HomeMy WebLinkAbout2018-08-21 City County Work Session PacketAgenda
City Cou n cil Work Session
City of Edina, Minnesota
Edina City Hall Community Room
Tuesday, August 21, 2018
5:30 PM
I.Call To Order
II.Roll Call
III.Race & Equity Implementation Plan
IV.Adjournment
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Date: August 21, 2018 Agenda Item #: I I I.
To:Mayor and C ity C ouncil Item Type:
O ther
F rom:S cott Neal, C ity Manager
Item Activity:
Subject:R ace & Equity Implementation P lan Disc ussion
C ITY O F E D IN A
4801 West 50th Street
Edina, MN 55424
www.edinamn.gov
A C TI O N R EQ U ES TED:
None.
I N TR O D U C TI O N:
T he Race and Equity Task Force's twenty-one recommendations were received by City Council in M ay of 2018.
F ollowing that presentation they were turned over to the C ity to conduct staff assessments on each
recommendation. T he City established an employee team called R acial Equity Advancement Team (R E AT ) to
lead the staff assessment efforts and continue to advance the work. Staff assessments were provided to the C ity
M anager for review and consideration for the R ace and E quity I mplementation report.
S taff is making final edits to the draft Race and Equity Implementation Report. T he draft report will be uploaded
on Monday, August 20.
AT TAC HME N T S:
Description
Implementatiion Report Updated 2018-08-20
DRAFT
Racial Equity
Implementation Report
August 21, 2018
City of Edina
4801 West 50th Street
Edina, MN 55424
2
Introduction
It is my honor to present this Racial Equity Implementation Report to the City Council. This
report has been written in response to the Race & Equity Task Force Final Report that was
formally presented and accepted by the City Council on May 15, 2018. This report is the
culmination of thousands of hours of research and discussion by community residents and City
employees. We now offer it to the City Council for your thoughtful consideration.
The report has been structured around the twenty-one recommendations of the Task Force’s
Final Report. Staff responded directly to each recommendation. In some cases, the staff
response is within the staff’s authority to implement the recommended change. In other cases,
implementing the recommendation will require action by the City Council. Staff have discerned
one from the other throughout this report.
For the most part, staff are proposing full implementation of the Task Force recommendations.
Due to the scope and scale of the recommendations, staff are proposing a phased
implementation plan in order to accomplish the implementation at the level of quality and
success that is expected by the community and elected officials.
The preparation of this report was led by Assistant City Manager, Lisa Schaefer and contributed
to by the members of the Race & Equity Advancement Team: Jeff Brown, Dawn Beitel, Brian
Hubbard, Sharon Allison, MJ Lamon, Lisa Schaefer, Kelly Curtin and Noah Silver. The
composition of the report was largely the work of Project Coordinator, MJ Lamon. On behalf of
my coworkers, we want to thank the members of the Race & Equity Task Force and its
supporting Working Groups. We are grateful for the time and energy they dedicated to this
important subject matter, which will ultimately improve not only the quality of life in the
community, but of the workplace as well.
Respectfully,
Scott H. Neal
City Manager
Table of ContentsTable of ContentsTable of ContentsTable of Contents
Introduction .................................................................................................................................................. 2
3
Race & Equity Advancement Team ............................................................................................................... 3
Team Structure ......................................................................................................................................... 4
Team Members ..................................................................................................................................... 4
Roles .......................................................................................................................................................... 4
Racial Equity Advancement Team ......................................................................................................... 4
Institutions Leads .................................................................................................................................. 5
Services Leads ....................................................................................................................................... 5
Facilities Leads ...................................................................................................................................... 5
Project Coordinator/Task Force Lead ................................................................................................... 5
Project Lead .......................................................................................................................................... 5
Human Rights & Relations Commission (HRRC) Representatives ........................................................ 5
GARE Roster .......................................................................................................................................... 5
Overview ................................................................................................................................................... 6
Race & Equity Team Final Check In – June 18, 2018 ............................................................................. 6
Staff Assessment – May through August 2018 ..................................................................................... 6
Implementation Report – September 2018 .......................................................................................... 6
Operational Plan – October through November 2018 ......................................................................... 6
Implementation Plan .................................................................................................................................... 7
Staff Evaluation Process ............................................................................................................................ 7
Impact Effort Matrix Score .................................................................................................................... 7
Staff Responses ......................................................................................................................................... 8
Race & Equity Advancement Team
4
Team StructureTeam StructureTeam StructureTeam Structure
We have blended the Government Alliance on Race and Equity (GARE) team and Edina Race & Equity
Employee team to create the Race & Equity Staff Implementation Team (REAT). Members marked with *
are GARE trained.
TeamTeamTeamTeam MembersMembersMembersMembers
Employee Department Team Role
Jeff Brown Public Health/Police Institutions Lead
Kelly Curtin* Human Resources Institutions Lead
Dawn Beitel Parks & Recreation Facilities Lead
Noah Silver* Public Works Facilities Lead
Brian Hubbard* Police Services Lead
Sharon Allison* Administration Services Lead
Lisa Schaefer* Administration Project Lead
MJ Lamon Administration Project
Coordinator/Task Force
Lead
Scott Neal Administration Project Lead
GARE trained members who are not serving on the staff implementation team will continue to help with
Race and Equity initiatives.
Kevin Staunton* Council Member
Pat Arseneault* Human Rights & Relations Rep
Michelle Meek* Human Rights & Relations Rep
Heather Edelson* Human Rights & Relations Rep
RolesRolesRolesRoles
Racial EquityRacial EquityRacial EquityRacial Equity Advancement TeamAdvancement TeamAdvancement TeamAdvancement Team
This team is comprised of GARE trained employees and employees appointed to working groups by the
City Manager. Individuals on this team were assigned to support the staff feedback process on
recommendations that were analyzed by the City Manager.
5
InstituInstituInstituInstitutions Leadstions Leadstions Leadstions Leads
The two employees that served on the Institutions Working Group served as leads on the Institutions
recommendations.
Services LeadsServices LeadsServices LeadsServices Leads
The two employees that served on the Services Working Group served as leads on the Services
recommendations.
FaFaFaFacilities Leadscilities Leadscilities Leadscilities Leads
The two employees that served on the Facilities Working Group served as leads on the Facilities
recommendations.
Project Coordinator/Task Force LeadProject Coordinator/Task Force LeadProject Coordinator/Task Force LeadProject Coordinator/Task Force Lead
The Project Coordinator Assisted the City Manager in coordinating and supporting the efforts of the
Race & Equity Advancement Team (REAT). The project coordinator served as the Race & Equity liaison
and as lead on the Task Force Recommendations.
Project LeadProject LeadProject LeadProject Lead
The City Manager has and will continue to serve as the Race & Equity Project Lead. The City Manager
will oversee the implementation, operational, deployment and accountability stages of the project.
Human Rights & Relations Commission (HRRC) RepHuman Rights & Relations Commission (HRRC) RepHuman Rights & Relations Commission (HRRC) RepHuman Rights & Relations Commission (HRRC) Reprerereressssentativesentativesentativesentatives
Three members served on GARE, task force, and/or working group capacity. These individuals will
continue to keep the HRRC up to date on the initiative. The Commission will be asked to serve as the
advisory body for on-going Race and Equity work within the City.
GARE RosterGARE RosterGARE RosterGARE Roster
The GARE team was folded into the Employee Implementation Team. If a GARE appropriate topic arises
the team will convene and be led by the Assistant City Manager.
6
OverviewOverviewOverviewOverview
Step 1Step 1Step 1Step 1
Race & Equity Team Final Check In Race & Equity Team Final Check In Race & Equity Team Final Check In Race & Equity Team Final Check In –––– June 18, 2018June 18, 2018June 18, 2018June 18, 2018
The Race & Equity Team (Task Force and Working Groups) met for one
final check in
Agenda: Staff Observation Report, Recognition, Next Steps,
Accountability (budget/workplan/city operations), Stay Informed
The Task Force and Working Groups officially disbanded at the
conclusion of this meeting.
Step 2Step 2Step 2Step 2 Staff Assessment Staff Assessment Staff Assessment Staff Assessment –––– May through May through May through May through AugustAugustAugustAugust 2018201820182018
Staff reviewed recommendations and provided comments, feedback,
and input to the City Manager.
REAT members served led staff assessment efforts.
Project Coordinator aggregated the staff assessments for City Manager
review.
Step 3Step 3Step 3Step 3 Implementation Report Implementation Report Implementation Report Implementation Report –––– September 2018September 2018September 2018September 2018
Draft Implementation Report will be presented to City Council for
review at a City Council work session to help staff determine a course of
action.
Step 4Step 4Step 4Step 4 Operational Plan Operational Plan Operational Plan Operational Plan –––– October through October through October through October through NovemberNovemberNovemberNovember 2018201820182018
City Manager defines roles, assigns responsibilities and develops
timeline to operational approved Implementation Report.
7
Implementation Plan
Staff Evaluation ProcessStaff Evaluation ProcessStaff Evaluation ProcessStaff Evaluation Process
Each recommendation and its sub-recommendations was evaluation by designated City staff. The Racial
Equity Advancement Team (REAT) led the evaluation process and compiled the information into reports
for City Manager review. The Impact Effort Matrix Score was part of the evaluation process.
Impact Effort Matrix Impact Effort Matrix Impact Effort Matrix Impact Effort Matrix ScoreScoreScoreScore
Staff used the twenty-one recommendations as the framework to receive staff feedback. At each staff
assessment the effort and impact were measured. Each staff response includes the Matrix Score.
The Impact Effort Matrix is a 2 x 2 grid that helps assess solutions for their relative impact given
the effort required. It provides a quick way to filter out solutions that might not be worth the effort. The
best solutions are in the upper left quadrant, easy to implement but with substantial impact.
1 – High Impact/Low Effort
2 – High Impact/High Effort
3 – Low Impact/Low Effort
4 – Low Impact/High Effort
1
4 3
2
8
Staff Staff Staff Staff ResponseResponseResponseResponsessss
1111.... Race Equity Accountability MeasuresRace Equity Accountability MeasuresRace Equity Accountability MeasuresRace Equity Accountability Measures (TF(TF(TF(TF----1)1)1)1)
A. Hire or identify a Race Equity manager/director, whose accountabilities include oversight of the
Racial Equity Implementation Plan, monitoring, assessing and evaluating progress toward goals. This
person should be part of the City’s Leadership Team.
B. Provide an annual report to Council and the public on progress toward established racial equity
goals. More frequent reporting can be provided to Boards and Commissions on elements of the plan
within their scope of work.
C. Include implementation of race equity implementation plan as a formal annual performance goal
for all City executive leadership.
Staff Response:
A. Staff agrees that if our organization is going to add a new racial equity initiative of the proposed
scope and scale outlined in this report, we must be willing to invest in a new full-time Racial Equity
Coordinator position. This position will be charged, among many new duties, with the overall
coordination of the implementation plan. The City Council approved the allocation of $120,000
from the 2016 General Fund surplus to establish a Race & Equity Fund. The City Council approved
additional allocations to the fund of $25,000 in both 2018 and 2019. The current balance in the
fund is $45,638. I propose the City Council approve the allocation to the fund of $100,000 from the
2018 General Fund Surplus to fund the creation of the City’s new Racial Equity Coordinator full-time
position. If approved by the City Council at the September 5, 2018 Council meeting, staff will begin
the process of preparing to add the new coordinator position to our organization during Q1 of 2019.
Matrix Score: 2
B. Staff agrees to establish a Racial Equity Advancement Annual Report and presentation for the
Human Rights and Relations Commission and City Council. The annual report to the City Council will
be presented at the second Council meeting in January starting in January of 2020. The annual
report will be a responsibility of the Racial Equity position. Matrix Score: 2
C. In 2018, all department work plans and executive leadership employees performance reviews
included a racial equity training requirement which will be completed in Q1 of 2019. Performance
goals and metrics from the Racial Equity Implementation Plan will be incorporated into all
department work plans and the performance standards used to evaluate all leadership
performance. Matrix Score: 2
2. Attribution for historically significant contribution of Yancey Family to2. Attribution for historically significant contribution of Yancey Family to2. Attribution for historically significant contribution of Yancey Family to2. Attribution for historically significant contribution of Yancey Family to Edina’s history (TFEdina’s history (TFEdina’s history (TFEdina’s history (TF----2)2)2)2)
A. Name a public facility in the Grandview area, if not Edina City Hall, after BC and Ellen Yancey.
Staff Response:
A. Staff will propose this recommendation be added to the 2019 Human Rights and Relations
Commission work plan as a review and comment and the 2019 Parks and Recreation Commission
work plan as a review and recommended. Matrix Score: 1
3. 3. 3. 3. Complaint ResponseComplaint ResponseComplaint ResponseComplaint Response ((((IIII----3333))))
A. Develop City-wide procedure and policy for responding to complaints that are perceived by staff as
possibly racially motivated. Provide direction and support for all City staff when navigating this type
of complaint. Collect data on complaints that seem discriminatory in nature, including who makes
the complaints and about whom. Apply this policy also to complaints against those belonging to
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other protected groups.
Staff Response:
A. Staff will include this recommendation on the Police Department 2019 Work Plan. Target
completion date will be Q1 of 2019. Data collected through this procedure will be included in the
Racial Equity Advancement Annual Report to Council and HRRC. Matrix Score: 3
4444. Staff Diversity and Training . Staff Diversity and Training . Staff Diversity and Training . Staff Diversity and Training –––– City Departments (ICity Departments (ICity Departments (ICity Departments (I----4, F4, F4, F4, F----3)3)3)3)
Increase the number of people of color, and people with Multi Language skills within City Departments to
more closely reflect the demographics of Hennepin County, including leadership and staff. City goals should
reflect the demographics of Hennepin County, as they interact with residents from surrounding
communities as well as Edina residents. For example:
A. Participate in the POC (People of Color) Job Fairs.
B. Set measurable goals and develop specific action plans for increase staff of color and staff that
speak multiple languages (based on LEP policy) to account for shifting City demographics.
C. Publicly report on the progress of these goals on an annual basis.
D. Assess and revise job descriptions, prioritizing public-facing jobs (e.g., facilities workforce, police
department), to include racial equity competencies.
E. Review and adopt inclusive hiring practices to include more racially and culturally diverse outreach,
inclusive application questions, recruitment, selection and interview processes.
F. Explore programs like Pathway to Policing and Youth Development Programs to help create
opportunities for diverse candidates, and add one FTE for police department to participate in
Pathways to Policing Program as soon as possible.
G. Offer additional incentives to diversify recruitment (e.g. offer admission to [local schools] for
children).
H. Promote Exchange Programs for police and fire professionals to spend time in Edina.
I. Create pipeline of potential candidates by engaging children of color within the school system to
highlight career pathways within City government.
J. Identify specific opportunities to increase racial and cultural diversity on work teams. For example,
identify ways to include racially and culturally diverse perspectives for action planning and
implementation of these guidelines.
Staff Response:
The Task Force provided several examples to increase the number of people and color working for the City.
This recommendation will be led the City’s Human Resources (HR) department. HR along with other City
staff will develop diversity recruiting strategy that identifies specific actions to be taken on an annual basis.
This strategy will focus on short term goals to diversify applicant pool for open positions and long-term
goals, such as partnering with other organizations to increase diversity in the position pipeline.
A. The City will participate in a Twin Cities POC job fair in 2019 as either an employer or sponsor.
Matrix Score: 3
B. The City will set a goal of increasing the percentage of fulltime staff who are people of color and/or
fluent in a language other than English in 2019. This recommendation will be included on the
Human Resources Department 2019 work plan. Matrix Score: 4
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C. The City will include data on its employment goals in the Racial Equity Advancement Annual Report
starting in 2020 for employment activities in 2019. Matrix Score: 3
D. The City will assess and revise job descriptions as positions become available for public-facing jobs
to include racial equity competencies. The Human Resources Department has already incorporated
cultural competency into the job posting, description, and recruitment process, including adding
points/weight in the scoring process that is required for veteran's preference. Matrix Score: 1
E. The Human Resources Department has already added a scored question to the application process,
removed names from applications prior to sending to hiring manager (blind recruitment), and
removed resumes from the IQS interviews. Human Resources staff notes increasing our diverse
applicant pool is important - and equipping managers & employees to support these strategies is
even more important to long-term recruitment and retention. Matrix Score: 1
F. The Human Resources and Police Department will jointly research the City’s participation in, or
establishment of, a program like Pathways to Policing to develop future candidates for careers in
local law enforcement for people of color. I will authorize the Police Department to “staff ahead” in
order to create an opportunity(s) to add diverse candidate(s) to the work force. Matrix Score: 2
G. The Human Resources Department will investigate the range of community incentives to help
attract a diverse pool of candidates for City employee recruitment and selection processes. Matrix
Score: 4
H. The City will explore the current level of this activity and consider how it might connect with our
racial equity hiring goals in our Police and Fire Departments. Matrix Score: 4
I. The City will engage with the Edina, Hopkins and Richfield School Districts to discuss this proposal in
2019 to evaluate the feasibility of this proposal. REAT Score 4
Staff agrees this is good long-term goal. The City does not currently have a sufficient number of POC staff to
support this recommendation. The City is proactive in encouraging/selecting POC employees to cross-
functional teams. The racial equity advancement team (REAT) will work on this recommendation in 2019.
Matrix Score: 3
5555. Community. Community. Community. Community Engagement Policy Plan and StaffingEngagement Policy Plan and StaffingEngagement Policy Plan and StaffingEngagement Policy Plan and Staffing ((((IIII----5555))))
A. Develop a policy and procedures that includes the city’s philosophy about the purpose and
value of the city’s efforts in community engagement. Create an intentional community
engagement plan that outlines the city’s community engagement approach and task a city
employee with overseeing /directing community engagement work either by revising a current
employee’s job duties or creating a new position, i.e., a plan/person to:
i. Oversee building relationships with all residents, paying particular attention to
understand experience of communities of color, with time designated to visit
neighborhood events, establish relationships with religious leaders, and neighborhood
and ethnic associations;
ii. Coordinate volunteer opportunities and public participation when there are decisions
for which the city is seeking public feedback and other types of public involvement, such
as Boards, Commissions, Task Forces and other appointed positions to ensure that
residents of color are included and heard
B. Revise the Human Services RFP to include a deliverable around funding community-based
organizations lead by communities of color to assist the city with engagement.
Staff Response:
A. This recommendation is in process under the City’s budget work plan goal: Develop a more strategic
11
approach to Community Engagement. Council will receive an update at the September 5, 2018 work
session. Matrix Score: 2
i. See 5.A. staff response
ii. See 5.A. staff response
B. Staff does not recommend amending the City’s human services spending formula to include non-
performance related factors. Matrix Score: 4
6. 6. 6. 6. Records Management Records Management Records Management Records Management ((((SSSS----1111))))
A. Review Record Management - Data Practices Policy (Data Request) and rewrite this using Obama’s
Plain Language Initiative Hemingway Application.
B. Have the city review all policies for plain language; all new policies should go through a plain
language review
Staff Response:
A. Staff will implement this recommendation on a deliberate, long term basis. Staff will commit to
using the Hemingway Application for policy rewrites in the normal course of their review and
modification. Matrix Score: 1
B. See 6. A. staff response
7. Budget (7. Budget (7. Budget (7. Budget (IIII----8888))))
A. Using best available data, disaggregate maps of resident population by race.
B. Apply race equity criteria for allocating funds through city budgeting process for Capital
Improvement Projects, Pedestrian and Cycling Safety (PACS) Fund and Operating Budget.
Staff Response:
A. Staff are currently investigating the types of data we already have and how this data can be linked
to specific geographic locations/areas in the city. Matrix Score: 2
B. See 8. A. staff response
8. Inclusive 8. Inclusive 8. Inclusive 8. Inclusive Communications and Technology ServicesCommunications and Technology ServicesCommunications and Technology ServicesCommunications and Technology Services ((((IIII----6, S6, S6, S6, S----8888, S, S, S, S----11)11)11)11)
A. The city’s communications are an important way we convey answers to the following questions:
i. Who are we?
ii. What are our values?
iii. What is our past?
iv. Who are we becoming?
B. If it is the city’s intention to ensure that all residents feel they are a part of that story, this needs to
be strategically and systematically operationalized. This work should be informed by ongoing
relationship with residents, residents of color and residents for whom English is a second language –
a robust community engagement approach (see Recommendation on Community Engagement).
C. Establish a community advisory board for city communications. There is a closed feedback loop for
quality improvement of communications tactics and vehicles. When community input is gathered, it
is largely through reader surveys (those already consuming the publications). Particular emphasis
should be placed on reaching residents of color and those new to the community.
D. Apply race and equity lens to the process for developing communications content: Who writes the
stories? Whose stories are included? Whose voices are included?
E. Formally set and implement plain language targets for city communications.
F. Review of the city’s Limited English Proficiency (LEP) policy. Is a policy in place? If not, develop an
12
LEP policy and implement.
G. Using insights gained from new partnerships and relationships with community, partner with City
departments to find new ways to market and communicate to POC in our community.
Staff Response:
A. Staff agrees. Matrix Score: 4
B. Staff will incorporate this recommendation into future work plans of the City’s racial equity and
community engagement functions. This will be the responsibility of the new Community
Engagement employee. Matrix Score: 3
C. Advisory boards and commissions are costly and staff intensive to manage. The public process
around a formal board or commission for this function is too cumbersome to get the quick feedback
needed. The value produced by a formal board or commission for this function would not be
commensurate with the cost of establishing and serving it. Staff recommends creating a standing
“Feedback Group” of volunteer residents that can be called upon via meeting, email, or as needed
for both strategic and quick feedback to staff. Communications staff could also seek more formal
feedback from periodic visits to board and commission meetings, and more targeted outreach for
focus groups, per the recommendation. REAT Score 4
D. The City will develop protocol and procedures for this recommendation by the end of Q2 of 2019.
Staff will consult with members of the Human Rights & Relations Commission, the staff
Advancement Team and the feedback group described in recommendation 8C. Matrix Score: 4
E. The City will implement this recommendation with its other plain language recommendations. See
Recommendation 6A. Matrix Score: 3
F. Communications and Technology Services (CTS) will include the creation of a LEP (Limited English
Proficiency) policy as part of their 2019 department work plan. Matrix Score: 3)
G. Staff agrees. Matrix Score: 2
9. 9. 9. 9. Quality of Life Survey Quality of Life Survey Quality of Life Survey Quality of Life Survey (I(I(I(I----7)7)7)7)
A. Report of Results of Biennial Quality of Life Survey should include survey results compared by
race/ethnicity to determine how well residents of color are served by city programs, services and
policies; to identify issues faced by residents of color; and to determine whether residents of color
believe they have an opportunity to participate in community and government matters and have
their voice heard, so that survey results can be used to better inform the city’s race equity goals and
to benchmark progress toward those goals. This data should be reviewed by staff and addressed in
the staff report to council.
B. For the next Biennial Quality of Life Survey, rewrite the module that was added in the 2017 Survey
to query race equity work; the module used in 2017 was incomplete/insufficient, and equates this
work with “cultural events” and learning about other cultures and traditions. Only one question
addresses inclusion or representation. This module was added due to the focus on Race and Equity
work, but not a single question uses the word “race” or “equity.”
C. Add module related to Police and public interaction to the Quality of Life Survey. The current
question asks respondents to rate the “quality” of police services. This may or may not be an
indicator of satisfaction with experience, visibility or community interactions. Given the amount of
attention public interaction with law enforcement receives, it would be very useful to have a more
robust understanding of the public’s views.
Staff Response:
13
A. The City will implement this recommendation in the 2019 Quality of Life Survey. Matrix Score: 3
B. The City will initiate a discussion in Q4 2018 on this subject matter to ensure we are able to
implement this recommendation in the 2019 QLS. Matrix Score: 3
C. Staff will work with the City’s survey vendor to ensure that the 2019 QLS is posing the right
questions to elicit the relevant information we want to know about all City services, not just Police
Department related services. Matrix Score: 3
10. 10. 10. 10. Crimes ReportCrimes ReportCrimes ReportCrimes Report ((((IIII----9999))))
A. Review Police Department policy for posting individual names on the department website’s “Crimes
Report”; revise to balance public safety with protection of due process through a racial equity lens.
Staff Response:
A. Police Department will conduct a policy review in 2019. Matrix Score: 1
11. Police 11. Police 11. Police 11. Police Data Collection and Management Data Collection and Management Data Collection and Management Data Collection and Management (I(I(I(I----10)10)10)10)
Require Data Collection to provide the ability to make informed policy and procedure adjustments.
A. Collect data regularly on community attitudes and perceptions about local law enforcement
through an anonymous survey, including race data.
B. Collect and analyze demographic data, including but not limited to race, on all stops (with outcome,
by race), searches and seizures (all detentions) in accordance with 21st Century Policing’s best
practices
C. Collect data about non-criminal tickets to create transparency.
D. Analyze the data on a regular basis and share the information with the public. Put actions in place
when adjustments to policy or practices are needed.
E. After a process is developed for the collection of race data the department should provide the
officer training on why it is important to collect race data and how the data will be collected and
used.
Staff Response:
A-E. The City will fully evaluate the feasibility and advisability of this recommendation with the goal of
reaching a recommendation by Q2 of 2019. Matrix Score: 2
12. 12. 12. 12. Public Safety Training StandardsPublic Safety Training StandardsPublic Safety Training StandardsPublic Safety Training Standards ((((IIII----11111111))))
Ensure that police officers and fire department personnel have the knowledge and skills to be racially and
culturally responsive and treat each person with dignity and respect.
A. Incorporate Best Practice Racial Equity Training to include implicit bias, microaggressions, etc.
similar to what the city of Seattle is doing
B. Align field training officer processes with 21st Century Policy to ensure that they match up with the
guardian culture of policing. (from 21st Century Policing)
C. Include community members as trainers – for example in sessions on community perceptions about
law enforcement tactics, levels of trust, and areas for dialogue.
D. Update performance reviews to ensure racial equity competency requirements are met.
Staff Response:
A. The City will implement this recommendation as part of the employees’ Race and Equity training.
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This will be completed by Q2 of 2019. Matrix Score: 3
B. The results and recommendations of the 2014 President’s Task Force on 21st Century Policing are
not universally accepted and admired methodologies of local government policing. Before agreeing
to implement fundamental change in the philosophy of our Police Department, there should be
additional study and community engagement. The City will engage in both additional study and
community engagement during Q3-Q4 of 2019, and then reconsider this recommendation. Matrix
Score: 3
C. The Police Department could be best served by having opportunities for community members to
engage with the department, such as discussion groups, listening sessions and other forms of public
outreach. The Police Department will consider engagement opportunities when they conduct an
evaluation of their current community outreach programs (13.C.). Matrix Score: 3
D. This recommendation will be implemented in conjunction with other City employees training in
2018 and 2019. Matrix Score: 1
13. Police Department 13. Police Department 13. Police Department 13. Police Department Community OutreachCommunity OutreachCommunity OutreachCommunity Outreach ((((SSSS----2222))))
A. Place the Department Policy Manual on the Department website for public viewing.
B. Develop a strategy to improve Police Department communications. The Work Group feels the
department needs to develop an ongoing strategy to publicize and promote the Police Department,
including but not limited to the increased aggressive use of social media.
C. Evaluate and improve the Department’s current community outreach programs.
D. Build trust between Police and Community
i. Create Resident Oversight Board to review complaints of police misconduct.
ii. Review current outreach (community involvement) programs, evaluate the efficacy of each
of those programs, prioritize department focus to ensure participation of people of color,
and introduce new ones as needed.
Staff Response:
A. After completing a review to remove non-public information, the Police Department’s Policy
Manual will be placed on the City’s website for public viewing by the end of Q1 of 2019. Matrix
Score: 1
B. The Police Department will develop communication strategies when they conduct an evaluation of
their current community outreach programs (13.C.). Police Department will consult with the
Communications and Technology Services department. Matrix Score: 1
C. This recommendation will be included in the Police Department’s 2019 work plan for completion
before the end of Q2. Matrix Score: 1
D. Staff does not support this recommendation. Matrix Score: 4
14. Police 14. Police 14. Police 14. Police Policies Policies Policies Policies ((((SSSS----3333))))
A. Analyze policies related to external and independent criminal investigations and prosecutions for
Officer Involved shootings and In-Custody death incidents. (Policies 500.00 – Authorized Use of
Force, 520.00 – Deadly Force, 530.00 – Discharge of Firearms, 720.00 – City Jail: Booking Intake
Release).
B. Evaluate Department Policy Manual through a race and equity lens, related to Use of Force,
specifically focusing on training, investigations, prosecution, data collection and information.
(Policies 500.00 – Authorized Use of Force, 510.00 – Use of Non-Lethal Force, 520.00 – Deadly
Force, 530.00 – Discharge of Firearms).
C. Review and add provision to current policy requiring officers to identify to individuals stopped or
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detained as soon as practical and reasonable the following (Policies 320.00 – Conduct of
Department Members, 605.00 – Persons Detained or In-Custody):
i. The reason for their stop, and
ii. The reason a search is being conducted, if applicable.
D. Review the department’s Policy 690.00 – Impartial Policing. Ensure that this policy meets the stated
goal of “reaffirming the Department’s commitment to impartial/unbiased policing and to reinforce
procedures that serve to assure the public that the Department is providing service and enforcing
laws in a fair and equitable manner to all.”
Staff Response:
A.-D. This recommendation will be included in the Police Department 2019 work plan. Matrix Score: 1
15. 15. 15. 15. TrainingTrainingTrainingTraining (S(S(S(S----4)4)4)4)
A. Research and implement successful models for training in the areas of implicit bias, cultural
diversity, police legitimacy, and procedural justice. The work could potentially coincide, at least in
part, with the GARE/Race and Equity Task Force work currently underway.
Staff Response:
A. This recommendation will be implemented in conjunction with other City employees training in
2018 and 2019. Matrix Score: 1
16. 16. 16. 16. Affordable Housing (IAffordable Housing (IAffordable Housing (IAffordable Housing (I----1)1)1)1)
A. Language edit to the Edina Affordable Housing Policy: The City recognizes the need to provide
affordable housing in order to create and maintain a diverse population and to provide housing for
those who live or work in the City.
B. Require review of above Policy at a frequency sufficient to address current conditions and needs of
constantly changing housing market and City demographics. Review policy with a race and equity
lens to include language relating housing to equity and disparities.
C. As part of this review, address the significant need for affordable housing of the types desired by
families of color who wish to live in Edina, such as single-family housing, rental units that that will
not become unaffordable after a set period of time, and units within the Edina Public School District
boundaries. Use and expand the existing Come Home 2 Edina program and aggressively advertise
available properties and program requirements to families of color who may wish to live in Edina,
perhaps starting with families of color whose children are already attending [local schools] or who
have applied to attend [local schools], as well as employees of the city of Edina and Edina
businesses.
D. Develop and maintain a database on the number and location of affordable units throughout Edina,
including rented and owned, existing and new single and multi-family family homes, condominiums,
apartments. Inventory the most vulnerable properties to redevelopment and renter displacement.
Include in this database those rental units for which Section 8 vouchers can be used.
E. Review the affordable housing policy with a race-equity lens and consider removing the option for
the developers to opt-out of building affordable units.
F. Apply race and equity lens to the affordable housing funds that the developers pay into if they opt-
out and develop a policy to ensure that those funds are deployed with the aim of increasing racially
equitable affordable housing.
G. There is no incentive for the sellers to take FHA loans resulting in discrimination. The City should
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develop a policy to address this issue.
H. Develop specific goals to increase the number of affordable housing units by “X” and the rental
units where section 8 vouchers can be used by “Y”. These goals should be included in the
comprehensive plan. The city should work with tenants, property owners and developers to develop
a plan to ensure that the affordable housing goals are achieved.
Staff Response:
A.-C. E. F. The City will implement this recommendation during a review of its Housing Policy in Q4 of
2018. Matrix Score: 1
D. Staff will ask that this recommendation be considered as a policy option by the Edina Housing
Foundation in 2019. Recommend to not implement change. Matrix Score: 1
G. This recommendation will be directed to Community Development staff to set these goals by the end
of Q4 of 2018. Matrix Score: 1
17. 17. 17. 17. Zoning / CodeZoning / CodeZoning / CodeZoning / Code ((((IIII----2222))))
A. Develop a tool (or adopt one used by another city) to review Edina zoning regulations through a
racial equity lens to change or remove language that may contribute to racial disparities.
B. Develop and include language with the intention of reducing inequities.
C. This type of review will be resource intensive, and we recommend contracting with or hiring a racial
equity consultant or manager to lead this project and oversee others as needed.
Staff Response:
A.-B. This recommendation will be included in the Community Development Department’s 2019 work
plan. Matrix Score: 3
C. The City will manage the study of these initiatives (17A and 17B) using standard public contracting
review practices, including evaluating the race & equity implications of any recommended policy
changes. Matrix Score: 3
18. Ensure the following set of gu18. Ensure the following set of gu18. Ensure the following set of gu18. Ensure the following set of guidelines to create an environment where people of all races, idelines to create an environment where people of all races, idelines to create an environment where people of all races, idelines to create an environment where people of all races,
ethnicities and cultural backgrounds feel welcome and included is implemented and delivered ethnicities and cultural backgrounds feel welcome and included is implemented and delivered ethnicities and cultural backgrounds feel welcome and included is implemented and delivered ethnicities and cultural backgrounds feel welcome and included is implemented and delivered
consistently across all Edina city facilities.consistently across all Edina city facilities.consistently across all Edina city facilities.consistently across all Edina city facilities. (F (F (F (F –––– 1)1)1)1)
A. Conduct regular (at least annual) training for all employees in customer service, racial/cultural
awareness and responsiveness, conflict resolution, city-wide procedures and policies, and other
training needs as identified to ensure that all facility guests, regardless of race or background, enjoy
a consistent welcoming experience.
B. Ensure employees are trained on how to support key situations, including first-time guests and
users, who may need special support to have a strong first experience.
C. Ensure that all Staff, full or part time, are aware of City code of conduct, safety and security
procedures and language interpretation services, cost options based on age, family groups for
scholarship categories. Ensure all City staff also are aware of current equity and inclusion initiatives.
Conduct annual reporting regarding such training and outcomes.
D. Ensure each facility has wayfinding signage (to help guests navigate the facility and know where to
go) and printed materials in multiple languages (at least top 3 non-English primary languages in the
community – example: Spanish, Hmong, Somali).
Ensure digital and printed communications reflects racial and cultural diversity through images,
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stories and voices.
E. If the facility has artwork and décor, ensure that it reflects diversity of race and culture.
F. Implement a process and channel by which facilities share and utilize racial equity best practices.
Staff Response:
A. Human Resources and Administration Department staff members will develop a phased strategy to
plan for this recommendation in 2019 and to implement in 2020. Matrix Score: 2
B. Human Resources, Administration and Parks and Recreation staff members will develop a phased
strategy to plan for this recommendation in 2019 and to implement in 2020. Matrix Score: 2
C. Human Resources and Parks & Recreation Department staff will develop a plan for this
recommendation in Q2 of 2019 and implement by Q4 2019. Matrix Score: 2
D. This recommendation will be included in Public Works’ 2019 work plan. Matrix Score: 4
E. This recommendation will be proposed as a 2019 work plan commission initiative. The initiative will
be working group collaboration comprised of commissioners from the HRRC, Arts and Culture and
Historical Preservation. Matrix Score: 4
F. The City’s Administration Department will study and recommend best practices as a continuous
improvement process. Matrix Score: 1
19. 19. 19. 19. Equitable Access to City FacilitiesEquitable Access to City FacilitiesEquitable Access to City FacilitiesEquitable Access to City Facilities ((((F F F F –––– 2222))))
A. Access to information and opportunity for input: Review web, print and social media materials to
ensure they serve a racially and culturally diverse population, and implement translation services
for the website and include print materials in appropriate multiple languages (based on top non-
English primary languages in Minnesota).
i. Implement access to translation services for staff to access when working with guests who
speak English as a second language.
ii. Ensure any and all facility and park plans reflect a racial equity lens by intentionally seeking
input from a racially, culturally and geographically diverse group in planning and review (ex:
Braemar Master plan, establishing new or expanded facilities, etc.)
iii. Ensure that City Council presentation (ex: Annual Report) are delivered across multiple
locations, to ensure people who live in different parts of the city have access.
B. Financial access: Deliver staff training on scholarship fund availability so that all staff are familiar
with and know how to speak about them or know where to direct guests for more information.
Consider a sliding scale fee structure or identify other ways to ensure consistency and increase
affordability for guests.
C. Transportation access: Add Metro transit link to website to highlight public transportation options if
available to the facility and add printed transit information at facility kiosks or on-site. For those
facilities currently difficult to access via public transportation, develop a plan to create new
transportation options to address the gap (example: a new shared shuttle service).
D. Access to programming: Develop alternate ways to register for programs or use of facility, to
accommodate those who do not have ready access to a computer. Establish time for staff to do in-
person outreach to areas in the city to reach and welcome new and underserved populations in the
community
Staff Response:
A. The City will become more aware of race and equity issues as the recommendations of this report
are implemented with the city government organization and in the community at-large. With a
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more robust planning effort for community engagement will come improved equity responses in
City meetings and facilities. Matrix Score: 2
B. This recommendation will be developed more fully and implemented in Q1 of 2019. Matrix Score: 1
C. The City of Edina will add a Metro Transit link to its website by the end of Q4 of 2018. The City
added a new public transit service in 2018 called “Clover Ride” in response to requests for
additional focused public transit options for senior citizens. Matrix Score: 1
D. This recommendation will be a collaboration by CTS and Parks and Recreation departments and
included in their 2019 work plan. Matrix Score: 2
20. Parks and Rec20. Parks and Rec20. Parks and Rec20. Parks and Recreationreationreationreation Data and Utilization (SData and Utilization (SData and Utilization (SData and Utilization (S----5, 5, 5, 5, SSSS----6, S6, S6, S6, S----9, S9, S9, S9, S----10101010))))
A. Parks and recreation programs should collect demographic data about program utilization across all
users or participants.
B. In partnership with communities of color, identify if barriers to utilization exist and elicit solutions
from community members and users. Barriers might include price, programming, location, sense of
belonging, language and cultural or religious values.
Staff Response:
A. This recommendation will be a collaboration by CTS and Parks and Recreation departments in
conjunction with the recommendation (21D) to examine registration materials. Matrix Score: 3
B. This recommendation will be proposed as a 2019 work plan commission initiative. The initiative will
be working group collaboration comprised of commissioners from the HRRC and Parks and
Recreation Commission. REAT Score 2
21. Parks and Rec21. Parks and Rec21. Parks and Rec21. Parks and Recreationreationreationreation Policy for associations and racePolicy for associations and racePolicy for associations and racePolicy for associations and race----based complaintsbased complaintsbased complaintsbased complaints (S(S(S(S----7)7)7)7)
A. Require youth sports associations and any association that utilize Edina Park and Rec facilities/parks
to operate in accordance with the city's expectation regarding race equity and inclusion.
B. Establish policy for use and create enforcement mechanism for abuse or lack of enforcement of
such policy.
C. Create clear city expectation regarding Race Equity policy and post within all sports facilities.
Provide written policy to all associations and organizations using Edina Park and Rec Facilities.
D. Establish expectations that all outside vendors will adhere to and established process and
procedure for dealing with race-based issues and discriminatory practices.
Staff Response:
A. This recommend ion will be included as part of the Parks & Recreation Commission’s 2019 work
plan. City staff members from the Parks & Recreation Department will lead the discussions with the
City’s youth sports associations through established channels and platforms. Matrix Score: 2
B. This recommendation will be incorporated into the policy and process of recommendation 21A.
Matrix Score: 2
C. A race and equity policy statement will be developed by staff; reviewed by the Parks & Recreation
Commission & HRRC; and approved by the City Council before it is posted at all City facilities. The
timeline for completion of this recommendation is by end of Q3 of 2019. Matrix Score: 3
D. This recommendation will be incorporated into the policy and process of recommendation 21A.
Matrix Score: 3