Office of Community Impact Fiscal Year 2025 Budget Presentation Copyrighted
April 2, 2024
City of Dubuque Public Hearings # 03.
Special Meeting
ITEM TITLE: Office of Community Impact Fiscal Year2025 Budget Presentation
SUMMARY:
SUGGESTED
DISPOSITION:
ATTACHMENTS:
Description Type
Policy Budget Book Supporting Documentation
Presentation_Uploaded 4.2.24 Supporting Documentation
HOW TO USE THIS POLICY BUDGET DOCUMENT
PURPOSE
The Policy Budget defines goals and objectives for all City departments and activities, relates them to
cost and resource requirements and attempts to establish measures for evaluating accomplishment.
Specific improvement packages are developed and included in the Policy Budget for alternative funding
and service levels. The Policy Budget document shows the budget by line item for each Department
and provides a basis for fiscal control once the budget is adopted.
The Policy Budget emphasizes objectives, accomplishments, and alternative funding and service levels
and is intended to keep the attention of the City Council and public on the major policy decisions
involving what services the City government will provide, who will pay for them, and the implications of
such decisions.
FORMAT
The Policy Budget is organized by Department/Division and provides detail for all activities that make
up each Department/Division. Each Department/Division tab includes the following information:
1) Department/Division Financial Summary: The budget highlights portion of the Department
Summary reflects total expenses for the maintenance level budget (cost to continue at the same
level of service) and approved improvement packages for all activities within the Department by
expenditure category (employee expense, supplies and services, machinery and equipment,
and debt service), and the funding sources that pay those expenses. The property tax portion of
the funding is reflected, noting the increase or decrease from the prior years adopted budget.
For Departments which are self supporting (i.e. Water, Water Pollution Control, Refuse (part of
Public Works), Media Service, Transit, Parking), the net operating surplus/deficit is reflected,
noting the increase or decrease in the fund from the prior years adopted budget.
This summary displays all Improvement Packages submitted by Department/Division
Managers, with a notation of whether they were recommended by the City Manager, and then
approved by the City Council. Those noted with a `YES' were added to the maintenance level
budget and are reflected in the Department Funding Summary and those noted with a `NO' were
not approved.
And finally, this summary explains significant line item detail by expenditure category, notable
revenue changes, and miscellaneous information regarding the maintenance level budget.
These are the review notes prior to adding any improvement packages.
2) Memo Addressing Budget Issue (optional): If there is an important budget issue that needs
further explanation, a memo will be provided.
3) Department's Organizational Chart (optional): Shows how a Department is structured.
Usually included for larger more complex Departments.
4) Department/Division's Highlights of Prior Year's Accomplishments and Future Initiatives:
This is a written narrative that highlights the Department's prior year accomplishments and what
Departments plan on accomplishing in the near future.
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5) Department/Division's Goals and Performance Measures by Activity: This is a written
activity statement and a matrix for each activity which includes activity objectives, relationship to
City Council Goals & Priorities, and key performance indicators (KPIs).. Performance measures
are included for each activity to evaluate activities and ensure that the approved levels of
funding yield the expected results. Icons for each KPI visually indicate how well an objective is
doing and represent the following:
Goal Met Goal in Progress
The goal has not This goal has not
This goal has been been met but is been met and is not
met. showing signs of currently showing
improvement. signs of progress.
6) Department/Division's Goals and Performance Measures by Activity: This is a written
narrative for each activity that explains the goal, describes the purpose, and explains the service
objectives of each activity. Performance measures are included for each activity to evaluate
activities and ensure that the approved levels of funding yield the expected results.
7) Recommended Operating Revenue Budget by Department/Division: This report reflects line
item revenue detail at the Department/Division level (combines all activities for each line by
fund). Two years actual revenues, prior year adopted revenues and the recommended revenue
for the new budget year are reflected.
8) Recommended Operating Expenditure Budget by Department/Division: This report reflects
line item expenditure detail at the Department/Division level (combines all activities for each line
by fund). Expenses are grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) and displays two years actual expenses,
prior year adopted expenses and the recommended expense for the new budget year.
9) Recommended Operating Expenditure Budget by Activity and Funding Source: This
report reflects expenses grouped by category (employee expense, supplies and services,
machinery and equipment, debt service, and transfers) for each activity within the Department/
Division, and displays two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
10) Personnel Complement at Department/Division and Activity Level: These reports reflect
positions budgeted at the Department/Division level and the Activity level, by funding source.
Total Full Time Equivalents (FTE) and wages with longevity expense are shown for each
position for two years prior year adopted FTE and expenses, and the recommended FTE and
related expense for the new budget year.
11) Capital Improvement Projects by Department/Division: This report lists all Capital
Improvement Project totals for two years actual expenses, prior year adopted expenses and the
recommended expense for the new budget year.
12) Five Year Capital Improvement Program Summary by Department/Division: This report
lists all Capital Improvement Projects budgeted in the new budget year and planned for the next
four years.
Reference: Key Terms for Understanding Dubuque's Budget, Budget Glossary Budget Overview and
Budget and Fiscal Policy Guidelines located in Resident's Guide
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Community Impact
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COMMUNITY IMPACT DIVISION
FY 2023 FY 2024 FY 2025 %Change From
Budget Highlights Actual Budget Requested FY 2024 Budget
Expenses
Employee Expense 459,115 657,814 737,943 12.2 %
Supplies and Services 80,317 61,968 75,490 21.8 %
Machinery and Equipment 24,052 2,130 7,100 233.3 %
Total Expenses 563,484 721,912 820,533 13.7 %
Resources
AmeriCorps Grant 227,147 290,798 410,000 41.0 %
Private Participant 25,500 207,400 254,837 22.9 %
Refunds 629 — — — %
Total Resources 253,276 498,198 664,837 33.4 %
Property Tax Support 310,208 223,714 155,696 (68,018)
Percent Increase (Decrease) -30.4 %
Percent Self Supporting 44.9 % 69.0 % 81.0 %
Personnel -Authorized FTE 5.00 5.00 5.00
Improvement Package Summary
1 of 6
This improvement package request is to increase the City's financial support of the Administrative
Assistant position in the Community Impact Division. The full-time Community Impact Division
Administrative Assistant (1.00 FTE, GE-25) has been partially funded through a grant from Volunteer
lowa in the past (0.37FTE of the position has historically been funded through the Volunteer lowa grant).
In addition to being funded through this grant, the position is also funded by the Federal AmeriCorps
grant, and also by the City General Fund. The exact proportion of the position that is funded by the City
General Fund depends on how much of the position can first be funded through the Federal AmeriCorps
grant. The Federal AmeriCorps grant allocation to the City varies each year, thus the support from the
City's General Fund also varies each year. Most recently, the funding breakdown of this position has
been 0.37 FTE through the Volunteer lowa grant, 0.58 FTE through the Federal AmeriCorps grant, and
0.05 FTE through the City General Fund. The exact portion of any Community Impact Division position
that can be funded through the AmeriCorps grant cannot usually be known until after budget adoption
due to the timing of the grant approval from the Federal agency. The Federal grant that would cover this
position in FY 2025 would not be approved until May of 2024, which is after the City's FY 2025 budget
adoption, thus the precise proportion of the Federal grant that will cover this position in FY 2025 will not
be certain until that time, though this budget is using estimations with the best available information.
Unfortunately, Volunteer lowa lost federal funding, which means, through no fault of the Community
Impact Division, the grant funding from Volunteer lowa will not be available to the City in FY 2025,
resulting in a funding shortage of 0.37 FTE for this position. In order to keep the position full-time and
and prevent service disruptions, the City will need to increase it's funding for this position by 0.37 FTE to
fill the gap created by the loss of the grant (+ $27,626). It is critical that this position be able to continue
to support the Fines and Fee and Diversion work and administratively support the establishment of
necessary frameworks and best practices. Without this position, other staff would be over burdened with
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administrative responsibilities, which hinders the capacity for sustainable, equitable, and effective
service delivery. This request responds to the City Council Goal: Financially Responsible, High-
Performance Organization. Ensuring the continuation of services is critical to being a high performing
organization.
Related Cost: $ 27,626 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0109 0.12%
Activity: Non-Grant
2 of 6
This improvement package request is for funding to cover the program materials needed to implement
the AmeriCorps Program's Social-Emotional Learning curriculum on an annual basis. Each lesson in the
curriculum requires materials that will need to be replenished on a regular basis due to the nature of
materials being finite, and replacement for normal wear and tear or accidents (materials include paper,
markers, yarn, tape, poster boards, etc.). Without these materials, youth will miss out on the key
experiential learning that is the key piece of the lesson.
This package meets the City Council goals of Financially Responsible, High Performance City
Organization: Sustainable, Equitable and Effective Service Delivery and Partnership for a Better
Dubuque: Building our Community that is Viable, Livable, and Equitable. Through utilizing AmeriCorps
grant funded programming, the City is able to support youth academic growth with a significant return on
investment for our community. AmeriCorps funding provides great value for dollars spent and empowers
the City to offer programming that otherwise would not be able to happen.
Related Cost: $ 2,500 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.001 0.01%
Activity:Administration
3 of 6
This improvement package request is to cover the cost of the VolunteerDBQ platform and provide
supplemental marketing funds for the Volunteer DBQ initiative. The Office of Community Impact has
fostered significant growth with the Volunteer DBQ initiative, supporting internal and external partners to
utilize volunteers to address community needs. Work being done through VolunteerDBQ has been
previously funded by the Volunteer Generation Fund through the lowa Commission on Volunteer Service
(Volunteer lowa). Volunteer lowa lost federal funding for the continuation of the Volunteer Generation
Fund grant. There will no longer be funding available for the City's 2023-2026 Volunteer Generation
Fund grant. This packages seeks to secure City funding to continue the Volunteer DBQ initiative.
Improvement package 4 of 6 is an alternative proposal to continue the Volunteer DBQ initiative in the
event that this specific package cannot be funded.
The grant covered the cost of the VolunteerDBQ.com Platform (through Galaxy Digital). The current
platform offers a place for non-profits, government entities, and educational institutions to recruit
volunteers, and for volunteers to easily seek opportunities. Without a platform, the volunteer initiative will
lose significant momentum built for the last 3 years. This request seeks to purchase a new software
platform instead of purchasing the current platform. The prospective new platform, BeWith.io, is
completely customizable to programmatic efforts with better community engagement and data collection
features that support non-profits and citizens to build strong and resilient community collaboration. This
platform would provide a front-facing web portal experience that allows residents to easily access
opportunities that is tied effectively to a back-end portal that can be used to collect data and customer
information.Additionally, the platform includes an artificial intelligence concierge that provides reminders
and information to residents. The platform is completely customizable to what the City would like to see
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in the platform. The annual cost of the prospective new BeWith.io platform is $11,000 (recurring).
Improvement package 4 of 6 is an alternative scenario that opts to stick with the current software
platform, which would instead have an annual cost of$3,000 (recurring).
Marketing and volunteer recruitment funding is also requested, which would be used for printed
marketing supplies and postage ($5,000 recurring). Promoting the initiative will help it's success.
This package meets the City Council goals of Partnership for a Better Dubuque: Building our Community
that is Viable, Livable, and Equitable, as well as Vibrant Community: Health & Safety, and Diverse Arts,
Culture, Parks & Recreation: Experiences &Activities. Volunteering is a necessity for non-profit,
governmental, and educational institutions in order to achieve outcomes with limited financial resources.
Volunteering is also a proven means to increase the health and well-being of residents. Volunteering
creates a sense of community and belonging, which is necessary to build a safe community that all
people feel a part of.
Related Cost: $ 16,000 Tax Funds Recurring Recommend -Yes
Net Cost: $ 16,000
Property Tax Impact: $ 0.0063 0.04%
Activity:Administration
4 of 6
This improvement package request is to cover the cost of the VolunteerDBQ platform and provide
supplemental marketing funds for the Volunteer DBQ initiative. The Office of Community Impact has
fostered significant growth with the Volunteer DBQ initiative, supporting internal and external partners to
utilize volunteers to address community needs. Work being done through VolunteerDBQ has been
previously funded by the Volunteer Generation Fund through the lowa Commission on Volunteer Service
(Volunteer lowa). Volunteer lowa lost federal funding for the continuation of the Volunteer Generation
Fund grant. There will no longer be funding available for the City's 2023-2026 Volunteer Generation
Fund grant. This packages seeks to secure City funding to continue the Volunteer DBQ initiative.
Improvement package 3 of 6 is an alternative proposal to continue the Volunteer DBQ initiative in the
event that this specific package cannot be funded.
The grant covered the cost of the VolunteerDBQ.com Platform (through Galaxy Digital). The current
platform offers a place for non-profits, government entities, and educational institutions to recruit
volunteers, and for volunteers to easily seek opportunities. Without the platform, the volunteer initiative
will lose significant momentum built for the last 3 years. This proposal seeks funding to continue with the
current software platform through Galaxy Digital, which has an annual cost of$3,000 (recurring).
Improvement package 3 of 6 is an alternative proposal that opts to upgrade to a new software platform,
which would instead have an annual cost of$11,000 (recurring).
Marketing and volunteer recruitment funding is also requested, which would be used for printed
marketing supplies and postage ($5,000 recurring). Promoting the initiative will help it's success.
This package meets the City Council goals of Partnership for a Better Dubuque: Building our Community
that is Viable, Livable, and Equitable, as well as Vibrant Community: Health & Safety, and Diverse Arts,
Culture, Parks & Recreation: Experiences &Activities. Volunteering is a necessity for non-profit,
governmental, and educational institutions in order to achieve outcomes with limited financial resources.
Volunteering is also a proven means to increase the health and well-being of residents. Volunteering
creates a sense of community and belonging, which is necessary to build a safe community that all
people feel a part of.
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Related Cost: $ 8,000 Tax Funds Recurring Recommend -Yes
Net Cost: $ 8,000
Property Tax Impact: $ 0.0031 0.02%
Activity:Administration
5 of 6
This improvement package request is for work from home equipment for Community Impact staff(5
employees). The nature of the office requires flexible work arrangements due to the varied location and
times of ineetings across town. Equipping staff with the ability to efficiently work remotely will increase
productivity by allowing for flexibility. Currently, all staff are equipped with laptops for remote work, so
this improvement package would be for the Monitors-only Work from Home setup.A work form home
schedule will be developed to establish a system and normal procedures.
This package meets the City Council goals of Financially Responsible, High Performance City
Organization: Sustainable, Equitable and Effective Service Delivery. Offering remote and flexible work
opportunities help improve employee retention which contributes to long term efficiency. Equipping staff
with flexible work equipment empowers them to work and stay connected under a variety of
circumstances, which contributes to a high-performance organization.
Related Cost: $ 4,250 Tax Funds Non-Recurring Recommend -Yes
Property Tax Impact: $ 0.0017 0.01%
Activity:Administration
6 of 6
This improvement Package is for the attendance of Community Impact Staff(5 employees) to attend
PolicyLink's 2024 Equity Summit. PolicyLink is a national research and action institute advancing racial
and economic equity by 'Lifting Up What Works.' PolicyLink has been a strong collaborative partner with
Cities and Counties for Fines and Fee Justice and a leader working towards the elimination of fines and
fees. PolicyLink's Equity summits focuses on the significant achievements and strategic breakthroughs
of the equity movement. The PolicyLink Summit convenes to position equity, the environment, and the
economy on equal footing. This national summit defines the leading edge of practice, policy, and
research over the last 20 years.
This package meets the City Council goal Partnership for a Better Dubuque: Building our Community
that is Viable, Livable, and Equitable.Attendance to this conference would provide staff with the
opportunity to identify best practices occurring in other communities and establish meaningful
partnerships through networking opportunities.
Related Cost: $ 9,700 Tax Funds Recurring Recommend - No
Property Tax Impact: $ 0.0038 0.02%
Activity:Administration
Significant Line Items
Employee Expense
1. FY 2025 employee expense reflects a 5.00% wage package increase. Wage package increases
have historically not applied to AmeriCorps member positions.
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2. The lowa Public Employee Retirement System (IPERS) City contribution of 9.44% is unchanged
from FY 2024. The employee contribution of 6.29% is unchanged from FY 2024.
3. The City portion of health insurance expense is unchanged from $1,119 in FY 2024 to $1,119 in
FY 2025 per month, per contract, which results in the annual cost being increased $1 or—%.
4. Workers Compensation increased from $14,344 in FY 2024 to $16,790 in FY 2025. The FY 2023
actual was $21,593.
5. The full-time AmeriCorps Coordinator position (1.00 FTE) has historically been partially funded
through the AmeriCorps grant at approximately 0.90 FTE, the exact proportion varies depending
on non-grant responsibilities. In FY 2025, due to the restructure of the Community Impact
Division and all division employees being placed on the general employee wage plans, the step
increase for this position is anticipated to be larger than available grant funding, resulting in an
approximate 0.13 FTE increase in City funding for this position (+ $12,960). The exact number
would not be known until May 2024 when the final AmeriCorps grant application is approved by
the federal AmeriCorps agency.
Supplies 8� Services
6. Association Dues decreased from $2,317 in FY 2024 to $250 in FY 2025. The FY 2024 budget
included a timesheet monitoring fee from Volunteer lowa, which was moved to the Payment to
OtherAgencies line item in FY 2025 to better organize the department's budget. In FY 2025, the
this line item includes the America's Service Commissions fee.
7. Payments to OtherAgencies decreased from $13,633 in FY 2024 to $11,045 in FY 2025. In FY
2025, this line item includes Volunteer lowa monitoring fees ($7,800), Volunteering lowa
timesheet fees ($1,476), and the corporation fixed administrative share for the AmeriCorps
program ($1,769). This decrease is due to moving the cost of the America Learns data collection
system and the Aperture student assessment system to the Technology Services line item in FY
2025.
8. Technology Services increased from $13,227 in FY 2024 to $23,140 in FY 2025. The FY 2023
actual was $13,418. In FY 2025, this line item includes the America Learns data collection
software, as well as Aperture student assessment system. The decrease from FY 2025 is due to
a decrease in the number of licenses need for both systems.
9. Meetings and Conferences increased from $12,405 in FY 2024 to $15,000 FY 2025. The FY
2023 actual was $10,717. This line item includes the AmeriCorps Regional Conference, the lowa
AmeriCorps Program Launch, the ICMA Conference, the Growing Sustainable Communities
Conference, and the lowa Women's Leadership Conference. This increase is due to now sending
the Administrative Assistant position to the regional conference and the AmeriCorps launch
event, which are covered by the AmeriCorps grant.
10. Mileage increased from $4,300 in FY 2024 to $6,500 in FY 2025. This line item represents
mileage and metered parking reimbursements for staff members. Community Impact Division
staff are not eligible for the Commuter Allowance, and meetings and events are frequently
scheduled downtown. This requires staff to travel across town in personal vehicles, which is
reimbursable. In FY 2025, the mileage budget for the Administrative Assistant position increased
to match all other positions, and also to cover travel to out of town trainings required by the
federal AmeriCorps agency (such as the AmeriCorps Program Launch and Regional
Conference).
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11. Telecommunications is unchanged from $3,120 in FY 2024 to $3,120 in FY 2025. This line item
represents cell phone data plans for staff members with city-issued cell phones.
Machinery & Equipment
12. Equipment replacement items include ($7,100):
Community Impact Machinery and Equipment
Administration
Smart Phone and Case (3) $ 1,050
Shoretel Desk Phone (5) $ 1,800
Recommended Improvement Packages $ 4,250
Total Equipment $ 7,100
Revenue
13. Federal Grants increased from $290,798 in FY 2024 to $410,000 in FY 2025. The FY 2023
actual was $227,147. This line represents the federal AmeriCorps grant that the Community
Impact Division receives and uses to fund the City of Dubuque AmeriCorps program. The FY
2025 amount is the anticipated amount for the next AmeriCorps grant, and the actual amount
could be different once the grant is received. The AmeriCorps grant varies each year based on
how much the federal AmeriCorps agency allows the City to request in federal funds for each
AmeriCorps position, and also how much of the allocated federal funding the City is able to
expend on services. The federal agency has distributed more funds over the past several years
due to the American Rescue Plan Act. An increase in federal AmeriCorps funding is anticipated
due to the federal agency increasing annual reimbursements to the City for each AmeriCorps full
time employee (FTE) equivalent.
14. Private Contributions increased from $207,400 in FY 2024 to $254,837 in FY 2025. This line item
represents both cash and in-kind matches to AmeriCorps grant made by local partners who
utilize AmeriCorps services. In FY 2025, local matches include $45,000 from the Dubuque
Community School District, $174,337 from the City of Dubuque, $25,500 from Hillcrest Family
Services, and $10,000 from St. Mark Youth Enrichment Center. This increase in this line item is
due to the amount of in-kind grant matching funds that the City is able to claim related to
activities performed by administrative employees across the organization that provide
supplemental services to the AmeriCorps grant.
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LEISURE SERVICES
OFFICE OF COMMUNITY IMPACT
FY 2023 FY 2024 FY 2025
Full-Time Equivalent 5.00 5.00 5.00
Resources and Property Tax Support
500000
400000
300000
200000
100000
0
AmeriCorps Grant Private Participant Property Tax Support
� FY23 Actual FY24 Budget FY25 Budget
The Office of Community Impact is supported by 5.00 full-time equivalent employees, which
accounts for 89.93% of the department expense as seen below. Overall, the department's
expenses are expected to increase by 13.66% in FY 2025 compared to FY 2024.
Expenditures by Category by Fiscal Year
Employee Expense $657,814
$737,943
$80,317
Supplies and Services $61,968
$75,490
$24,052
Machinery and Equipment $2,130
$7,100
$0 $250,000 $500,000 $750,000
� FY23 Actual FY24 Budget FY25 Budget
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LEISURE SERVICES
OFFICE OF COMMUNITY IMPACT
Mission & Services
The mission of the Office of Community Impact is to strengthen the bond between the City of Dubuque
and its residents through community, connections, and compassion.
Branches of the Office of Community Impact include:
AmeriCorps is a national service program which awards communities federal funding to
implement an AmeriCorps program in their community designed to meet a community's critical need.
The City of Dubuque AmeriCorps Program focuses on the continually developing needs of youth across
the community. The program is focused around fostering essential skills,AmeriCorps members
spearhead programs that target self-awareness, social awareness, self-management, goal-directed
behavior, relationship skills, personal responsibility, decision-making, and optimistic thinking. By
prioritizing these critical attributes, the program aims to equip local youth with the necessary tools to
navigate challenges, enhance well-being, and succeed academically and beyond.
VolunteerDBQ is a community service initiative focused on strengthening Dubuque's Volunteer
Infrastructure in partnership with the United Way of the Dubuque Area Tri-States. Through this project,
VolunteerDBQ supports local non-profits, educational institutions, and government entities to leverage
volunteers to be able to meet critical needs in the community. VolunteerDBQ provides education,
coaching and technical assistance in key volunteer management skills to equitably recruit and support
volunteers.
Fines & Fee Reform and Diversion & Prevention stems from the City's equity initiative to
address how civil and criminal fines disproportionately impact low-income citizens, people of color and
other marginalized community members. Internally, this project focuses on identifying how fines and
fees across the City are assessed, who is impacted, what are the outcomes for the citizen and what are
the City's options. Fines and fees reform would work with non-city agencies as well to review fines, fees
and barriers and bring forward best practices for the agencies to consider. This branch will work with
VolunteerDBQ to utilize volunteer service as a diversion opportunity for low-income communities that
are assessed a fee they are unable to pay.Additionally, the branches work together and identify
opportunities to use volunteer service in the prevention of the inequitable assessment of a fee both
inside and outside the city organization. An example of this would be the utilization of the DBQ Shovel
Crew to clear sidewalks of low-income, physically-disabled Dubuque residents to prevent the
assessment of a fine(s).
Why do these branches work together?
The Office of Community Impact , with its branches described above, is one of the many divisions and
departments across the City of Dubuque working to address poverty in the Dubuque community.
Poverty is a complex issue that permeates the economic, environmental, and social health of our
community. There is no simple or single solution to address poverty for every single Dubuque
community member. Due to this complexity, this division works together alongside community partners
to find short and long-term solutions to address determinants of poverty and alleviate pain points that
reinforce poverty with a focus on collaboration, capacity-building, and direct service activities.
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FY 2023 FY 2024 FY 2025
Actual Budget Recomm'd
Expenditures $563,484 $721,912 $820,533
Resources $253,277 $498,198 $664,837
FY 2025
AmeriCorps Coordinator 1.00
Community Service &Outreach 1.00
Coordinator
Community Diversion & Prevention
Coordinator 1.00
Division Administrative Assistant 1.00
Community Impact Director 1.00
Total FT Equivalent Employees 5.00
Performance Measures
City Council Goal: Partnerships for a Better Dubuque
Program Year(Sept-Aug)
Performance
Performance Measure (KPI) Target 2022 -2023 2023 -2024 2024 -2025 Indicator
Actual Estimated Estimated
� Activity Objective: Ensure all students read at grade-level by third grade through reading tutoring
for K -3rd grade students.
#of students receiving tutoring
services from the AmeriCorps Partners 500 539 - - Goal Met
in Learning Program
#of students who received 30+
tutoring sessions from an AmeriCorps 250 200 - _ Goal In
Member Progress
% of tutored students who improved
literacy risk levels on their FAST 60% 34% - _ Goal In
Assessments. Progress
2022-2023 was the final year of the AmeriCorps Literacy program prior to the program's shift to addressing Social-
Emotional Learning needs for K-12th grade students. No further data available due to program change.
Program Year(Sept-Aug) performance
Performance Measure (KPI) Target 2022 -2023 2023 -2024 2024-2025 Indicator
Actual Estimated Estimated
2 Activity Objective: Support youth in developing key foundational skills necessary to navigate
challenges, enhance well-being, and succeed academically and beyond.
#of students receiving Social- Goal In
Emotional Learning Intervention 300 - 165* - Progress
services from the AmeriCorps Program
#of students who received 24+
intervention sessions from an 240 - p _ Goal In
AmeriCorps Member Progress
% of students who improved in at least $Do�o _ � Goal In
one Social-Emotional Learning skill. Progress
*As of February 2024. NOTE: 2023-2024 is the first year of this program, so no further data is available.
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City Council Goal: Partnerships for a Better Dubuque
Program Year(Sept-Aug)
Performance
Performance Measure (KPI) Target 2022 -2023 2023 -2024 2024-2025 Indicator
Actual Estimated Estimated
3 Activity Objective: Provide Dubuque Teens with safe, caring, adult role models so youth want to
attend school, after-school programs, and summer programs.
#of teens served by the AmeriCorps g0 155 167 175 Goal Met
Program.
#of teens who successfully completed
the AmeriCorps-supported Summer 40 47 39 44 Goal Met
Teen Empowerment Program at the
Multicultural Family Center
% of teens who improved in at least g0% 76.6% 82°/o 88% Goal Met
one Social-Emotional Learning skill.
Program Year(Sept-Aug)
Performance
Performance Measure (KPI) Target 2022 -2023 2023 -2024 2024-2025 Indicator
Actual Estimated Estimated
4 Activity Objective: Keep youth engaged in stimulating, educational activities and surrounded by
positive role models.
#of youth served by AmeriCorps
Members during learning opportunities 500 722* 1,954** 2,500 Goal Met
and events.
*2022-23 Numbers of youth served includes unique counts of youth served. DCSD Numbers (Unique):
539; St Mark Numbers (Unique):68; MFC (Unique): 155. Carnegie Stout Numbers (Non-Unique Totals):
Programs- 103 &Attendees-4852
**2023-24 Numbers of youth served includes unique counts of youth served. DCSD Numbers (Unique):
712; St Mark Numbers (Unique):72; MFC (Unique): 167; Playground Program (Unique): 559; Carnegie
Stout Numbers (Unique): 444 (Non-Unique): 2533
Calendar Year(Jan - Dec) performance
Performance Measure (KPI) Target 2022 -2023 2023 -2024 2024 -2025 Indicator
Actual Actual Estimated
5 Activity Objective: Support non-profit organizations, education institutions, and government
entities with volunteer management services to address Dubuque's critical needs.
#of organizations that received 60 30 95 100 Goal Met
capacity building services
#of organizations that increase their
efficiency, effectiveness, and/or 48 4 25 30 Goal In
program reach as a result of capacity- Progress
building services provided
#of volunteers leveraged (recruited,
coordinated, and/or supported by the 250 222 2,511 3,000 Goal Met
Volunteer Generation Fund Grant)
#of hours served by leveraged 1,250 721 9,670.5 10,000 Goal Met
volunteers
$ amount of economic impact
leveraged through reported volunteer $35,113 $20,253 $271,644 $280,900 Goal Met
hours to VolunteerDBQ.com*
'Determined by the 2022 lowa Rate of$28.09 per hour by IndependantSector.org;https://independentsector.org/resource/value-of-volunteer-time/
-14-
-15-
� Recommended Operating Revenue Budget - Department Total �
31-COMMUNITY IMPACT DIVISION
FY22 Actual FY23 Actual FY24 Adopted FY25 Rccomm'd
Fund/AccounUAccount Title Revenue Revenue Budget Budget
100-General
4A-Charges for Services
47100-Reimbursements � 0 0 _ 0 0
47150-Refunds 0 (629) 0 0
4A-Charges for Services Total 0 (629) 0 0
4B-Grants/Contrib
44000-Federal Grants (290,798) (227,147) (290,798) (410,000)
47050-Conh-ib-Private Sources (30,250) (25,500) (207,400) (254,837)
4B-Grants/Contrib Total (321,048) (252,647) (498,198) (664,837)
COMMUNITY IMPACT DIVISION-Total (321,048) (253,277) (498,198) (664,837)
-16-
Recommended Operating Expenditure Budget - Department Total
� 31-COMMUNITY IMPACT DIVISION
FY22 Actual FY23 Actual FY24 Adoptcd FY 25 Rccomm'd
Fund/Account/Accouut Title Expense Expense Budget Budget
6A-Salaries&Wages
100-General
60100-Salaries-Regular Full Time 70,537 141,790 320,217 369,339
60200-Salaries-Regular Part Time 34,780 15,078 0 0
60300-Hourly Wages-Tcmp/Seasonal 149,357 173,021 196,385 192,550
60640-Spccial Pay-Vacation Payout 0 0 0 0
60720-Spec Pay-Meals No Overnight 0 63 0 0
6A-Salaries&Wages Total 254,675 329,951 516,602 561,889
6B-Employee Bene£ts
100-General
61100-F1CA-City Contribution 19,275 � 24,951 � 24,495 � 28,253
61300-IPERS-City Contribution 9,942 14,808 30,228 34,867
61510-Hcalth Insurance 77,121 67,134 67,115 67,116
61540-Lifc Insurancc 55 84 230 228
61600-Workers'Compensation 13,288 21,593 14,344 16,790
61990-Other Benefits&Costs 625 295 4,800 28,800
61992-Physicals 0 298 0 0
6B-Employee Benefits Total 120,306 129,164 141,212 176,054
6C-Staff Development
100-General
62100-Association Dues 2,317 12,029 2,317 250
62300-Training 735 0 735 2,050
62325-Mileage 27 152 4,300 6,500
62400-Meetings&Conferences 3,909 10,717 12,405 15,000
62500-Education Reimbursement 3,600 4,719 3,145 0
6C-Staff Development Total 10,588 27,617 22,902 23,800
6D-Repair/Maint/Util
100-General
63730-Tciccommunications 575 1,258 3,120 3,120
6D-Repair/Maint/Util Total 575 1,258 3,120 3,120
6E-Contractual Svcs
L00-General
64010-Accounting&Auditing 1,438 0 1,438 1,438
64015-Financial Service Fees 0 0 0 0
64020-Advertising 0 1,350 0 0
64050-Recording Fees 0 0 0 0
64062-Refunds 0 0 0 0
64130-Paymcnts to Othcr Agencies 6,964 1,659 13,633 ll,045
64140-Printing 0 0 0 500
64145-Copying 2,570 2,179 0 7,179
64150-Rental-Equipment 0 0 1,824 0
64160-Rental-LandBldgs/Parking 0 0 0 0
64190-Technology Services 12,768 13,418 13,227 23,140
64191-IT Recharges 0 0 � 0 0
64890-Background Check 253 1,007 2,862 2,214
-17-
� Recommended Operating Expenditure Budget - Department Total �
31-COMMUNITY IMPACT DIVISION
FY22 Actual FY23 Actual FY24 Adopted FY 25 Recomm'd
Fund/AccounUAccount Title Expense Expense Budget Budget
64900-Other Professional Service 0 1,466 0 0
64990-Other Contractual Service � 0 � 24,769 � 0 � 0
180-Community Development
64135-Grants 1,250 0 0 0
6E-Contractual Svcs Total 25,242 45,848 32,984 45,516
6F-Commodities
100-General
65025-Program Materials 0 0 0 0
65045-Technology Equipment 20 12,938 2,130 7,100
65060-Office Supplies 1,462 2,878 1,462 � 1,824
65070-Operating Supplies 0 0 0 0
65925-Uniform Purchase 1,929 2,716 1,500 1,230
65935-Employcc Rccognition 127 0 0 0
65990-Othcr Supplics 0 0 0 0
6F-Commodities Total 3,538 18,532 5,092 10,154
6G-Capital Outlay
100-General
67210-Furniture/Fixtures 0 11,114 0 0
6G-Capital Outlay Total 0 ll,ll 4 0 0
COMMUNITY IMPACT DIVISION-Total 414,924 563,484 721,912 820,533
-18-
Recommended Expenditure Budget Report by Activity & Funding Source
31 -COMMUNITY IMPACT DIVISION
FY24 Recomm'd
Fund/Activity FY22 Actual Expense FY23 Adopted Budget Budget
3150- Grants
100-General
6A-Salaries&Wages 254,675 470,979 516,602
6B-Employee Benefits 120,306 145,008 141,212
6C-Staff Development 10,588 8,419 22,902
6D-Repair/Maint/LJtil 575 720 3,120
6E-Contractual Svcs 23,992 25,347 32,984
6F-Commodities 3,538 1,970 5,092
6G-Capital Outlay - - -
180-Community Development
6F,-Contractual Svcs 1,250
3150- Grants Total 414,924 652,443 721,912
3199- Pcard Clearing
100-Gcncral
6F-Commodities
3199- Pcard Clearing Total
3101- Community Impact Admin
100-General
6A-Salaries&Wages 280,289
6B-Employee Benefits 96,712
6C-Staff Development 14,100
6D-Repair/Maint/lJtil 3,120
6E-ContracYual Svcs 7,160
6F-Commodities 8,924
6G-Capital Outlay
3101- Community Impact Admin Total - - 410,305
3150- Grants �
100-General
6A-Salaries&Wages 329,951 516,602 281,600
6B-Employee Benefits 129,164 141,212 79,342
6C-Staff Development 27,617 22,902 9,700
6D-Repair/MaindUtil 1,258 3,120
6E-Contractual Svcs 45,848 32,984 38,356
6F-Commodities 18,532 5,092 1,230
6G-Capital Outlay 11,114
180-Community Development
6E-Contractual Svcs
3150- Grants Total 563,484 721,912 410,228
3199- Pcard Clearing
100-General
6F-Commodities
3199- Pcard Clearing Total - - -
COMMUNITY IMPACT DIVISION TOTAL = 563,484 * 721,912 T 820,533
-19-
CITYOFDUBUQUE,IOWA
DEPARTMENT DETAIL-PERSONNEL COMPLEMENT
31 COMMUNITY IMPACT DIVISION
FY 2023 FY 2024 FY 2025
FD JC WP-GR JOB CLASS FTE BUDGET FTE BUDGET FTE BUDGET
61010 Full Time Employee Expense
100 1185 GE-36 COMMUNITY IMPACT DIRECTOR 1.00 $ 72,830 1.00 $ 85,415 1.00 $ 97,165
COMM DIVERSION/PREVENT
100 GE-33 COORD 1.00 $ 67,108 1.00 $ 61,873 1.00 $ 71,257
100 GE-25 DIVISION ADMIN ASSISTANT 1.00 $ 40,378 1.00 $ 40,307 1.00 $ 45,738
100 GE-31 AMERICORPS COORDINATOR 1.00 $ 48,196 1.00 $ 64,648 1.00 $ 73,646
100 GE-33 COMMUNITY OUTREACH COORD 1.00 $ 46,082 1.00 $ 61,873 1.00 $ 74,968
TOTAL FULL TIME EMPLOYEES 5.00 $ 274,594 5.00 $ 314,116 5.00 $ 362,774
61020 Part Time Employee Expense
100 NA-28 AMERICORPS COORDINATOR — — $ — — $ —
TOTAL PART TIME EMPLOYEES — $ — — $ — — $ —
TOTAL AMERICORPS DIVISION 5.00 $ 274,594 5.00 $ 314,116 5.00 $ 362,774
-20-
CITY OF DUBUQUE,IOWA
ACTIVITY PERSONNEL COMPLEMENT SUMMARY
FY 2023 FY 2024 FY 2025
ACCT FD JC WP-GR POSITION CLASS FTE BUDGET FTE BUDGET FTE BUDGET
AmeriCorps-FT
COMMUNITY IMPACT
10034911 61010 100 1185 DIRECTOR 0.07 $ 5,372 1.00 $ 85,415 1.00 $ 97,165
COMMUNITY OUTREACH
10034911 61010 100 COORD 1.00 $ 46,082 1.00 $ 61,873 1.00 $ 74,968
COMM DIVERSION/
10034911 61010 PREVENT COORD 1.00 $ 67,108 1.00 $ 61,873 1.00 $ 71,257
10034911 61010 DIVISION ADMIN ASSISTANT 1.00 $ 40,378 1.00 $ 40,307 1.00 $ 45,738
AMERICORPS
10034911 61010 100 1185 COORDINATOR 0.15 $ 10,344 1.00 $ 64,648 1.00 $ 73,646
AMERICORPS
10034913 61010 100 1185 COORDINATOR 0.20 $ 9,652
AMERICORPS PROGRAM
10034913 61010 100 1185 DIRECTOR 0.81 $ 59,122
AMERICORPS
10034918 61010 100 1185 COORDINATOR 0.65 $ 31,333
AMERICORPS PROGRAM
10034918 61010 100 1185 DIRECTOR 0.11 $ 8,336
Total 5.00 $ 277,727 5.00 $ 314,116 5.00 $ 362,774
TOTAL COMMUNITY IMPACT DIVISION 5.00 $ 277,727 5.00 $ 314,116 5.00 $ 362,774
-21-
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-22-
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MISSION
■ ■
To strengthen the bond between the �
— Cityof Dubuqueand its residents � ��
through community, � �� �=. :. .._ - '��, �/ ;� � � �_ .- � �
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� Dubuqueisathrivingcommunity - �`` _
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where residentsex erience A'� '''� �
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equitable outcomes through
� access to resources and
opportunities to service - without
barriers.
' �
VALUES
� ■
Service: Residents have opportunities to serve �
in formal opportunities �
`- -AmeriCorps, Volunteerism
: � : M � � M
or informal opportunities , , F , :. , ,
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-personal development, family/cultural � ' � � � � � ` � �
support systems �. �=��
without barriers. ����� ��LLE�TI�E �
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Accountability: We will do what we say we will ��� � � , � � �� � N ``
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Collective Impact: By working collaboratively '
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institutions, we can achieve direct-service-
level and systems-level change.
' �
OFFICE OF COMMUNITY IMPACT
ORGANIZATIONAL CHART (5.00 Full-Time Equivalents)
■ ■
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Heather 5a�terly 5arah Berna BriEtney Hayes Miranda �noF�e Anne Marie Greenwood
Community Impact Ameri�arps Carnrnunity Servi�e & Community Diversian & Community Impact
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Director Coordinator �utreach Coordina�nr Prev�ntion Coordinator Administrativ� assistant
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2023-24 AMERICORPS MEMBERS 3rd Term Members:
Joie Brooks - Hillcrest Family Services
�� 7.6 FTE) BaileyGalle - MulticulturalFamilyCenter
� ■ Taylee O'Brien - Hillcrest Family Services
2nd Term Members:
Zach Barry - Engineering
Sue Mueller - Eisenhower Elementary
� - Marlys Strube - Kennedy Elementary
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, �� ,, , -_ , �M w _ Keena Buie - Multicultural Family Center
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�, tI . � ` _ � Alex Curoe - Table Mound Elementary
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- a �` `- � = - - Natalie Ervolino - Carne ie Stout Public Librar
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� -� Mariah Hueneke - Hoover Elementary
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� - � � -� ���� � � , - _ :- � -���- _=�" � Daniel Miller - Irving Elementary
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Brock Osthoff - Irving Elementary
� �� ' ��y Caitlin Short - Arts & Culture
Molly Smith - Sageville Elementary
GenesisTaylor - Hillcrest FamilyServices
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CREATI NG AN � � - � � � � - - f � � � � � + � + + � r � � � - .
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COMMUNITYOF
_ .
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CHOICE � ���.
� � ����I����� , �u�k�ir��bil it� �q�i�� Tr�n���r�n�� � ��m����i�n
• Social Emotional-Learning . ���� ��� r.
& Wellbeing �- � �
� Leveraging Federal, State,
& Local Resources � -
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� Public Service Workforce � �
Development � - �
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PRIORYEARHIGHLIGHTS -
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Year 1 of 3 Social-Emotional Learning � '� `= f, :� �� �:�r� ���� `��.��� ��� r�,��� �► � .��
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AmeriCorps Pro rammin ���:��. _ �
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- Combination of 2 AmeriCorps Grants , � � , �',�+�, ,� = .::��:,f:�,;,�,:,°�;,�
- First change in focus in 12 years ,��';; ��'� � �;',�, ' ��� , . :,r ,. :r��; �� �
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VolunteerDBQ Recruitment Campaign . ���'" �' -� �. ' ��� . �� � .r ���� �� :`� ' ��
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- 2023 la st yea r of VG F G ra nt
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Diversion & Prevention � � � � � �, .4�� �I � J ��=�
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- Research on current practices - � � �, ' ���."'
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relationships . �
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FUTURE INITIATIVES
■ ■
Full Social Emotional Learning (SEL) '` , L-`"� � � =
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program roll-out to all DCSD � ��7�� ,, �, o = = �cNA����G -
Elementar Schools � V°�`� � �woR�o �
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Recommendations for Diversion & , � � , ; ,a ai _ ,
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SOCIAL-EMOTIONAL LEARNING IMPACTS
■ ■
Se n ate Fi le 496 I m pa cts chan�e in �tudents' overall sacial and Finatianal
- Delayed I mplementation & �ampetence - - . .- - - - _ . _ - - - - .. .. - -- - -..
..�_ ..,.., .,,. };��••:• �-, }r-,•. ., ..�,. ,..,, ..,. , . ��.-. ;.,.. �., ..,..,..,�::
Significant Programmatic Changes �
100
90
Students Served Sept 23 - Present
8�
- K-5: 211 �� ■
- Teens: 246 � 6�
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Growth & Development � �� r
- Relationship-focused �� �
- 1 -1 & Small Groups �°
- Meeting each child where they are at ,° _ �
- U s i n g St re n gt h s to i m p rove a re a s of � 22-23 Mid 3 zz-�� P��t
Need
� Need for Instruction Typical �trength
� '� ►
VolunteerDBQ -
�
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VolunteerD6Q.com - 2023 Recap
• 1 ,245 N ew U s e rs
• 22 NewOrganizations , ' ��� �
• 189 Opportunities � - � ' '" �
(� . _
• 2,511 Volunteer Responses ► � .� —�- �,� �"_ Y� � .g , �y �
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. . - �r r=�� �
Estimated Economic Impact of _ , �,�, _ - r�
. . _ �. �
j f � ` �f �� '� C'+�i� i►
• • 'f ;q�, � "'� ^`^! �..��� .
� Volunteerism in Dubuque (2023) s . . {�`:-��-��-� # _ _
� �� ���� t�"���,� �.�� q � � . ��; , _
._, � ,e,��'. 4 y,r.�, _.,� � . � .IM�'r� .. ; � . s� �'r�4'K "�- yz� ' .
Total Value of an IA . s� � 3_�a am�� , . , �, ,�.,-� F r-�r �.�, . �� 9
�✓ �"� I~ - « � �1 �6 y(Y
�3 11r�. �� �y~.�',4��� _ - :`_ � 1 �'r.+t��"� .'- �i �.�y �' s--t"r'r�,
.�`� -t . r' ♦ � Y =* �[ .. 'Cy9 Yr�i- ��f.e
Vol u nteer Vol u nteer - . '� �,��`` . ,, ..' . T � :<�`�,'�=''��_ - �r���. ���-.�-=- _y_
~ ��� �� - - .. '��,� �� -' +�
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Hours Hour - ' " ���,z.��,�y ��- ,_-�. �..�_ ;�,�;-�.
�� �:��. �.-���'� -.�.
- � � , ,� _. :_�`�:- .��
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9,670.50 X $28.09 = $271,644
Days of Caring 2023 Impact = $121 ,615
Spartans Make a Difference Day 2023 Impact = $136,686
1 , �
D IVE RS I O N & P REVE NTI O N
� ■
Identifying Dubuque's Services
• Meeting with Key Contacts
�,,,.. i.eci�ve` r�u"'�U
� � �6
• Judges, Public Defenders, Jail , � ��:, - W �,;�;�� �r���`��_ ���+f� ,�
_
Social Workers . . r =�:"� -- .,,:,'° :'°'�``�"��� �
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• Mapping Current Processes R����� �`�� � �
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Identif in Pain Points Ga s & ��� - f
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Opportunities _ �, , � - �
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; �-=�� �
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Researching Models � ��
.
;
�
• Financial Impacts on Residents �
• Cyc le of Pove rty & H a rm �
• Entry & Exit Pointsfrom Criminal
Justice System
1 �
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� � COMMUNITYIMPACT
FY2025 REQUESTED PROPERTY
_
TAX S U P PO RT
� $155,696 $2.30
Net PropertyTax Average homeowner's*
Support property tax cost for OCI
� ('�Avg. home value of$196,5081
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FY 25 I M PROVEM ENT PACKAGES APPROVED
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Volunteer DBQ Platform Upgrade
Shift from Galaxy Digital Get Connected Platform to
BeWith . io Customized Platform
$16,000 Reoccu rri ng
Work From Home Technology Packages for OCI Staff (5)
$4,250 Non-Reoccurring
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