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Multicultural Family Center Fiscal Year 2024 Budget PresentationCopyrighted March 8, 2023 City of Dubuque Special Meeting Public Hearings # 02. IT E M T I T L E:Multicultural Family Center Fiscal Year 2024 B udget Presentation S UM M ARY: S UG G E S T E D D I S P O S I T I O N: AT TAC H ME N TS: Description Type Policy Budget Book Supporting Documentation Presentation_Uploaded 3.8.23 Supporting Documentation Public I nput_Uploaded 3.8.23 Supporting Documentation Multicultural Family Center -67- This page intentionally left blank. -68- MULTICULTURAL FAMILY CENTER Budget Highlights FY 2022 Actual FY 2023 Budget FY 2024 Requested % Change From FY 2023 Budget Expenses Employee Expense 220,452 367,095 447,406 21.9 % Supplies and Services 14,458 39,322 51,761 31.6 % Equipment 1,370 — 1,400 0.0 % Custodial 61,459 100,430 70,756 -29.5 % Utilities 26,187 62,215 62,215 0.0 % Property Insurance/Maintenance 26,020 80,512 76,509 -5.0 % Total Expenses 349,946 649,574 710,047 9.3 % Resources Contribution from Board of Directors 5,106 — — 0.0 % Miscellaneous Revenue — 7,341 7,400 0.8 % Total Resources 5,106 7,341 7,400 0.8 % Property Tax Support 344,840 642,233 702,647 60,414 Percent Increase (Decrease) 9.4 % Personnel - Authorized FTE 5.05 5.05 5.49 Improvement Package Summary 1 of 1 This improvement level request is for the addition of 910 hours of site supervision (temp/seasonal) to the Multicultural Family Center by Site Supervisors. With the opening of the Multicultural Family Center, the need for site supervision to assist patrons from the hours of 8:45 am-12:15 pm on Monday through Friday will allow for technical assistance to the computer lab during these hours, setup for morning events and activities, and adds an additional site supervisor to bring the total to 3, so if one opening exists, 2 could cover the hours of the center until hiring happens. This meets the City Council goal of Financially Responsible, High Performance City Organization: Sustainable, Equitable, and Effective Service Delivery. Related Cost:$ 21,183 Tax Funds Recurring Recommend - Yes Net Cost:$ 21,183 Property Tax Impact:$ 0.0083 0.08% Activity: Administration Significant Line Items Employee Expense 1.FY 2024 employee expense reflects a 5.00% wage package increase. 2.The Iowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged from FY 2023. The employee contribution of 6.29% is unchanged from FY 2023. 3.The City portion of health insurance is unchanged from $1,119 in FY 2023 to $1,119 in FY 2024 per month, per contract, which results in an annual cost unchanged. -69- Supplies & Services 4.Utilities Expense is unchanged from $62,215 in FY 2023 to $62,215 in FY 2024 based on FY 2023 budget. This is further broken down by electricity expense ($45,000), gas expense ($16,500), and stormwater expense ($715). 5.Property Insurance and Maintenance decreased from $80,512 in FY 2023 to $76,509 in FY 2024 based on FY 2022 actual of $26,020 plus an increase due to building expansion, additional operating service level requirements, preventative maintenance, and hosting large events on- site. This line item budget includes property maintenance ($28,000), janitorial supplies ($6,200), fire suppression ($5,813), HVAC maintenance ($5,600), machine/equipment maintenance ($15,000), equipment maintenance contracts ($2,361), building construction contract expense ($8,000), and property insurance ($5,535). 6.Payment to Other Agency increased from $7,725 in FY 2023 to $10,000 in FY 2024. This provides for the match for AmeriCorps members placed at the Multicultural Family Center. Half- time members were replaced with full-time members due to recruitment challenges. 7.Technology Equipment Maintenance increased from $2,890 in FY 2023 to $7,000 in FY 2024 based upon a maintenance contract for AV and sound equipment and systems in the expanded Multicultural Family Center building. The first year it was covered under warranty, thus the $0. This amount is the full maintenance contract now that it is outside the warranty period. 8.Meetings and Conferences is unchanged from $8,000 in FY 2023 to $8,000 FY 2024. This provides for training for 3 full-time Multicultural Family Center staff. Revenue 9.General Reimbursement Revenue ($0) previously included contributions from the Multicultural Family Center Board of Directors for the STEP Coordinator in the amount of $9,002 and Teen Coordinator in the amount of $15,000, decreased due to an approved FY 23 improvement package. 10.Meeting Room Fees are increased from $7,341 in FY 2023 to $7,400 in FY 2024. -70- LEISURE SERVICES RECREATION DIVISION Multicultural Family Center (MFC) FY 2022 FY 2023 FY 2024 Full-Time Equivalent 5.05 5.05 5.49 Mission & Services Our mission is to empower all families and community members of Dubuque to reach their potential and build unity through diversity, equity and inclusion. The Center serves as an inviting and inclusive place to stimulate connections and foster intercultural engagement. With the expansion to the MFC's physical space, the center will emphasize serving teen-aged populations in quality out-of-school enrichment programming that includes life skill development, social and emotional learning and post secondary career exploration training. Multicultural Family Center Funding Summary 10034600 FY 2022 Actual FY 2023 Budget FY 2024 Recomm'd Expenditures $236,280 $406,417 $500,567 Resources $5,106 $7,341 $7,400 Multicultural Family Center Position Summary FY 2024 Multicultural Family Center Director 1.00 Multicultural Family Center Asst. Director 1.00 Site Supervisor 1.66 Recreation Field Supervisor - Seasonal 0.35 Receptionist 0.48 Teen Coordinator 1.00 Total FT Equivalent Employees 5.49 Performance Measures City Council Goal: Diverse Arts, Culture, Parks, and Recreation Performance Measure (KPI)Target CY 2021 Actual CY 2022 Actual CY 2023 Estimated Performance Indicator 1 Activity Objective: Showcase Dubuque's diversity through celebrations of culturally-significant days and programs featuring education, music, art, dance, and food. # of cultural events (# of participants)2500 8 (1560)36 (4,674)43 (5000) City Council Goal: Robust Local Economy 2 Activity Objective: Engage teens in the community in the Summer Teen Empowerment Program to improve skills in employment, leadership, communication and financial literacy. 85% of teen participants in our STEP Summer Program will earn a high school credit; course title "Workforce Readiness" 85%94% (33 out of 35)0%*85% 85% of participating teens will increase their understanding of how to manage their bank account and earn the savings match. 85%83% (29 out of 35) 88% (38 out of 43)85% *Participant evaluation is being completed January 2023 by Dubuque Community School District. -71- Recommended Operating Revenue Budget - Department Total 29 - MULTICULTURAL FAMILY CENTER Fund/Account/Account Title FY21 Actual Revenue FY22 Actual Revenue FY23 Adopted Budget FY24 Recomm'd Budget 100 - General 4A - Charges for Services 45450 - Meeting Room Fee 0 0 (7,341) (7,400) 47100 - Reimbursements (6,430) (5,106) 0 0 47500 - Merchandise Sales 0 0 0 0 47511 - Food 0 0 0 0 47513 - Beverage/Ice 0 0 0 0 4A - Charges for Services Total (6,430) (5,106) (7,341) (7,400) MULTICULTURAL FAMILY CENTER - Total (6,430) (5,106) (7,341) (7,400) -72- 100 - General 60100 - Salaries-Regular Full Time 135,212 73,843 197,909 210,916 60200 - Salaries - Regular Part Time 40,855 65,718 65,410 102,074 60300 - Hourly Wages - Temp/Seasonal 6,230 8,366 14,105 32,844 60400 - Overtime 0 2,022 0 0 60640 - Special Pay - Vacation Payout 0 5,871 0 0 60730 - Spec Pay - Safety Equipment 0 0 0 0 60760 - Spec Pay - Moving Allowance 0 0 0 0 6A - Salaries & Wages Total 182,297 155,819 277,424 345,834 6B - Employee Benefits 100 - General 61100 - FICA - City Contribution 13,221 11,591 21,223 26,458 61300 - IPERS - City Contribution 16,621 13,343 27,494 34,186 61510 - Health Insurance 24,592 39,096 40,284 40,269 61540 - Life Insurance 129 53 138 138 61600 - Workers' Compensation 639 406 532 521 61700 - Unemployment Compensation 0 0 0 0 61992 - Physicals 0 144 0 0 6B - Employee Benefits Total 55,202 64,633 89,671 101,572 6C - Staff Development 100 - General 62100 - Association Dues 120 0 125 125 62325 - Mileage 428 191 1,700 1,700 62400 - Meetings & Conferences 0 1,888 8,000 8,000 62500 - Education Reimbursement 716 752 3,120 3,515 6C - Staff Development Total 1,264 2,831 12,945 13,340 6D - Repari/Maint/Util 100 - General 63730 - Telecommunications 1,313 864 1,872 2,030 6D - Repari/Maint/Util Total 1,313 864 1,872 2,030 6E - Contractual Svcs 100 - General 64020 - Advertising 350 2,350 3,203 3,000 64130 - Payments to Other Agencies 0 0 7,725 10,000 64140 - Printing 0 500 0 0 64145 - Copying 156 406 156 400 64160 - Rental - Land/Bldgs/Parking 441 462 441 1,512 64185 - License/Permit/Fees 0 0 800 800 64190 - Technology Services 321 890 3,590 4,280 64191 - IT Recharges 0 0 0 3,699 64890 - Background Check 0 0 500 500 64980 - Technology Equip Maint Cont 2,429 2,429 2,890 7,000 6E - Contractual Svcs Total 3,697 7,037 19,305 31,191 6F - Commodities 100 - General Recommended Operating Expenditure Budget - Department Total 29 - MULTICULTURAL FAMILY CENTER Fund/Account/Account Title FY21 Actual Expense FY22 Actual Expense FY23 Adopted Budget FY 24 Recomm'd Budget 6A - Salaries & Wages -73- 65025 - Program Materials 232 2,860 3,200 3,200 65033 - Food Products 0 0 0 0 65036 - Beverage/Ice 0 0 0 0 65045 - Technology Equipment 90 1,370 0 1,400 65060 - Office Supplies 1,036 672 2,000 2,000 65925 - Uniform Purchase 0 0 0 0 65965 - Janitorial 0 194 0 0 6F - Commodities Total 1,359 5,096 5,200 6,600 6G - Capital Outlay 100 - General 67210 - Furniture/Fixtures 945 0 0 0 6G - Capital Outlay Total 945 0 0 0 MULTICULTURAL FAMILY CTR - Total 246,076 236,280 406,417 500,567 Recommended Operating Expenditure Budget - Department Total 29 - MULTICULTURAL FAMILY CENTER Fund/Account/Account Title FY21 Actual Expense FY22 Actual Expense FY23 Adopted Budget FY 24 Recomm'd Budget 6A - Salaries & Wages -74- Recommended Expenditure Budget Report by Activity & Funding Source 29 - MULTICULTURAL FAMILY CENTER Fund/Activity FY22 Actual Expense FY23 Adopted Budget FY24 Recomm'd Budget 2901 - Administration 100 - General 6A - Salaries & Wages 155,819 277,424 345,834 6B - Employee Benefits 64,633 89,671 101,572 6C - Staff Development 2,831 12,945 13,340 6D - Repari/Maint/Util 864 1,872 2,030 6E - Contractual Svcs 7,037 19,305 31,191 6F - Commodities 5,096 5,200 6,600 6G - Capital Outlay ——— 2901 - Administration Total 236,280 406,417 500,567 2999 - Pcard Clearing 100 - General 6F - Commodities ——— 2999 - Pcard Clearing Total ——— MULTICULTURAL FAMILY CENTER TOTAL 236,280 406,417 500,567 -75- 29 MULTI CULTURAL FAMILY CENTER DIVISION FY 2021 FY 2022 FY 2023 FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET 61010 Full Time Employee Expense 100 1310 GE-29 ASST DIR MULTICULTURAL FAMILY CTR 1.00 $62,148 1.00 $64,173 1.00 $67,124 100 GE-28 TEEN COORDINATOR 1.00 $44,641 1.00 $46,082 1.00 $56,462 100 3530 GE-35 DIR MULTICULTURAL FAMILY CENTER 1.00 $81,287 1.00 $87,654 1.00 $87,330 TOTAL FULL TIME EMPLOYEES 3.00 $188,076 3.00 $197,909 3.00 $210,916 61020 Part Time Employee Expense 100 NA-44 RECEPTIONIST 0.48 $18,462 0.48 $16,246 0.48 $17,772 100 3450 NA-25 RECREATION FIELD SUPERVISOR 1.22 $47,611 1.22 $49,164 0.00 $0 TOTAL PART TIME EMPLOYEES 1.70 $66,073 1.70 $65,410 2.14 $120,515 61030 Seasonal Employee Expense 100 3450 NA-25 RECREATION FIELD SUPERVISOR MFC 0.35 $13,659 0.35 $14,105 0.35 $14,753 TOTAL SEASONAL EMPLOYEES 0.35 $13,659 0.35 $14,105 0.35 $14,753 TOTAL MFC DIVISION 5.05 $267,808 5.05 $277,424 5.49 $346,184 -76- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY FY 2021 FY 2022 FY 2023 ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET Multicultural Family Center - FT 10034600 61010 100 1310 GE-29 ASST DIR MULTICULTURAL FAMILY CTR 1.00 62,148 1.00 64,173 1.00 67,124 10034600 61010 100 GE-28 TEEN COORDINATOR 1.00 44,641 1.00 46,082 1.00 56,462 10034600 61010 100 3530 GE-35 DIR MULTICULTURAL FAMILY CENTER 1.00 81,287 1.00 87,654 1.00 87,330 Total 3.00 $ 188,076 3.00 $ 197,909 3.00 $ 210,916 Multicultural Family Center - PT 10034600 61020 100 1310 GE-29 SITE SUPERVISOR — — — — 1.66 102,743 10034600 61020 100 NA-44 RECEPTIONIST 0.48 18,462 0.48 16,246 0.48 17,772 10034600 61020 100 3450 NA-25 RECREATION FIELD SUPERVISOR 1.22 47,611 1.22 49,164 — Total 1.70 $ 66,073 1.70 $ 65,410 2.14 $ 120,515 Multicultural Family Center - Seasonal 10034600 61030 100 3450 NA-25 RECREATION FIELD SUPERVISOR MFC 0.35 13,659 0.35 14,105 0.35 14,753 Total 0.35 $13,659 0.35 $14,105 0.35 $14,753 Subtotal MFC Only 5.05 $ 267,808 5.05 $ 277,424 5.492 $ 346,184 -77- This page intentionally left blank. -78- FISCAL YEAR 2024 MISSION STATEMENT Multicultural Family Center The Multicultural Family Center empowers all families and community members of Dubuque to reach their potential and build unity through diversity, equity, and inclusion. MULTICULTURAL FAMILY CENTER (5.49 Full-Time Equivalents) 1.0 FTE Director 1.0 FTE Assistant Director 1.0 FTE Teen Coordinator 1.66 FTE Site Supervisors 0.48 FTE Receptionists 0.35 FTE Teen Night Supervisor = 5.49 Total FTEs Multicultural Family Center PUBLIC + PRIVATE PARTNERSHIP ▪501(c)3, Volunteer Board of Directors ▪Funding for Programs and Services ▪Governance, Strategic Planning, Goal Setting, Policies ▪Volunteer ▪Leadership and Management ▪Employees ▪Facility/Utilities ▪Information Services Support ▪Custodian/Maintenance MULTICULTURAL FAMILY CENTER BOARD OF DIRECTORS Jason Weston Board President Dr. Evelyn NadeauAbhay Rawal Treasurer Marlene WollerDr. Gisella Aitken-Shadle Vice-President Dr. John Stewart Secretary Sharon Hallstoos Mary Ann Conzett Claudette Bees Henry GrubbChuck Harris Anthony Allen PARTNERSHIP Current Members: Bailey Galle, Academic Advocate Spencer Taylor, Teen Resiliency Advocate -Teen Engagement Specialist -(5) Summer Teen Empowerment Specialists for STEP Program -(5) Summer Teen Empowerment Specialist for Teen Night -Academic Advocate -Teen Resiliency Advocate COMMUNITY PARTNERSHIPS HIGHLIGHTS TOYS FOR TOTS HIGHLIGHT: BRYCE PARKS TOYS FOR TOTS –Bryce Parks, Toys for Tots Coordinator was named National Coordinator of the Year among 832 national campaigns. –Toys for Tots in Dubuque has been named the No. 1 campaign in the U.S. for the 2021 season by the National Marine Forces Reserve Toys for Tots Foundation. –SUMMER TEEN EMPOWERMENT PROGRAM (STEP) –TEEN HANG OUT –TEEN NIGHTS –TEEN RESILIENCY CORPS MFC TEEN PROGRAMMING FOCUS CAREER AND WORKFORCE READINESS STEP –High school graduation –Behavioral/Disruptions/Referrals/ Expulsions from school -Career Fair SOCIAL JUSTICE AND ADVOCACY –Diversity, Equity, and Inclusion –Restorative Practice WELLBEING –Nutrition, Physical Health –Social and Emotional Health –Brain Health EDUCATION –Environmental Education –Leadership Opportunities Teen Resiliency Corps –Sustainability –Community Service –MFC Teens with adult mentors canvass Dubuque Neighborhoods. –Addresses community needs related to sustainability. –Focuses on energy efficiency in housing and resiliency building. –Partnership with Sustainable Dubuque led by Gina Bell. TEEN RESILIENCY CORPS (TRC) CULTURAL PROGRAMS –Celebrate Africa and the Diaspora –Marshall Islands Constitution Day –Manit Day –Juneteenth –India Independence Day –LGBTQ+ Pride Picnic –Kwanzaa –Fiestas Navideñas en Familia (Family Christmas Party) FUTURE INITIATIVES More collaborations & partnerships Dedication of the Multicultural Family Center Addition More programming MFC board member training, strategic planning and fundraising Multicultural Family Center FY2024 REQUESTED PROPERTY TAX SUPPORT $702,647 $10.17 Net Operating Property Tax Support Average homeowner’s* property tax cost for Multicultural Family Center (*Avg. home value of $159,503) Addition of 910 hours for site supervision to cover the hours of 8:45am to 12:15pm Monday to Friday for technical assistance to computer lab and set up for morning events and activities Recurring | $21,183 RECOMMENDED IMPROVEMENT PACKAGE PERFORMANCE MEASURE •46 out of 47 participants in STEP in 2022 graduated from the program •Every STEP participant 82.5 hours of instruction, total of 2,896 instructional hours •83% increased their financial skills (how to manage their bank accounts) •20 identified as male, 24 female, 2 non-binary, 1 gender fluid •58% teens of color 42% White. Ages: 12 -17 years old Outcome: Engage teens in the community in the Summer Teen Empowerment Program (STEP) to improve skills in employment, leadership, communication, and financial literacy. www.mfcdbq.org THANK YOU 1 Adrienne Breitfelder From: kalee k <kerper.kalee@gmail.com> Sent: Tuesday, March 7, 2023 11:58 AM To: Adrienne Breitfelder <Abreitfe@cityofdubuque.org> Cc: Katy Wethal <Kwethal@cityofdubuque.org> Subject: MFC Budget Hearing Caution! This message was sent from outside your organization. Allow sender | Block sender sophospsmartbannerend Good morning, I'm writing to say that I fully support a full time site supervisor at the Multicultural Family Center to be included in the 2024 budget. This has been an ongoing issue that has affected the program's ability to effectively serve the marginalized populations of Dubuque. Retention issues create instability in a program that should be able to act as an anchor in the rising uncertainty so many members of our community face. The Vison (from their website): The Multicultural Family Center envisions an equitable and inclusive Dubuque built on a foundation of understanding and collaboration across all cultural groups committed to producing engaged families and community members. The Center serves as an inviting and safe place for community members, stimulates connections, and provides programs to foster civic engagement and social and economic success. In recent years, the city has chosen to: A) hire part time folks who will eventually have to seek out more sustainable income, or B) outsource this labor to organizations like Americorps, who are paying pennies to college students and tend to have different aims and metrics of success. It's become convoluted and this solution is simple: Hire a full time Site Supervisor at the MFC in 2024 and beyond. Prioritize your constituents. Prioritize your investment in city employees who want to serve the community. Thank you for your time and consideration. Kalee Kerper Ward 4 1 Adrienne Breitfelder From: kalee k <kerper.kalee@gmail.com> Sent: Tuesday, March 7, 2023 12:13 PM To: Brad Cavanagh <Bcavanagh@cityofdubuque.org>; Mike Van Milligen <ctymgr@cityofdubuque.org> Subject: MFC Budget Hearing Caution! This message was sent from outside your organization. Allow sender | Block sender sophospsmartbannerend Good morning, I'm writing to say that I fully support a full time site supervisor at the Multicultural Family Center to be included in the 2024 budget. This has been an ongoing issue that has affected the program's ability to effectively serve the marginalized populations of Dubuque. Retention issues create instability in a program that should be able to act as an anchor in the rising uncertainty so many members of our community face. The Vison (from their website): The Multicultural Family Center envisions an equitable and inclusive Dubuque built on a foundation of understanding and collaboration across all cultural groups committed to producing engaged families and community members. The Center serves as an inviting and safe place for community members, stimulates connections, and provides programs to foster civic engagement and social and economic success. In recent years, the city has chosen to: A) hire part time folks who will eventually have to seek out more sustainable income, or B) outsource this labor to organizations like Americorps, who are paying pennies to college students and tend to have different aims and metrics of success. It's become convoluted and this solution is simple: Hire a full time Site Supervisor at the MFC in 2024 and beyond. Prioritize your constituents. Prioritize your investment in city employees who want to serve the community. Thank you for your time and consideration. Kalee Kerper Ward 4 1 Adrienne Breitfelder From: Heidi Zull <heidi.zull@gmail.com> Sent: Wednesday, March 8, 2023 1:38 PM To: Adrienne Breitfelder <Abreitfe@cityofdubuque.org>; Mike Van Milligen <ctymgr@cityofdubuque.org>; Katy Wethal <Kwethal@cityofdubuque.org>; Brad Cavanagh <Bcavanagh@cityofdubuque.org> Subject: MFC Budget Hearing - FY 2024 - Public Input Caution! This message was sent from outside your organization. Allow sender | Block sender sophospsmartbannerend Good afternoon! My name is Heidi Zull and I wanted to strongly recommend that the Multicultural Family Center change the additional third part-time site supervisor in their improvement package to a full-time site supervisor to support their mission and the services they provide to the Dubuque community. I worked at the MFC as a part-time site supervisor for 3.5 years starting in January 2019 and during that period the growth and expansion of the MFC has been immense. Let me just be clear, this is not a self-serving request. I do not want this full-time position, but I fully support the work that the MFC does and saw firsthand how much more could have been done with the right supports in place, which would mean more full-time staff. So, I would like to walk through a bit of my personal work experience at the MFC to support this need for a full-time site supervisor. Currently the MFC has three full time positions. Two of those positions are leadership positions, the Director, and Assistant Director, which are mostly administrative employees, making sure budgets are followed, goals are achieved for programs and events, and future-planning to continue to make sure the center’s mission is achieved. Assistance from volunteers are inconsistent and generally only abundant around large events or if they are committed to running an on-going program. As well, there is no dedicated Volunteer Coordinator at the MFC, which they could use if volunteers are meant to be a main support for the center’s mission. Other assistance is from temporary AmeriCorps members which are only contracted for 3-months to 1-year terms of service. Most of the direct service and work that the MFC does is completed by two part-time site supervisors. From personal experience the expectations of those employees are for full-time work without the benefits or the pay. Has anyone ever looked at the job description for this position? Its title is deceptively simple. The site supervisor is expected to create assessments and surveys, register and welcome visitors, make flyers and reports, ensure the MFC is clean and presentable, set up for activities, enforce MFC policies and procedures, lead and assist with development and coordination and implementation of programs, support the youth in the building, serve as a role model, train and lead AmeriCorps staff, student interns, and volunteers and these are just a few expectations among 25 total bulleted tasks and other duties as assigned. At other non-profits, these tasks would be divvied up between 3-4 full-time positions, such as a Marketing Coordinator and/or Volunteer Coordinator. During my 3.5 years I could have easily worked 40 hours every week and that was with a full staff. That doesn’t include the periods where the MFC was severely understaffed. During my time there we were without a second site supervisor for a whole year from the Summer of 2019 – to the Summer of 2020; we were also without a second site supervisor from October 2021 to March 2022 and again from May 2022 to November 2022 (after I left). During this time, the center was also without a director from the summer of 2021 to the summer of 2022, with no interim director named. And now the MFC is losing another Director that left before spending a year in the position. The previous Director of the MFC requested, in 2019 for an additional full-time staff member, the current position of Teen Engagement Coordinator, which was approved at the 2019 budget hearing but this position was not hired until last summer in 2022. The staff at the MFC during this time were doing the work of 2 the Teen Engagement Coordinator, another full-time position, while continuing to meet expected goals and even growing and improving during this period, while waiting for these positions to be filled and taking on the same amount, if not more, work because it was important to the community. The staff at the MFC, especially Sarah Petersen, the Assistant Director for the past 10 years, should be applauded for being able to accomplish the work under such conditions during those years. I look forward to seeing Sarah Petersen excel as the Interim Director once again as the search for a new director happens. Now the MFC has an additional full-time staff member, the Teen Engagement Coordinator, but if this person is ill or must take time off, then there’s no one to cover the teen programming and it must be cancelled, which makes building relationships with youth, who need consistency, difficult. When I left in August of 2022 much of the programming that was planned had to be cancelled until the Teen Engagement Coordinator was able to take that programming on. The programming didn’t restart until November/December of 2022. Do you know what the average 30 teens that were served did during this lost time? And with no site supervisors when I left the monthly Food Pantry was also cancelled until staffing allowed for it which wasn’t until November/December 2022 – do you know what the over 100 families who the MFC served did during this time for assistance? And without site supervisors the free and extracurricular programming like Tae Kwon Do that served about 40 families or more every Tuesday and Thursday - families who had invested money to purchase Gi and shirts to help fundraise and go to competitions and test for belts for their children had to be cancelled. That program never returned and moved to a different facility. As well, part-time positions limit who can or will apply for these positions. The MFC’s mission and some of the main reasons that the City of Dubuque supports the MFC is its impact to equity, but only having part-time positions brings up many questions of equity. What are the demographics of people who work part-time jobs? This type of part-time position limits the diversity and equity of the demographics applying to them. Many people who apply for this job are college students or folks who do not see this as a permanent position and thus there is an expectation of an expiration date built into this position. It limits the hours that people can work this job since they’ll also need to have other work to make ends meet. I did just that and taught three classes at UD every semester while also at the MFC. My spouse and I also went without healthcare during this time, during a global pandemic. Even though, I had to make sure I wasn’t working a specific number of hours because if I went over that amount for the year then the city would be required to pay me health benefits. I hit this maximum almost every year. Many of those during my tenure at the MFC, the other site supervisors, left for full-time work. Over the past 10 years there have been 12 site supervisors; in my 3.5 years I worked with 4 site supervisors. As well, the assistance from AmeriCorps workers has a similar impact, although they are valuable and can make an important contribution, if the term of service of these employees is 3 months to a year, once they get trained and have built relationships and feel comfortable, they are then gone and on to other opportunities, since AmeriCorps is a stepping-stone to higher wages and other permanent employment opportunities. That inconsistency is difficult to plan and manage for and is built into these types of positions. By adding another part-time position you’re committing to constant turnover. How does this meet the goals of financial responsibility, sustainability, or equity? The constant turnover rate of these positions at the MFC is concerning and costly, especially when it would only cost approximately $14,000 to hire 1 full-time site supervisor and have 1 part-time site supervisor with the same 55 hours a week covered. This need for a full-time site supervisor has been requested in previous years when I worked at the MFC, especially after the MFC expanded, however, these requests have been previously dismissed, ignored, or overlooked. Why ignore those who are doing the work every day and who know what is needed? You don’t just tell these hardworking folks to make it work and turn your back on them. That is not leadership. And just like those previous years, this year the request for a full-time site supervisor has not been prioritized. Is it because the MFC gets overlooked in a mismatched department of Parks and Rec when it might be better matched up with its mission and priorities in another department like Human Rights or the Office of Shared Prosperity? This improvement package summary says that a third part time position is being suggested because the two site supervisors could cover the hours of the center until hiring happens, but I don’t see how this is a planned 3 solution because the demonstration of past years has shown the difficulty of having even two site supervisors hired and working at the same time. If the City of Dubuque is struggling to retain even well-paid, and upper management staff like Directors, especially those from historically excluded populations, then the city has a talent and retention problem that needs to be addressed. A solution to that is NOT investing in more part time positions in a center whose central mission is assisting in building and achieving the mission of DEI work. The solution to that IS to provide just as much investment into that center as other newer departments are receiving, such as the now 4-5 full time staff in the new Community Impact Department where people are promoted into full-time positions within the same year or the Office of Shared Prosperity who also were provided a full-time staff member this year or as compared to other established departments with the equivalent of 10 full-time staff members or more. I’m not saying these departments don’t need this staffing too, but it just seems that there’s a noticeable difference between requesting a full-time staff member and the hiring of those staff members in other departments in a timelier manner than at the MFC. Operating under these conditions is a massive detriment to the MFC, the work it’s trying to achieve, the people, families, and communities it serves, and to the City of Dubuque as a whole. As a reminder the MFC is a non-profit but is also an interesting hybrid where there is a non-profit board, but employees are city employees. This is great for a non-profit since all funding can go directly into programming and not be applied to benefits and salaries. However, it’s also limiting because when one asks for the resources or support that is needed for additional staff it seems that that request is dismissed and this impacts the non- profit and the community since without the right supports in place it will have to constantly experience this struggle of constant turnover and struggle to develop relationships with the community they serve which is so vital to making a lasting impact with the work the MFC does. With this lack of support, it feels that the MFC is being utilized as only a façade to check off the city’s diversity, equity, and inclusion checkboxes so the City of Dubuque can move forward with their own agenda instead of being concerned on making real and demonstrable change. I hope this isn’t the case but that’s how it looks from my internal and now external experience. It is vital that more full-time staff be dedicated to the MFC, especially a full-time site supervisor. Thank you again for your time. Best regards, Heidi Zull 4th ward resident Sent from my iPhone 1 Adrienne Breitfelder From: Tessie Strohm <strtessie@gmail.com> Sent: Wednesday, March 8, 2023 3:41 PM To: Adrienne Breitfelder <Abreitfe@cityofdubuque.org>; Brad Cavanagh <Bcavanagh@cityofdubuque.org>; Mike Van Milligen <ctymgr@cityofdubuque.org>; Laura Roussell <Lroussell@cityofdubuque.org> Subject: Budget Hearing 3/8/23 MFC Public Input statement Caution! This message was sent from outside your organization. Allow sender | Block sender sophospsmartbannerend Hello all, My name is Tessie Strohm, address is 1850 Avoca Street, Dubuque. I am sending my statement in regards to the proposed budget to add a part time site supervisor position at the MFC. The site supervisors are an integral part of the MFC, beyond greeting people when they come to participate in activities. They are like the gears that keep the space running smoothly. Adding only another part-time site supervisor is not going to be conducive to the MFC continuing to function in a way that allows it to continue supporting the community as a whole. I strongly feel that the MFC would benefit far more from having a Full Time Site supervisor. Not only would this benefit the center, but it would also allow for things like that individual to receive health benefits and consistent hours. Additionally it would provide consistent staff for community members, particularly the teens that the MFC, always sets as top priority. I came to the MFC for the first time in the summer of 2019, as an AmeriCorps member serving with the STEP program. From the moment I walked through the doors, and met all of the amazing people who worked there I felt at home. I knew this was the space I wanted to spend my time not only during service hours but also with my own kids during events. For me the Multicultural Family Center became a safe space for not only myself, but for my children and the Teens I was working and building relationships and connections with. I enjoyed my time over that 6-7 week summer that I applied to return again the following summer, in 2020 at the height of Covid 19. Despite the MFC still undergoing renovations, running 2 large summer programs in the small space over at the Prescott school neighborhood resource room, and Covid the programs STEP and Summer teen night were both very successful. At the conclusion of summer 2020, I was asked to come on in the full time Americorps role of Teen Engagement Specialist. This would be the first of 2 consecutive full time terms in this role. During the fall 2020 we were moving in to the new larger space. It was during my time as a full time Americorps member that I really became aware of the challenges faced daily by the site supervisors. Including the need to work multiple jobs or try to work less hours when possible in order to not go over specific limits which would then require the city to provide insurance to them. 2 From fall 2020-summer 2022 there were amazing times and not so amazing times. But Americorps members like myself, temporary staff hired on to run the STEP and teen night programs were all supported by the site supervisors and and they helped us to have successful programs. Teen programming was and is a very important service provided to our community and was like nothing provided before. Another service provided were the monthly food pantries. These helped my family immensely as well as over 70 families each month. There has been only one food pantry held since my end of service, and subsequent resignations of previous site supervisors. Having a full time site supervisor would help bring this back into a possibility of something that could happen again. Thank you Tessie