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2020 Equity Report and 2021-2023 Equity Plan Copyrig hted February 15, 2021 City of Dubuque Action Items #4. City Council Meeting ITEM TITLE: 2020 Equity Report and 2021-2023 Equity Plan SUMMARY: City Managertransmitting the 2020 Equity Report and the 2021-2023 Equity Plan. Staff will make a presentation. SUGGESTED Receive and File; PresentationSuggested Disposition: DISPOSITION: ATTACHMENTS: Description Type 2020 Equity Report and 2021-2023 Equiry Plan-MVM City Manager Memo Memo Cover Memo for Equity Report Staff Memo 2020 Equity Report and 2021-23 Plan Supporting Documentation Presentation Supporting Documentation Dubuque THE CITY OF � ui-Aseria cih DuB E , . � . , � II � Maste iece on tj2e Mississi i zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: 2020 Equity Report and 2021-2023 Equity Plan DATE: February 9, 2021 Human Rights Director Kelley Larson is transmitting the 2020 Equity Report and the 2021-2023 Equity Plan. Staff will make a presentation. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Kelly Larson, Human Rights Director Dubuque THE CITY OF � Du B E A��i E���i� ; � � , zoo��zoiz-zoi3 Masterpiece on the Mississippi zoi�*zois TO: Michael C. Van Milligen, City Manager From: Kelly Larson, Human Rights Director Date: February 10, 2021 Subject: 2020 Equity Report and 2021-2023 Equity Plan The purpose of this memo is to forward the 2020 Equity Report and the 2021-23 Equity Plan and to request that it be placed on the February 15 City Council Agenda. It will be accompanied by a twenty-minute presentation. cc: Collins Eboh, Organizational Equity Coordinator 1 �-.. -. • . Advancing Equity & Inclusion :Status Report . . �3�rr,°"'�,� � ��\ • ��, . � � � Se�uwcreJ�. ' . . � � � � . . . . �.. . . . . City of Dubuque Intercultural and Equity Teams facilitated by Human Rights Department Staff Report drafted by Kelly Larson, Human Rights Director � • � � This report describes the City of Dubuque's workto advance equity, leading with race, overthe past year. The work is ajourneythat continues to unfold in a non-linearfashion based on community needs, community input, council policy direction, and the best available knowledge about effective practices in racial equity, intercultural relations, and human and civil rights. This report consists of the following segments: 1) A brief summary of zozo realities, including the global pandemic,the Black Lives Matter movement, and our work to develop a Fair Housing Action Plan and Equitable Poverty Prevention Plan with Public Works, LLC. z) A reminder of ourfour equity goal areas and how they relate to City Council goals and community equity indicators. 3) A summary of progress made by various departments as they work on department level equity plans. 4) A set of recommendations for a �o�s-�oz3 Equity Plan for the City of Dubuque. PROCE55 AND CHALLENGE Our process continues to be grounded in council policy direction, community engagement, and ongoing learning and staff development. Community participation processes this year have heavily informed recommendations forthe zozs-zoz3 plan. These include: • community participation in the creation of two major planning documents:the Analysis of Impediments to Fair Housing and the Equitable Poverty Prevention Plan. • recommendations from community partners as part of a Black Lives Matter work session held in July and follow-up conversations in August and September; and • staff's ongoing relationships with the Human Rights Commission and with traditionally underrepresented groups in the community. Our work is also grounded in an understanding of the challenge of protecting and promoting human rights in a representative democracy rife with human disagreement about individual freedom and responsibility to others, or how best to ensure a minimum standard of living. These differences are influenced by a variety of factors, including culture and individual experiences. As learning takes place and new understandings emerge, changes in policy or law may follow. A couple of points bear mentioning: • The Human Rights Department neither exists nor operates in a vacuum. Our work is collaborative, cross-cultural, cross-departmental, and cross-sectoral by design. We also are at times constrained by an existing legal and social structure. • We approach our work in a human-centered and developmental way. This means that we take time for individual learning and growth,while simultaneously recognizing that accountability for behavior change is necessary. 1 • Some of our interventions are at the individual level of learning and development, some are at the institutional level of city government operations, and some are at the structural level of interactions across institutions. All three levels play a role in creating and maintaining systemic inequities. • The blending of popular approaches to diversity and inclusion with an intercultural approach and a focus on equity is innovative and this creates an organization in transition where challenges are to be expected as we pilot, learn, and grow. • We are very early in our work to advance racial equity using an intercultural approach and we are experiencing the pain of being one of the trailblazers in this arena. • We expect challenges and conflicts to continue;tackling them without abandoning our vision is necessaryto progress. As we develop the organization and the people serving within it,we create an organization that is in transition. ' ' ' " ' " ' " "' "" " ' " Overall, however,we are continuing to ' ' "' ' • ' ' move towards an equitable and inclusive culture where all people are healthy and able to reach their potential,while simultaneously attending to any groups that are disproportionately experiencing negative life outcomes as a result of social policies and practices. ' ` • • • The need to work effectively across cultural differences and the complexity of addressing historic and current inequities requires a focus on working across sectors, effectively engaging the public in civic affairs, and analyzing and adjusting our own City services towards more equitable outcomes. Our work has become both more focused and more strategic as a result of certain realities that have faced us in �o�o. LOCAL IMPACTS: THE GLOBAL PANDEMIC, BLACK LIVES MATTER, AND THE EQUITABLE POVERTY PREVENTION PLAN In mid-March zozo,the City and County of Dubuque mobilized the Incident Management Team in response to the global COVID-1g pandemic. For several months, many stafffound themselves re- assigned to activities focused on remediating the impact of the pandemic. While this work in itself had a strong equityfocus, which is summarized later in this report, it did take staff awayfrom the more proactive work set forth in department level equity plans. Much of the work this year has focused around mitigating the impact of the pandemic on populations facing serious structural inequities in our society. While we undoubtedly made some positive impact with our work,the reality is that the nature and depth of the inequities in Dubuque and across the nation have made it nearly impossible to prevent the disproportionate negative impact of the pandemic on our most vulnerable populations, including our populations of color and, most notably, our Pacific Islander community members.At the time of this writing, City offices remain closed to the public and many staff continue to work from home to � reduce the spread of the virus, as numbers of cases continue to climb. Current activities are focused on preparing for vaccine distribution In the midst of the pandemic, we experienced a resurgence nationally of public awareness and concern about racial injustices,following several high-profile deaths of black Americans at the hands of police. One homicide in particular—the videotaped killing of George Floyd in Minneapolis—spurred public outrage and actions around racial justice. Locally, community members organized marches and rallies and held community conversations around racial justice and equity. In July,the City Council hosted a two-evening work session called Black Lives Matter where a variety of community partners presented their recommendations for local actions. City staff inembers held follow-up conversations with each of these partners in August and September,with a particularfocus on identifying State and Federal legislative priorities for Council consideration along with potential actions for department equity plans. Throughout this time,the City continued its work with Public Works, LLC to conduct an Analysis of Impediments to Fair Housing with associated recommendations,and to develop an Equitable Poverty Prevention Plan. Both of these processes involved significant community engagement and the recommendations were formed based on a combination of that engagement and best practices across the country in addressing the barriers identified. All of this has influenced the final segment of this year's report: a zo�s-�o�3 equity plan that contains several cross-departmental recommendations. These recommendations are premised in both the disproportionate impact that the global pandemic has had on communities of color,the increasing public support for addressing racial inequities, and the recommendations flowing from the Analysis of Impediments and the Equitable Poverty Prevention Plan. While Human Rights staff time will focus on several of the most significant of the projects included in the plan, departments will be encouraged to continue work on their individual department plans and report on that progress at the end of zozi as well. 3 � • ` ' • ' ` � � . � . . � � . . . � . • : CITY COUNCIL �035 VISION STATEMENT Dubuque zo35 is a sustainab(e and resi(ient city, an inc(usive and ' ' ' ' " ' ' ' ' ' � equitab(e community where ALL are ' ' ' ' � � ' ' ' � ' " " � ' ' we(come. Dubuque zo35 has ' ' ' ' ' � ' ' ' ' � ' " � " � preserved our Masterpiece on the ' ' �' " � ' ' ' � ' ' Mississippi, has a strong diverse "'� ' ' � ' ' � � " ' ' economy and expanding connectivity. '� � " � ' ' �' �' � ' �' � ' Our residents experience hea(thy '� ' � ' ' ' ' � ' (iving and active(ifesty(es have ' ' " � ' ' � choices of qua(ity, affordab(e, (ivab(e neighborhoods have an abundance of diverse,fun things to do;and are successfu((y and active(y engaged in the community. CITY MISSION STATEMENT Dubuque citygovernment is progressive and financia((ysound with residents receiving value for their tax do((ars and achieving goa(s through partnerships. Dubuque citygovernment's mission is to de(iver exce((ent municipa(services that support urban(iving;contribute to an equitab(e,sustainab(e city;p(an for the community's future;and faci(itate access to critica(human services. The City of Dubuque is dedicated to a viable, livable, and equitable community, and City staff play a key role in contributing towards community sustainability.City staff is committed to: • Service:We are responsive • People:We care • Integrity:We are honest • Responsibility:We are accountable • Innovation:We look for a better way This report describes City staff's efforts during zozo to advance inclusive and equitable service delivery and to contribute towards the creation of a more inclusive and equitable community where life outcomes can no longer be predicted based on the circumstances of one's birth. 4 A NOTE ABOUT DIVERSITY, EQUITY, AND INCLUSION There is a lot of talk these days about diversity, equity and inclusion and an equal amount of disagreement about what these terms mean. � � �' ' � Reduced to its simplest form, and in the words �' ' �� ' � ' '� �� '� � � of Tonya Allen with the Skillman Foundation: � '� � diversity is when we count people, inclusion is when people count, and equity is when we can � � � � � � � � � no longer use circumstances of birth to predict . . . . life outcomes. This report includes efforts in all , , . , , „ , , , of these areas. . ,. . , , , , , , , The work to be inclusive and advance equity is � � � � � �� � life-long work that requires a focus on .,, , , , . . „. , individual growth and development along with , . , ,. , . a focus on co-creating new ways of operating . ,. . , , ., . , that bring us closerto more equitable ,,, , , outcomes. This report is a report of an ongoing and ever-changingjourney. CITY COUNCIL GOALS & POPULATION LEVEL INDICATORS Each City Council goal has a relationship to one of the major quality of life areas that are commonly considered when discussing structural racial inequities. In addition, national best practices associate specific population level indicators with these various quality of life areas. Clarity on the indicators helps to guide the types of strategies that might reduce inequities. The chart below summarizes these relationships: Council Goal Community Equity Area Associated Equity Indicator(s) (all disaggregated by race) Robust Local Economy Economic Wellbeing Median Household Income Employment/Unemployment Rate Vibrant Community Criminal Justice Youth Arrest or Conviction Rate Adult Arrest or Conviction Rate Livable Neighborhoods Housing Home Ownership Housin Cost Burden Vibrant Community Health Obesity Rate Infant Mortality Life Expectancy 5 Partnerships Education Pre-k readiness, grade level achievement, high school graduation, college/career certificate completion Leadership& Representation Community support and engagement in equity activities Diverse Arts, Culture, Arts, Culture& Recreation Access to Parks and Recreational Parks, and Recreation Opportunities Culturally appropriate or socially aware pro rammin Connected Community Transportation Access& Proximityto Foundational Community Assets Current demographic data forthe City of Dubuque is available at www.dbqdatawall<.com, as is data on arrest rates, grade level achievement, and housing problems including cost burden. Efforts continue to make the data surrounding these indicators publicly available through the City of Dubuque's data portal at www.opendata.cityofdubuque.or�. In general, like the rest of the nation,the City of Dubuque experiences disparities based on race in the majority of these areas. Important to referencing these indicators is the shared understanding that no one sector, institution, or individual can directly and sustainability change these indicators. Rather, efforts must be collaborative and cross-sectoral in nature. Neither is any single sector, institution, or individual exempt from contributing if we are going to be successful. The four goal areas for our work inside the City organization recognize that efforts at the individual, institutional and cross-sectoral levels are valuable, with various individuals and departments contributing in different ways. ORGANIZATIONAL GOALS Interventions at the individual, institutional, and structural levels can help us advance equity. • Individual interventions include educational opportunities to develop self-awareness regarding cultural identity, and an understanding of the interconnectedness between people and context. • Institutional interventions include practices and procedures that are effective in fostering inclusive participation and contributions from a variety of people from different backgrounds. • Structural interventions include collaboration across sectors to remove barriers and advance policies that create a more equitable culture. To advance equity in these areas,the City has established a set of four organizational goals. Using an intercultural communication approach and skills, Human Rights Department staff inembers assist each department in identifying the interventions that would be most appropriate for its equity plan in one or more of four goal areas. The first three of these goals involve working at the individual and institutional levels within City government,while the final goal involves external partnerships across sectors to begin to address structural issues. Given the degree of disproportionality residents of color continue to experience in major quality of life indicators,the current objectives under each goal area are focused specifically on racial equity. 6 GOAL 1: ADVANCE EQUITY THROUGH WORKFORCE RECRUITMENT AND RETENTION EFFORTS In orderto insure an equitable and inclusive work environment, it is important for staffto be examining data around the following questions: • Who has the necessary skills forthejobs we have available? • Who applies forthosejobs and how are they learning about the application process and openings? • What are the civil service trends in departments using civil service exams? • Who is and is not getting hired forthejobs? • Who is and is not receiving development opportunities? • Who is and is not receiving promotions? • Who is leaving the organization and why? • What steps will we take,within our sphere of influence,to address what we discover? HIGHLIGHTS OF DEPARTMENT LEVEL ACCOMPLISHMENTS RELATED TO GOAL #1 Each department contributes towards turning the curve on organization workforce equity trends through their department level equity plans related to staff development, recruitment,and retention within the department. .......................................................................................................................................................................................................................... STAFF KNOWLEDGE In orderfor staff to play an active role in advancing equity, it is important to consider and address the level of staff understanding around some key concepts. For example: • To what extent do staff members understand individua(imp(icit racia(bias and ways to interrupt their own bias? • Does staff understand the importance of eva(uating unintended consequences and making adjustments to improve outcomes? • To what degree do staff share an understanding of racia(equity and the historica((y discriminatory po(icies and procedures that continue to impact peop(e today? This year, staff participated in numerous learning activities related to racial equity. • COVID-i9 prevented our annual four-day workshop. As a substitute,we encouraged City staff to participate in virtual opportunities offered • " • "' " ' ' through other entities. ' '" " " ' ' ' ' ' • Sixteen City staff members read the book How " " " ' ' " '" "' to be an Anti-Racist by Ibram Kendi while �. � �� participating in the four-week online course Hard Conversations: Whiteness, Race, and Social Justice. • Sixty-three City staff inembers attended the virtual Race in the Heartland conference. 7 • Eighty-three staff inembers completed the virtual zs-Day Equity Challenge as part of the City's Fall Wellness Challenge. • All City staff from Planning, Human Rights, Police, Housing, and the City Manager's office completed a workshop that included a presentation on implicit bias, a presentation on redlining, and an hour-long poverty simulation activity. "" ' ' " ' • Five City staff completed foundational racial " '" ' ' ' ' ' "" equitytraining offered virtuallythrough the ' ' ' " ' ' " ' '" Government Alliance on Race and Equity .. . .. (GARE), and a variety of staff attended or viewed GARE meetings and webinars on racial equitytopics. • Staff in the City Manager's office completed virtual training and practice on bias interruption and how to respond to residents using"code,"rude phrases,tones, micro-aggressions, or overtly racist speech. • Library staff completed training on Trauma Informed Care and training on serving homeless populations. • Budget and Finance Department staff created and implemented a training session on budgeting ' ' ' ' "' for equity,while Human Rights staff hosted office ' ' ' ' ' ' ' ' hours on Fridays during the budget submission ' ' ' '" " ' ' ' process to assist staff in answering the equity ' ' ' questions associated with Capital and Operating "' " " '" ' ' ' ' improvement packages. • Human Rights staff presented "Culture �.�. Creator"segments on a variety of racial equity topics as part of weekly all-employee calls. .......................................................................................................................................................................................................................... STAFF SKILLS AND TOOLS In orderfor staff to be proficient in applying a racial equity lens to their work,they need to have the skills and tools to do this well, along with the support of other internal facing departments. For example: • Are staff members bui(dinq equitab(e and inc(usive re(ationships with communities of co(or so that they may engage in effective ways? • Do staff members have the too(s to active(y ana(yze data disaggregated by race to determine who is and is not benefitting from current ways of operating? • Are staff members able to recognize biases inherent in commonly accepted narratives and expand the narrative to indude additional ways of seeing the world? 8 This year, internal facing departments continued to provide equity-related tools to support staff across the institution. Most notably,the Public Information Office, Media Services, and GIS provided several helpful tools. • They developed an equity plan focused on assisting departments with inclusive language and imagery while improve accessibility, distribution, and transparency. • The developed a set of Communication Equity Guidelines along with the Communication Team. These tools,when applied by staff throughout the organization, have the potential to advance racial and economic equity by improving access and understanding of City information, programs, and services. • They assisted in developing the City of Dubuque Budgeting Web Map,which identifies CDBG, Urban Renewal, and Urban Revitalization districts and includes census tract and demographic data. The map is a key tool in helping departments examine who is benefitting and or not benefitting from budget decisions that impact various areas. • They replicated a Dubuque redlining map and developed comparison maps for use in Fair Housing training. The maps provided a visual of the long-lasting impacts of systemic racism and classism in our community.GIS staff continue to assist in developing an online story map to address the history and current status of racial and economic inequities. • Media services continues to live stream all City Council meetings through facebook, and nearly all videos produced now include closed captioning. This is more inclusive forthe deaf and hard of hearing population,thought it can also assist English language learners with comprehension and retention. .......................................................................................................................................................................................................................... ADJUSTMENTS IN RECRUITMENT PRACTICES • A consistent recruitment structure has been developed and implemented, an Employee Handbook created, and a full review and revision of pre-employment processes undertaken consistent with equity best practices, including elimination of credit checks on prospective employees. • Unnecessarily including positions in civil service, which requires written tests,was determined to be a barrierto a qualified and diverse applicant pool. Positions have been re-evaluated in accord with current legal standards,with several positions removed from the civil service testing requirements. • The Fire Department is including women and people of color on their interview panels. • The Police Department's Community Resource Officerfeeder program continues to reap results, with 63%of the CROs, most of whom are women and/or people of color, going on to be hired by the department. • National data and feedback from applicants who have declined positions indicate that low-income communities and communities of color are less likely to engage in AmeriCorps service due to low living allowances equivalent to minimum wage. This removes from our pool many applicants with the lived experiences that are valuable to a successful program. Consequently,we have increased the living allowance to an amount equivalent to �9.6o an hour. 9 .......................................................................................................................................................................................................................... ADJUSTMENTS IN RETENTION PRACTICES • Based on a model in the Police Department, Human Resources developed and implemented a peer support program. Peer counselors reached out to all staff following the murder of George Floyd to provide support, recognizing the racial trauma that the incident was likely to activate in employees. GOAL z: ADVANCE EQUITY THROUGH GRANT, CONTRACT, AND PURCHASED SERVICES AGREEMENTS Each year,the City of Dubuque budgets nearly�3,000,00o to be paid to a variety of grant, contract, and purchased services partners focused on economic development, housing, health, and social and human services. The budgeted amount also includes funds allocated for Arts&Culture, Neighborhood, Community Development Block Grant and Sustainability grant programs. In orderfor our grant and contract partners to be proficient in helping us to advance equity and inclusion in our community, it is important to have conversations with our partners around the following: • What is the level of partners'understanding of implicit bias, historical discrimination, unintended consequences, and racial equity? • Which of our partners have racial equity plans? • Who is contributing towards the City's racial equity goals and how are they measuring and reporting their contribution? It also is important to know: • Who does and does not apply for City funding opportunities and how do they become aware of the process for applying? • Who does and does not receive Cityfunding? • Who is and is not situated to be competitive for Cityfunding opportunities? HIGHLIGHTS OF ACCOMPLISHMENTS RELATED TO GOAL � Partners receiving funding reported the following changes in policy/practice designed to remove barriers and/or improve awareness, access, or participation during FYzo: • Arts& Culture: o so of 1g Arts& Culture organizations receiving FY�1 Operating Support Grantees, representing 79.1%of the total funding awarded for FYzs, provided information on their equity activities. Of these so organizations, g drafted and released solidarity/equity commitment statements this year; 8 were adopted bytheir boards.Those statements are available via websites&social media channels, and have been published to members/ listservs via email newsletters. In addition, 9 regularly participate in weekly Arts& Culture virtual check-ins held by the Office of Arts and Cultural Affairs;topics of the weekly check- ins alternate between COVID-19 impacts and equity/social justice work in the arts. so 0 14 of the 1g FY�1 Arts Operating Support grantees operate within or offertheir primary programming in CDBG target areas. o In April/May zozo, Bell TowerTheater reviewed and adjusted all staff and board policies using an equity lens. o Dubuque County Historical Society has developed a io-employee Diversity, Equity, Accessibility, Inclusion working group tasked with developing an actionable strategy. o Several Arts organizations have set goals towards diversification of their boards; board recruitment is being attempted but difficult due to COVID-ig. o Although COVID-1g has limited access to programs, Arts organizations have pivoted to continue offerings and activities through virtual and streaming options creating hundreds of hours of creativity and inspirational content that is available online at no cost. • Employment: o Four Mounds expanded programming to serve adults with barriers to employment. o Fountain of Youth hosted a Wednesday night trauma group, brought community leaders togetherto meet with populations re-entering from incarceration,and shifted the Partners in Change program to phone and on-line in orderto continue during the pandemic. • Housing: o Community Solutions of Eastern lowa hired a translator and printed documents in Spanish to remove language barrier. • Education: o Four Oaks started "Stand Up,"a diversity and inclusion committee and committed to hiring a diversity and inclusion director. o Riverview Center hosts monthly diversity, equity and inclusion trainings and expanded their intake system. • Transportation: o Dubuque Dream Center provided transportation to all students to remove this participation barrier. o Riverview Center relocated to Elm Street for increased ease of access to services. Partners reported the following people served through their programs in FYzo: • Housing o Community Solutions of Eastern lowa served 66 White, i White Hispanic, ig Black/African American, z Black/African American and White, 3 Multi-Racial o Opening Doors served 5 White, i White Hispanic, 3 Black/African American, i Black/African American and White • Education: o Dubuque Dream Center served 3o white, 5 White Hispanic, z Black Hispanic, i5o Black/African American, and io Pacific Islanders o St. Mark Youth Enrichment served 56 White, z White Hispanic, i3 Black/African American, 8 Black/African American and White, i Black/African American and White and Hispanic, i Asian, 5 Multi-Racial o Four Oaks served 8 White and z Multi-Racial si 12 • Employment: o Four Mounds served 13 White, s Black/African American and White, s Multi-Racial o Fountain of Youth served 17 White,l4 Black/African American, s Asian o Dubuque Main Street contributed �7,8g6 in supporting a remodel of Fountain of Youth office space and �3,961 for a new entrance at Adobo's restaurant. • Miscellaneous: o Washington Tool Library served 19z White, 9 Black/African American, z Black/African American and White,3 American Indian,7 Asian, z Pacific Islander. o Riverview Center served 39 White, z White Hispanic,3 Black/African American, l American Indian, i Multi-Racial o Lutheran Services of lowa served iz White, z Black/African American, z Black/African American and White o Greater Dubuque Development Corporation,through DubuqueWorks, provided funding to the Dubuque Dream Center, Fountain of Youth, and the Race Forward Conference. Partners reported the following outcomes during FYzo(note that most partners are not yet disaggregating their data based on race): • Transportation: o DuRide provided 9,9oi rides to �99 disabled or elderly community members. GOAL 3: ADVANCE EQUITY THROUGH SERVICE DELIVERY AND COMMUNITY ENGAGEMENT In orderto ensure our services are being delivered in an equitable manner and the community is equitably engaged with government, it is important to consider and address: • Who is and is not accessing or using City services or programs and why? • Who is and is not better off as a result of programs and services we offer and why? • Who is experiencing barriers to accessing and/or using our programs and services and why? • Who might be experiencing language or cultural barriers to accessing and/or using our programs and services and why? • Are the ways in which we are operating programs or services creating barriers and are there alternative ways of operating? • What assumptions by staff or by community members may be preventing access and/or use of City services or programs? It is also important to considerthe ways in which we are conducting outreach and engaging with the public. • Who is and is not aware of our services and engagement opportunities and why? • Who does and does not participate and why? • Who applies to serve on our boards and commissions,who is appointed and why? • How do they know when positions on boards and commissions are available? • Who remains engaged with the City organization and who disengages? 13 HIGHLIGHTS OF DEPARTMENT LEVEL ACCOMPLISHMENTS RELATED TO GOAL 3 Each department plays a role in ensuring that their programs, services, and ways of doing business are equitably available to all residents in our community and to examine who is and is not benefitting from the services we provide. This requires engaging the communities most impacted in determining what adjustments, if any,are needed to improve equity in the availability/accessibility,affordability,and usage of City programs and services. To date, most adjustments are being made based on anecdotal evidence of best practices nationally ratherthan based upon the intentional application ofthe equity toolkit with localized data and community input. .......................................................................................................................................................................................................................... ADJUSTMENTS TO IMPROVE ACCESS TO CITY PROGRAMS AND SERVICES • The Budget Balancing Act budget simulation and Taxpayer Receipt are now available in Spanish and Marshallese. • The City runs a free background check for housing providers on prospective tenants. As part of this, the City had been providing arrest records in addition to conviction records. The Analysis of Impediments to Fair Housing found this likely to be interfering with fair housing, and guidance from the U.S. Department of Housing and Urban Development cautions against relying on arrest records in making rental decisions due to bias and disparities in arrests by race. At a cross-departmental training session, staff examined the documents that housing providers receive and most people— including police officers—were unable to read them correctly. Records staff reported the numbers of questions they received and how it raised concerns about misinterpretation of the information. As of October zozo,the City will no longer include arrest records in the background checks provided to housing providers. Taking additional steps toward analyzing the results of background checks for disparate impact is not planned at this time due to staff time and money that would be needed to develop a data collection system for housing providers. • The Library implemented a fine and fee forgiveness program with the following amounts forgiven by ward: Ward Forgiveness Total $75,014.93 1 $12,575.76 2 $15,607.50 � 3 $31,470.46 � 4 $30,137.02 Highest rates offorgiveness were in wards 3 and 4,which encompass the downtown core and have the highest rates of poverty and racial diversity. .......................................................................................................................................................................................................................... ADJUSTMENTS TO IMPROVE USAGE OF CITY PROGRAMS AND SERVICES • 30%of all library programs offered in the past yearfocused on inclusivity, defined as programs that feature various ethnicities, races, religious beliefs, sexual orientations, gender identities, and individual abilities. �4 .......................................................................................................................................................................................................................... ADJUSTMENTS TO IMPROVE EVALUATION OF PROGRAM/SERVICE IMPACTS ON EQUITY • Upon discovering that a single block had szo "quality of life"requests for service in a two-year period,the Housing Department looked more - ... . . . . . - .- . . closely at who was being negatively impacted. . . . . . . - They discovered the areas was 30%residents of - . .. ... . . . color. Ratherthan continue with traditional . . ..- . . - enforcement methods, eight members ofthe . -. Department's community engagement team spent a day in August�osg knocking on doors to engage - . .. ... �- .- with residents, assess needs, and gather input on solutions, picking up garbage in the neighborhood as they walked. In the year since that engagement, "quality of life"complaints in that block decreased to a total of�� complaints. There were also renovations and investments totaling nearly �300,00o in three of the properties where large percentages of the complaints were originating. • Creation of a heat map exposed that no Housing Choice Voucher holders are living in the Carver school district and only one is living in the Eisenhower district, highlighting the connection between housing and education.The Housing Department has envisioned several ways that mapping could assist with evaluating the equity impacts of their work. .......................................................................................................................................................................................................................... ACTIVITIES TO ENGAGE WITH RESIDENTS MOST IMPACTED BY INEQUITIES • The Economic Development Department adjusted the STEP UP partnership with Fountain of Youth, and also began building relationships with black business owners in Dubuque. • COVID-1g presented numerous challenges in emergency management, . . . . - .-- . . -. particularlywith respect . . . . . . - . . - . . . - . . . . , to reaching English . . , - . - , - - . - . , , .,- Language Learners. Staff , - , „ , , - , ,- - , , - - , , - , were aware that our - . . , ,- , . ,- -, -, , - ,. Marshallese community members have a high incidence of pre-existing conditions and often live multi-generationally in close quarters. Human Rights, Housing, Public Information, and Crescent Community Health Center worked closely with community leaders in the Marshallese community and the Incident Management Team to translate and share information, encourage testing, establish a quarantine shelter, and encourage infected community members to willingly relocate to that shelter. Unfortunately, disparities in this community still played out as we feared,though we likely saved some lives with our efforts. 15 • The Planning Service Department developed a process to invite and include Native American tribes and nations in the development of a Protection Plan forthe mounds at the Four �� � � � � � Mounds site. Input was collected from Tribal � � � � � � � � � Representatives from six different tribes and � � � � � � � � nations, significantly changing the design and � � � � � � � outcome ofthe physical plans forthe site helping ' ' ' ' ' ' ' " ' find solutions for both continued use and new ' " " ' protection. The group also helped define the need for development of an Inadvertent Discovery Plan and Guiding Principles for Education and Protection. • The City Council hosted a work session overtwo evenings in July entitled Black Lives Matter. Through this work session and follow-up conversations in August and September, community partners presented numerous requests for action around racial equity. These recommendations form the basis for many of the zozs Racial Equity Plan items at the end of this report. .......................................................................................................................................................................................................................... COMMUNITY ENGAGEMENT THROUGH BOARDS AND COMMISSIONS One of the primary ways that residents obtain a voice in City government is through serving on City Boards and Commissions. Ensuring that members are representative of the various constituencies across our community is crucial. Data is updated and made available on the City's Open Performance site at https://dubuque-performance.data.socrata.com/stat/�oals/�eqq-k�4s/�5vu-qt8a/�c�-ij6e. This year,the Clerk's office expanded the number of people receiving notification of Board and Commission openings, and also began to develop an exit interview survey to assist with determining where improvements might be made to better engage residents through their commission service. GOAL 4: ADVANCE EQUITY THROUGH COLLECTIVE IMPACT PARTNERSHIPS The City of Dubuque's Comprehensive Plan, Imagine Dubuque �037:A Call to Action, was adopted in �017 following broad community outreach that made extensive use of both traditional methods and technologyto expand public participation in planning. Imagine Dubuque produced overiz,5oo ideas from 6,00o people representing all sectors of Dubuque.Approximately�,000 or 33%elected to share demographic details. Participation was generally reflective of Dubuque's demographics in terms of gender, age, race and ethnicity. A commitment to equity is part of the plan's foundation. Collective Impact Partnerships are cross-sector efforts designed to address disparities in major quality of life areas. Current initiatives include the Campaign for Grade Level Reading, Re-Engage Dubuque, the Dubuque College Access Network, and Opportunity Dubuque. The My Brother's Keeper Network collaborates with these initiatives to insure continued disaggregation of data and a race explicit(not race exclusive)approach. The Mayor and City Council have specifically prioritized partnership with the Fountain of Youth,the Dubuque Dream Center, and the Four Mounds H.E.A.R.T. program. For our community to address systemic inequities, it is important to consider and address: 16 • What is the employment rate and median income for various populations in our community? • How are youth of various backgrounds doing in achieving at grade level in school? In graduating high school? In finding a career or attending college? • Which populations have the highest levels of housing cost burden? • How do home ownership rates vary across groups? • Who is and is not likely to find themselves involved in the criminal justice system, and what are the opportunities for second chances? • How do health outcomes, particularly for preventable diseases, differ amongst populations? How does this effect life expectancy? • Who is and is not benefitting from the various partnerships and efforts designed to expand access and opportunity? • Who is experiencing barriers to accessing and/or using community opportunities?Which barriers may be language or cultural barriers? • Are the ways in which we are operating creating barriers and are there alternative ways of operating? • What assumptions may be preventing access and/or use of community opportunities? KEYPARTNERS Overthe years, several efforts such as Opportunity Dubuque,the Campaign for Grade Level Reading, Re-Engage Dubuque, and the Dubuque College Access Network have collectively contributed towards advancing equity in education and employment. Similarly,the Pacific Islander Health Project has had an impact on advancing health equity with this population. Key partners in these efforts have included the Dubuque Community School District,the Dubuque Chamber of Commerce, Northeast lowa Community College, and several recipients of City funding including the Greater Dubuque Development Corporation, Dubuque Main Street,the Community Foundation of Greater Dubuque, Crescent Community Health Center, and several of our local non-profit organizations. The work of the Inclusive Dubuque Network also is worthy of inention, as that group includes representatives from every major sector in the community,from faith communities to private business to K-1z and higher education.The group is responsible for community education in the form of its Best Practices in Diversity, Equity,and Inclusion program. Inclusive Dubuque also is home to the Business Leader Equity Cohort,which includes executive representatives from American Trust, Dupaco Community Credit Union, Crescent Electric, Kendall Hunt Publishing, Conlon Construction,John Deere DubuqueWorks, Prudential Retirement,Alliant Energy, O'Connor and Thomas, Black Hills Energy, IBM, Medical Associates, Q-Casino, McGraw-Hill, Lime Rock Springs, Northeast lowa Community College, Dubuque Community School District,and Greater Dubuque Development Corporation. As primary leaders supporting diversity, equity, and inclusion efforts within their organizations,the cohort has been focused on deepening their knowledge of systemic challenges people in their organizations and the community face and has identified initial project for impacting both their own organizations and the broader business community. The engagement of local financial institutions,who are heavily represented on the True North Board of Directors, similarly is crucial to ensuring that families of color have access to the loans and capital 17 needed for home ownership,transportation, small business development, and ongoing education. Moreover, people need to be banked to build credit and avoid predatory lenders. Opportunities to further engage these institutions should be a priority in the coming year. EQUITABLE POVERTY PREVENTION PLAN This year,the Planning Services Department, along with a steering committee with representatives from various sectors,worked with a consultant to develop an Equitable Poverty Prevention Plan. This plan describes eight determinants of poverty and calls for a more coordinated community response to address those determinants. The results ofthis process, coupled with community partner suggestions ., � _ obtained through the Black Lives Matter work session and associated � � conversations,form the basis for the �� �:. . -.. - �o�s-�o�3 Equity Plan discussed . ` � ` below. At the time of this writing,the + �' � � final plan has not yet been presented to �� �� �V f' � Council for adoption. As part of the � process, however, Public Works, LLC presented draft recommendations for community and council feedback and a variety of those have been included in the �o�s-�3 equity plan. � � � • � • � � � • � . . Now that the majority of departments have been through a self-assessment process and are beginning to develop their equity plans, we will be shifting ourfocus to supporting efforts that normalize conversations around race and equity throughout the organization and that operationalize the application of an equity tool to specific programs, policies and practices. Common themes Human Rights Department staff identified when meeting with departments on their equity plans are: • differences in staff understanding and skills related to equity and inclusion, along with uncertainty regarding where staff/departments are operating developmentally along the intercultural development continuum; • uncertainty regarding how to check for implicit bias in individual behaviors and in institutional practices; • the need fortwo-way mentorship where people are learning from one another; • limited clarity and detail in equity plans, including a lack of specific goals,timelines, and responsibilities; • limited use of both qualitative and quantitative data to measure who is benefitting from our services,who is being burdened, and whether or not any adjustments we make are effective; 18 • failure to systematize effective equity actions(i.e., continuation is dependent on the interest and actions of a committed individual ratherthan part of how we do business); • a need for a shared set of equity data sources that relate to major cross-departmental services, have been strategically determined, are easily accessible, and are kept up to date. Our goal continues to be to work towards having a minimum of two staff in each department who are well-grounded in equity concepts and are working to apply an equity lens within the work of their department. Ideally, one person will be a facilitator who can bring activities to staff ineetings and provide ongoing, department relevant development for staff and a second person will be responsible fortracking progress on the department's equity plan. Given the hierarchical nature of our culture, it is also crucial that department managers have a clear vision they can articulate to their staff regarding the department's role in advancing equity. PROPOSED CITY OF DUBUQUE EQUITY PLAN FOR zozi-�o�3: The attached chart contains a proposed equity plan forthe organization for�o�s-zoz3. For each project, it identifies the community inequity it is designed to contribute toward addressing,the cross- departmental team members,the responsible department for reporting purposes, and whetherthere are any associated improvement packages in the FYzz budget. It contains space to add specific actions,timelines, and performance measures which will need to be determined by the relevant team members. While departments may continue with additional action items as laid out in their specific department level plans, it is proposed that these cross-departmental efforts be the primary focus of Human Rights stafftime overthe coming year. The Human Rights Department is proposing that departments report quarterly on their progress on each of the items in the plan, with a focus on the following questions: • What is the community indicatoryou are seeking to impact? • What is your equity analysis of this indicator? • Why does addressing this indicator matter? • Why is there racial disparity in this indicator? • What calls to action from Black Lives Matter or other community groups are linked to this indicator? • What will you do about it? Do your actions relate to other community initiatives that are currently underway to address this disparity? • How are you involving the community members most impacted? • How are you measuring the impact of the work you do? Once this proposed plan is approved, Human Rights staff will share it with relevant departments and lay out the expectations forfilling in the plan with details and timelines, along with requirements for reporting. It is also worth noting that there is related work that needs attention within our organization in orderfor us to be effective in measuring the impacts of our work. Actions underway that will improve ourabilityto report outcomes overtime include: • the work that is planned in Human Resources related to improved use of Neogov; 1g • efforts to populate the data in our open data portal and improved access to data in a usable format; • skill building around qualitative and quantitative data analysis, along with data • efforts to align department performance measures with the open performance portal, and • the work of the High Performing Government teams. THE IMPORTANCE OF A COLLECTIVE EFFORT As departments develop and implement equity plans and learn from communities most impacted, there is increasing recognition of the magnitude of the issues facing our communities and the importance of doing more. At the same time, departments are holding up what is going well and sharing those examples with other departments. Much remains to be done in terms of being able to show outcomes and evaluate efforts so that we are continually learning and improving in our work. There continues to be a need for all departments to be equally active. Ultimately, we are seeing some progress in what we acknowledge to be long-term, ongoing work. Across all departments and throughout the community we must continue to ask who else is and is not benefitting from all our organization and community have to offer and what might we address next. �o Organization Goal i:Advance Equity Through City Workforce Recruitment,Training,Tools, and Retention Strategy iA: Develop shared understanding and normalize conversations around race and equity among City employees and partners receiving City funds Responsible Departments: Human Rights, CMO, ED, Housing, Human Resources, Facilitation Team Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Education Reporting (disaggregated by Engagement race) Project DEI & ICC Workshops Human Rights #/%ofworkforce contributes ICC& Equity employee orientation:Apr and partner towards: and Nov�1 participants increased 32-hourworkshop: Novzi community Annual Equity Workshop: Oct zi #/%with improved leadership of understanding DE I, equity ICC concepts; #//o takin action activities GIS Story-Mappin Human Ri hts N/A Budgeting for Equity Budget/Finance #/%equity Score and identify priority FYzz items: projects funded i�/�o Review and make adjustments to Outcomes of process: 6/�1 projects funded Training: 8/zs Office hours: so/zs Score and identify priority FYz3 items: iz/zi Organization Goal i:Advance Equity Through City Workforce Recruitment,Trainin ,Tools, and Retention Strategy i6: Develop Intentional Network and Pipeline to City Employment Responsible Departments: En ineerin , Public Works,Water,WRRC, Fire, Human Resources, Human Ri hts Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Economic Reporting (disaggregated by Engagement Wellbeing race) Project Pilot Civic Infrastructure Track FYzz Human Rights #students Equity Job Black Lives Matter: contributes Identify racial equity issue: 6/�1 expressing career Training Intern Black Men towards Review data on outcomes by race: 6/�1 interest, by (Engineering); Coalition addressing: Develop plan with community/student demographics Youth Employment engagement:7/zi AmeriCorps Implement plan: 8/zi #students Rate Evaluate outcomes and adjust:iz/zi completing, by Program disparities Work Session update:i/zz demographics Employee (Engineering) Youth AmeriCorps Coordinator and Funding Package (Leisure Services) Evaluation Options for Organization Human wide plan—FY23 Resources z Or anization Goal 3:Advance Equity Through City Services and Community Engagement Strategy 3A: Support Development and Expansion of Minority and Women Owned Business Enterprises Responsible Departments: ED, Finance&Bud et, Human Ri hts, Le al Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Economic Reporting (disaggregated by Engagement Wellbein race) MBE support Project Human Rights TBD by project Minority Owned Black Lives Matter: contributes Identify racial equity issue: s/zs team Business NAACP; towards Review data on outcomes by race:i/zi Microloan Multicultural addressing: Develop plan with community Initiative Family Center Median engagement: 5/zi (Economic Income Implement plan: 6/zi-9/zi Development) disparities Work Session update:7/zi Evaluate outcomes and ad�ust:io/�i Vendors and Procurement Finance/Budget TBD by project Identify racial equity issue:TBD Review data on outcomes by race:TBD team Develop plan with community engagement:TBD • Work with Legal on minority impact analysis sheet and contract requirements • Work on service contract bid requirements(housing)that discourage small contractors Implement plan:TBD Evaluate outcomes and ad�ust:TBD 3 Organization Goal 3:Advance Equity Through City Services and Community En agement Strategy 36: Implement Zist Century Policing EfForts Responsible Departments: PD, Human Resource, CMO/Nei hborhood Development; Legal, Human Rights Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Criminal Reporting (disaggregated by Engagement Justice race) Project SRO Review Human Rights #of students Black Lives Matter: contributes Identify racial equity issues: z/zs diverted from Switching Places towards Review data on outcomes by race: z/zi criminal justice Foundation; addressing: Develop plan for committee system, by NAACP Youth arrest recommendations to include proposed demographics Equitable Poverty rate disparities committee members; current and Prevention Plan additional data, community engagement through parent/student focus groups, best practice models, timeline for developing recs:3/zi DCSD/Chief approval of plan:3/zi Implement plan and develop recommendations: 4/�i-6/�i Review recommendations with City Manager& Superintendent: 6/�i Establish metrics to track overtime: 5/�i-6/�i Share with BLM partners;Work Session update:7/�i Implement recommendations: 8/zi Evaluate outcomes and ad�ust: 5/�� Diversion Project Police #of individuals Community Equitable Poverty contributes Submit budget: s�/�o diverted from Diversion& Prevention Plan Iffunded: Design position: 5/�1 towards criminaljustice Prevention addressing: Design initial work plan: 5/zi system Coordinator Youth and Fill position:7/zi (Police) 4 adult Create working group with GO staff, conviction rate CEC, COPs, Neigh. Dev:7/zs disparities If not funded, regroup and revise: 4/�1 Firefighter Critical Incident Training (Brain Health):3/zs Use of Force and PEWS analysis Project Police TBD by Project Black Lives Matter: contributes PEWS and Use of Force data—include in Team NAACP towards annual report and review with DCPRC: addressing: 6�21 Equitable Poverty Youth and Prevention Plan adult arrest DCPRC Human Rights #/%of complaints Black Lives Matter: rate disparities Meet with NAACP on process:iz/�o resolved to NAACP Discuss Next Steps for Justice items satisfaction of with DCPRC, identify pros/cons: sz/zo parties, by Review best practices and compare with demographics pros/cons identified by DCPRC:3/zs o Address any legal limitations related to #//o of policies proposals: 4/zs reviewed, revised, Identify points of agreement and and approved by disagreement and make DCPRC recommendations to City Manager and Chair of NAACP: 6/zi Review PEWS and Use of Force data with DCPRC: 6/zl Work Session Update:7/zi Request DCPRC assistance/bias interruption related to"neighbor profilin "concerns: 6/�1 5 Or anization Goal 3:Advance Equity Through City Services and Community En agement Strategy 3C: Equitable Fine and Fee Reform Responsible Departments: Health, City Attorney, Human Ri hts, Police, Public Works, Finance/Bud et,Water, Fire Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Economic Reporting (disaggregated by Engagement Wellbein race) Project Civil Fines and Fees Pilot Human Rights TBD by project AmeriCorps contributes Submit legislative proposals: ss/zo team Community towards Submit budget items: ss/zo Outreach addressing: Community survey and focus groups: Coordinator median 3�21 (Leisure income Complete data gathering and analysis: Services) disparities 4/21 Identify racial equity issue/review data Consultant for on outcomes by race: 5/�i Equitable Fines& Identify potential pilot program and Fees Assessment policy changes:7/�i (Human Rights) Initiate pilot program: g/�i Implement work with consultant& ad�ust pro�ect iffunded: so/�1 Criminal Fines& Fees Police& City TBD by project Community Equitable Poverty Request data from State: ss/�o Attorney team Diversion& Prevention Plan Complete data gathering and analysis: Prevention 5/21 Coordinate with County attorney and Coordinator identify racial equity issue/review data (Police) on outcomes by race:7/zs Community survey&focus groups: so/zs Develop proposals and policy changes for bud et: ss/zi 6 Organization Goal 3:Advance Equity Through City Services and Community Engagement Strategy 3D: Advocate for State and Federal Legislative Priorities to Advance Racial Equity Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Multiple Reporting (disaggregated by Engagement race) Project State: decriminalize marijuana; City Manager's Success rate Black Lives Matter: contributes mandatory minimum reform: lz/zo Office(Metro NAACP towards Federal: mandatory minimum reform; Coalition; IA Analysis of addressing: ex-offender re-entry support: iz/zo League of Impediments Youth/adult Cities) arrest and conviction rate disparities Project State: predatory mobile home parks; Black Lives Matter: contributes 501 pre-emption: sz/�o Friends of Fair towards Federal:fully fund HCV:iz/zo Housing addressing: housing cost Analysis of burden Impediments disparities Project State: adequate funding for ed; Black Lives Matter: contributes substitute teaching requirements: s�/�o NAACP towards Federal: public school funding i�/�o addressing: Grade Level Achievement; HS Graduation; post HS 7 completion disparities Project State: Funding for 14-�4 y.o. Black Lives Matter: contributes employment;funding for small bus. Black Men towards dev.: sz/�o Coalition addressing: Federal: Increase federal minimum Analysis of Median Wage; expand earned income tax Impediments income credits: sz/zo disparities Project State: minority impact statements: Black Lives Matter contributes sz/zo follow-up towards Federal: letter re: D,E,I EO submitted; conversations addressing: reauthorize voting rights act; address representation public charge rule: sz/zo disparities and discrimination 8 Or anization Goal 3:Advance Equity Through City Services and Community En agement Strategy 3E: Mitigate the racially disparate impact of the pandemic Responsible Departments: Health, Human Ri hts, Fire, Police, En ineerin , Library, Information Services, CE Team Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Multiple Reporting (disaggregated by Engagement race) Project Vaccination Plan with traditionally Human Rights #/%vaccinated, by contributes marginalized populations demographics towards Identify racial equity issue: s/zi addressing: Develop plan with community Life engagement:i/zi expectancy Implement plan: z/zi-5/zi disparities Review data on vaccinations by race: 6/zi Work session:7/�i EMS Care Fire TBD by project Identify racial equity issue: �/�1 Review data on outcomes by race: �/�i team Develop plan with community engagement: 4/zs Implement plan: 6/zs Evaluate outcomes and ad�ust:iz/zi Project Bee Branch Wi-Fi—Wi-Fi for census Information TBD by project Broadband Equitable Poverty contributes tracts i and 5 Services team Acceleration and Prevention Plan toward: Grade Identify racial equity issue: �/�1 Universal Access level Review data on outcomes by race: �/�i CIP achievement Develop plan with community engagement: 4/zs (Engineering); disparities Neighborhood Implement plan: 6/zs Evaluate outcomes and adjust:iz/zi Broadband CIP (Housin ) 9 Or anization Goal 3:Advance Equity Through City Services and Community Engagement Strategy 3F: Increase Engagement of communities of color and Immigrant and Refugee Communities with Government Responsible Departments: PIO, Human Ri hts, City Clerk, Finance/Bud et, Plannin , Leisure Services Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Representation Reporting (disaggregated by Engagement race) Project Language Access Plan Human Rights TBD by project Analysis of contributes Identify racial equity issue:7/zi team Impediments towards Review data on outcomes by race: 8/zi addressing: Develop plan with community engagement engagement: 8/zi disparities with Implement plan: so/�1-4/�� government Board &Commission Recruitment and Clerk's Office #/% Retention Identify racial equity issue: �/�1 representation on Review data on outcomes by race: 8/�i Boards& Develop plan with community Commissions, by engagement: 1/�� demographics Implement plan: 4/�� #/%Boards& Evaluate outcomes and adjust:iz/z3 Commissions taking equity actions Low-Mod park improvements Leisure Services Access to parks, FYzz CDBG 5- Identify racial equity issue: ongoing programs, and year CIP program Review data on outcomes by race: services by census annually tract Develop plan with community demographics engagement: annually Evaluate outcomes and adjust: ongoing so Organization Goal 3:Advance Equity Through City Services and Community Engagement Strategy 3G: Develop Public Awareness of Racial Equity and Increase Culturally Relevant Programming Responsible Departments: Leisure Services, MFC, Human Ri hts, Library Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination & Measures Budget Items with Community Education Reporting (disaggregated by Engagement race) Project Best Practices with Inclusive Human Rights #of participants contributes Dubuque:TBD towards: #/%with improved increased REAL Talk with Fountain of Youth: understanding DEI, community 11/zo—i/zi ICC concepts; #/% leadership of takin action equity Racial Equity Education Plan Human Rights #of participants Racial Equity Equitable Poverty activities TBD: Contingent on funding; include #/%with improved Education Plan Prevention Plan 3o-day Dubuque Equity Challenge; understanding DEI, (Human Rights) book discussions ICC concepts; #/% takin action Implementation of Equitable Poverty Human Rights TBD by Project Equity Metrics Equitable Poverty Prevention Plan in Collaboration with with Office of Team (Human Rights) Prevention Plan, Inclusive Dubuque Equity Profile Shared Update Prosperity, Office Shared Analysis of CFGD/Inclusive Prosperity(OSP) Impediments TBD: Contingent on funding and data analyst CFGD/Inclusive Dubuque Equity Profile Dubuque (CMO) Black Lives Matter: Process Black Men OSP office build Coalition, Friends out CIP(CMO) of Fair Housing OSP administrative assistant(CMO) Consultant support through si Public Works LLC(CMO) Project LS Recreation Needs Assessment Leisure Services #/%increase in Recreation contributes Contingent on funding minority Needs towards Identify Racial Inequities: Fall zi persons/organization Assessment CIP increased Launch RFP: sz/zs participation in (Leisure culturally Hire consultant: 4/zz programs and Services) relevant Community Engagement: Summer zz services programming Review engagement feedback by race: fall zz Develop plan winter zz/z3 Implement plan:7/�3 Evaluate outcomes and adjust: annually Scholarship program Identif racial e uit issue: on oin #/%Minority y q y� 9 9 Current& FYzz Review data on outcomes by race: Applications p eratin P 9 annually #/%Redeemed for Budget($z5,000 Evaluate outcomes and adjust: program types annually) annually Project STEP and STEP-UP Leisure Services #/%increase in contributes Identify racial equity issue: z/zi minority toward Review data on outcomes by race: z/zi participation in addressing Develop plan with community programs and educational engagement:4/zi cultural events achievement Implement plan: 6/zi disparities Evaluate outcomes and ad�ust: so/�1 School ID as Library Card with DCSD Library TBD by project team Identify racial equity issue:TBD Review data on outcomes by race:TBD Develop& implement plan with community enga ement:TBD 1z Evaluate outcomes and ad�ust:TBD Organization Goal 3:Advance Equity Through City Services and Community En agement Strategy 3H: Expand Access to Safe, Affordable Housing, including homeownership Responsible Departments: Housing, City Attorney Community Key Actions&Timeline Project Performance Related FY�� Origination: Plan Equity Area: Coordination Measures Budget Items with Community Housing & Reporting (disaggregated by Engagement race) Project HCV Acceptance Housing TBD by project Analysis of contributes Review data for racial equity impact: 6/zs Department team Impediments towards Develop plan with community addressing: engagement: 6/zs Housing cost Implement plan:7/zs-z/zz burden Evaluate results: 4/�� disparities Testing program City Attorney TBD by project Fair Housing Analysis of Identify racial equity issue: s/�1 team Testing Training Impediments Review data on outcomes by race:i/zi Program Develop plan with community (Housing) engagement: 6/�i Implement plan: g/�1-1�/�1 Low Income Tax Credit Housing Projects Housing TBD by project Analysis of Identify racial equity issue: s/�1 Department team Impediments Review data on outcomes by race:i/zi Develop plan with community engagement: s/zs Implement plan: �/�1-5/�1 Project Credit repair program Housing TBD by project Credit Repair contributes Identify racial equity issue Department team Program CIP towards Review data on outcomes by race (Housing) 13 addressing: Develop plan with community Home engagement ownership Implement plan disparities Evaluate and ad�ust �4 City of Dubuque . onomic ellbein �-�\ using ti Community Sp alt Eq u ity Areas Arts & rimin Culture ustice t Educa- tion w • Racial inequities deep and pervasive • Racial anxiety on the rise — race is often an , , elephant in the room Lead i ng with Race ' Learning an institutional and structural approach can be used with other areas of marginalization • Specificity matters Advance E uit Throu h . . . a y g Workforce Grants, Contracts, Recruitment & '� & Purchased Retention Services City Services and o o I I iv I m om m u n it o Co ect e pact C y �n� Eff r En a ement o ts g g � 2020 Ma 'orAccom lishments J p � Skills: Racial Equity Learning Opportunities � Tools: Budgeting Web map, training, equity rankings � Recruitment: Community Resource Officer feeder program; standardized recruitment process � Retention: Peer Support Program; Dialogue Sessions � Partners: Increasing training and goals around D,E,I � Services: Only conviction records for background checks � Community Engagement: Decreased quality of life complaints; Tribal leadership in Four Mounds education & protection plan ■ Pandemic: COFA migrants, shelter � BLM Work Session, Equitable Poverty Prevention Plan EPPP AI BLM . � � . - Equity Budget Areas & 1 1 Items Goals . • . Key . . P ro�e cts Act�ons • � i � � � ' � � � � • Identify Fines and Fees that may be " High Pain " for families and individuals Identify opportu n ities for � reform � i � �,� Cross Departmental '�► Addressing Capacity � Collaboration with School district ��� 2023 goal pilot for pipeline for recruitment organization wide. Su ort for Minorit Owned Businesses pp Y . Civic . M � croloan Tool k�t Lead e rs ■ ues � ons