be prepackaged in a container with certain requirements,
including being child-resistant and tamper-evident. Any CBD product intended for more than a
single use or containing multiple services must have indicators or separate wrapping for the
individual serving sizes.
The new law prohibits the sale of any product containing any CBD or THC extracted or
otherwise derived from hemp to be sold to any individual under the age of 21.
Regulation of edible cannabinoids
Regulation of the edible CBD products falls under the state Board of Pharmacy. The board has
the authority to issue cease-and-desist orders under Minnesota Statutes, section 151.06; to
embargo adulterated and misbranded drugs under Minnesota Statutes, section 151.38; and to
seek injunctive relief under Minnesota Statutes, section 214.11.
Guidance from the Board of Pharmacy indicates that retailers selling products that contain
cannabinoid to individuals under the age of 21 should be reported to local law enforcement
agencies.
Local regulation of edible cannabinoids
The new law does not specifically prohibit cities from regulating the sale of cannabinoid
products locally. Cities will need to work with their attorneys to determine what, if any, local
regulation would be right for their communities. Local regulations will most likely be through a
cityʼs zoning or licensing authority.
Employment impacts of edible
cannabinoids
It is important to consider both federal and state laws with respect to employee CBD use and
related impacts to the workplace.
Cities o en have positions requiring an employee to hold a commercial driverʼs license (CDL).
These positions are regulated by federal law and those regulations are supervised by the
Federal Department of Transportation (DOT).
Federal law preempts state law related to CBD use. In fact, in a December 2012 notice, the DOT
states it does not authorize the use of Schedule I drugs, including marijuana, for any reason. As
a result, cities should continue to follow their current drug testing procedures related to CDL
holders and to enforce prohibitions against any use of cannabis for CDL holders, regardless of
state law protections.
Additionally, public safety employees who carry a firearm cannot lawfully use cannabis under
federal law. Federal law prohibits cities from providing firearms or ammunition to an employee
it knows or has reason to know is using cannabis.
For non-sworn police officer positions and non-CDL drivers, the new law provides no
allowance for an employee to use, possess, or be impaired by cannabis while on duty. Dealing
with impaired behavior on the job site can be challenging, so League staff will continue to
research this new law and next steps for this groups of workers.
Law enforcement impacts of edible
cannabinoids
The new law and recent rulings by the Board of Pharmacy have changed Minnesotaʼs controlled
substances schedules related to certain types of THC products. The League is working with the
Minnesota Chiefs of Police Association to explore the public safety implications of the new law.
Read more news articles
Your LMC Resource
Kyle Hartnett
Asst. Research Manager/Staff Attorney III
(651) 215-4084 or (800) 925-1122
khartnett@lmc.org
Review of Future Draft Agendas
Meeting & Item Info
July 19, 2022 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
Proclamation for National Night Out
Consent - Licenses
New Liquor License - Nong's Thai Cusine
Consent - Boards, Commissions, and Task Forces
Receive and File PEACE Commission 2021 Annual Report and 2022 Work Plan
Consent - Bid, Quotes, and Contracts
Approve Purchase of F-150s
Approve Purchase of a Tandem Axle Dump Truck
Approve Community Service Agreement with Breck School
Consent - Grants and Donations
Resolution Accepting the Second Half of the Federal Grant Funds from the American Rescue Plan Act (ARPA)
Consent - Miscellaneous
Receive and File Previous Quarter's Financial Reports
Adopt Resolution Approving Final Plat for Harold Avenue Addition
Approve Amended PUD Permit for Central Park West PUD No. 121, Amendment #5
Approve Assumption of Development Agreement for Central Park West PUD No. 121
Adopt Resolution Approving Final Plat for Central Park West Third Addition
Artessa - Approve Affordable Housing Agreement
Adopt Resolution Approving Final Plat for Artessa Golden Valley
Public Hearing
Approve Zoning Map Amendments to Achieve Conformance with the 2040 Comprehensive Plan
Approve Amendments to the Future Land Use Map to Complete 2040 Comprehensive Plan Update
Old Business
New Business
August 3, 2022 City Council Meeting (Wednesday) - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
Proclamation Recognizing Don & Mary Anderson
Consent - Licenses
Consent - Boards, Commissions, and Task Forces
Consent - Bid, Quotes, and Contracts
Approve Agreement with RCC for training
Consent - Grants and Donations
Resolution and Agreement TBRA and DEED funding disbursal agreements
Consent - Miscellaneous
Approve Right of Way Policy Updates
Public Hearing
Old Business
New Business
August 10, 2022 HRA Work Session (Wednesday) - 6:30 PM
Discussion re: Proposed HRA Budget & Levy
August 10, 2022 City Council Work Session (Wednesday) - 6:30 PM
Review Annual Comprehensive Financial Report
Review 2023-2024 General Fund and Preliminary Levy
Meeting & Item Info
Council Review of Future Draft Agendas
August 16, 2022 Special City Council Meeting (Closed Session) - 5:30 PM
Conduct Annual Performance Evaluation of City Manager Tim Cruikshank
August 16, 2022 Special HRA Meeting - 6:30 PM
Approve Golden Valley Affordable Homeownership program Qualified Developers
August 16, 2022 City Council Meeting - 6:30 PM
1A - Pledge of Allegiance and Land Acknowledgement
Presentation
New Employee Introductions
Summer Park Junior Leader Recognition
Consent - Licenses
General Business License - New & Used Vehicle Sales Licenses
Consent - Boards, Commissions, and Task Forces
Consent - Bid, Quotes, and Contracts
Approve Interfund Loan for Irrigation System at Brookview Golf Course
Approve Institution Community Work Crew Program
Consent - Grants and Donations
Consent - Miscellaneous
Public Hearing
Old Business
New Business