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3 5 18 Project HOPE Work Session Copyrighted March 5, 2018 City of Dubuque Work Session - Top # 1. ITEM TITLE: 5:30 PM Project H.O.P.E. WorkSession SUMMARY: Staff from the Community Foundation of Greater Dubuque will conduct a work session with the City Council on Project H.O.P.E. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Project Hope PowerPoint Supporting Documentation Project Hope Update 1 of 3 Supporting Documentation Project Hope Update 2 of 3 Supporting Documentation Project Hope Update 3 of 3 Supporting Documentation PROJECT f � � � /� 1 � � /, �■ 1 1 rs ■� � I � II �� ■ � // \` Community Foundation of Greater Dubuque � I i_ � �• �c -�, . T �� — - �� ,� � � , �.� 6 F�E �-- �, ,f� -p ` a . � '.1, .� s ,t � �� f: �! �� . i ��: ` � �f► ., � ,. •� \ � � � ! � �. � '!'"� - s ''' � ~ r _,.• '� z � :3 � =� ,�:" � ' ,� � . y� ,a ♦ �►,� ._� u� �� .' � _ �,`�'� � —�� r � � �` � � I � � — '�" '' .".. �y � _ �. � Y � + i _ i �' � � � ' �� , / r. ` -- , � • : � � • " . � , 3.� � � _� , - _ �Y, z t , y; �� F i :+ �� :'�� , r'; `r''L� � N �� \�r�. ,.a� � -+! '. r-, � . _ i=• , � .� , w �t � � .,S T�'1�.; , .•• ' _ , -+ -v �' ' �� . � �� i - 1 i . � . , �.,'� � ',�, Tm: y � .�,� � . � . . � , ��`^ � "� � — � �� 1� /�� '�( < t � � . � �`:, -- `. ' _ _ . . . � ,� �'�5 �r E 4 .. �'='.l q� �' , � � '� '..3AC. �'^ >t _ _ - _ �.��T -'.Y:� � � . r� ... . . v t I � � , ir��fi_�� ._ . _ - - _ � � �•,, r,Ales a . ,,,,, � ��:„ / w,^? � � " c:�.v f� y. . t� ��,`?;. ��- `t�. � " . "' � ` � . a ___ �� .. �-.: , w ,� .. � ,.. ��. . f�� . '�� - ' �ti.a_�� ' .l.' 1� ..v!'r�.*S.�'!��. • • / • / / ' / I � � • • / • • • • / , / _ • _ • • / , _ � � . The Community Foundation r� ngs toget er community members to create greater good, addressing complex community challenges to build a thriving, resilient region. We focus this work on three impact areas. r � � Academic Achievement =�= . Equity and Inclusion 0 Economic Opportunity PROJECT . . � �ti � �ar � ; � ;i ii ::i:: : i Expand Pathways �t Accessibility � to Education and Employment Build Financial Inclusion � - Support Provider Networks for Change � � • . • � 1 � � � • • . • � � • • � - • • • • . . - � . • • � • - • � . - � . • Students who Re-Engaged and Completed Diploma or HSED 140 120 126 102 106 100 100 =�. � �Students re-engaged and g� �i workingtowardeducation goals 60 Students completed High 40 - 45 School Diploma or High � 34 31 School Equivalency 20 �6 — 0 —_ 2012-2013 2013-2014 20142015 2015-2016 . . � - 5m�e �0, � • 554 workers accepted into program • 434 workers graduated or currenHyin training • 98% of mntacted graduates have retained employment or are mntinuing their education Graduates by Sector � na��„eau,��i.�� , � i1 � ., i no�� — . ��aa9e �e��„e DuouG�a Co . -nunlN Sciool Dls o�o�o�eworb HonnEa:� io�va ea„m��r�y coueeE � aaorz� y o�e�a�e ��aan � o�n�c�e v�e� Greatr �ubuueDevelo�Te�x � �� D�bequeClrCeslm�letive �[CPnt' .envl As�m6ntio�o rn Greme� Ocbaque Oeveloprrznt GYy ofOcbupue IomzWarks � — — � 1 — — • � - � • • - � • � - • • • � � - � - • • . � - . . � � � . • � s �� singipdqasi��t � � f ;a �ido�lq�yapb._, : ._. � . :, � � �ido�lqand�r,r�?� }'�� .- �. � ..�:.,: - ;�• I�If rl'�3[IZ9�] � Q2�'4.,' '•�'�"" _ : ,. ' ' �H(J�16�li9Y1�[�05j��Z'; � ',, .. � � � - s i da� qar� r� � � � � � ci��,:n�. . . --ll��io i�22��rq�6�,,,,�� I IYJ'I f�0.! ��1 I �[J � � �f� �; .s' 1� �in6lf� •�i1:.i,i�.�:+�if�},��E � :� �, . � � �� ,a�t��Y� � st�sYarrsl�i�a�irn6��:� ... ��.� � "��._ :_i........ � ,.. �.,m U. I-`I I I 9�?,��:�.��r,�r'b= � ��u 8�f1S@!]CEIL{IE��F''�'�� +� rVl LG��`a � �� 1 U �-!.'l t�, Child Care Mental Health � � � � � � � � � / � � � � � � � � � • Leadin� advancements to increase post-secondary educational attainment = Dubuque Colle�e Access Network • Expand in� pa thwa ys f or a robust workforce = Access to Quality Child Care P pLLEGF � � � - � - • - � - - � � q�� - • • � � . • . � - � . • . • • - — IowaCollegeAid.gov ee`°°Se �°°e9e `h°�9e5 E°e�Y'h`°� Dubuque Education Attainment, THE ISSUE: Ages 25-64 lowa: Education and Workforce Trends Through 9�%- HighectEducationLevelAttavied %ofRespondents 2025 report, finds that 68 percent of all lowa jobs �Lessthan HighSchool ZryX are expected to require postsecondary education 24.4% Hi�hSchool�iploma,GEqHSet 2l.9% and training beyond high schooL �5o��az�o��o�E��a��oN �.ix Training,Oegree�CeNbcalion Nv[0 biaired I2.5% � � Tratlx CertificatioR ComplereG 3.9% VocetiorelTrainirg,Completetl 3A% t 7 ° o by 5 z.4% 3 9%- - Assaiace�egree,Comple[etl 25E Untlergradua�e0egree,CompleteE lAA% 16.7% � PostG2dua[e0egree,Cornpleted 92% TOTAL IOOY lowa's Future Ready post-secondary education attainment goal means 127,700 additional z89% o credentials are needed. 52.4/0 Current postsecondary zx� educational attainment The lowest income Americans who obtain a college degree are 5x more likely than their peers to escape Source:lowa Workforce Development, �aborshed survey pOvePty. data collect 1/1/16-8/28/17, 336 survey respondents Source:National College Access Network 1 / � - � - • - 1 - - � THE GOAL: To reach 70 percent post-secondary attainment O Youth enrollment in post-secondary the DCAN is targeting efforts on transforming � 0 � education or training within 2 years educational and career pathways for youth (16-24). of graduating high school. THE WORK: Framework for Change Grants from lowa College Aid The collective work will utilize a framework of change to effectively Planning Grant: ACCOMPLISHMENTS equip and inspire youth, to • Education Focused Landscape Scan opportunely access and enroll in soc�n� • Service Asset Map post-secondary degrees or READINESS • Baseline Data credentials. �ow-,��ome M;�o,;�Y • Assembly of Leadership Team Opportuniry � Launch Grant: WORKINGON Degrees or credentials include: F�rvArvc�a� � ACADEMIC . Common Agenda READINESS c READINESS • Dashboard •Postsecondary/Professional Certificates • Formalizing infrastructure •Occupational Licenses •Apprenticeships Future grants include •Associate or Bachelor Degrees Imp/ementation and Continuous •Higher Degrees (Master, PHD, JD...) Improvement. - . . - • - ay or o�e�9�e � 55% NA VJM1ite � 43% Male NA � 5.5% � 54% � 22go � 4% Black � 163% Female � Z�gq � 16.9Y � 49% NA NativeAmencan � I5.0% 0% NA Asian � 11.9% � 113% � 1990 � 2000 � 2010 NA Pacificlslander - 61.1% sawmui [eruuseweau - 46.1% � IS% �an�o � s.o% � iosv � 49% SomeotM1errace � 116% � 22.9% NA Two or more races � 140% � V6% � - • • . � . - • . - - . � , - Labor Force & Local Communities Skilled Workers I�� + � Ev e ry 1 ••••• �� More financially stable invested in child-care can Population and labor home environments expect an estimated force growth return of... . • . . . 4 to 17 � � Stronger local and state Lucrative destination for in future costs of remedial economy budding professionals and special education, the juvenile crime system and • ; welfare support. ' . Attract new businesses Influx of skilled labor & and industries Source: Child Care Council retention of talent 1 _ � • I � I � • . . • . � ' • • � . ' Employers who invested in child-care services... $4� � �� ' n r ni , � �- Say that it _�—. ,�� .,� FEMAL� h� MANAGERS �, J� Say that it � SAY THE CNILD CARE CENTER HAS ��b say that it ,�ea empioyee PUSITIVELY IMPACTED THEIR ABILITY TU �� PURSUE OR ACCEPT A HIGHER POSITION � Roughly 1/3 of employees turned 0 0 0 down/declined to pursue a job change �� 44� in order to maintain access to an employer-sponsored child care center. Ofthosewhoturneddownjobs: SAIDTHATTHEJDB �EWORNfDW(TH ARE OFFER WAS FOR A R CO�IPANY FOR MANAGERS HIGHER SAIARY '.".°;OR !.D?!�r_R . 0 . � . . • • Cultivate economic self- sufficiency: VITA £t EITC Pro�ram • Connect to technical resources and local/national fundin�: NLC FISCL Cohort � . - • - �M�mueoque �a�% wM1ne �II9Y I6ar �ziax aia�k �szsx 5I9k �l]SY Na�NeAme��n l]SY ]86% �]P,: Asla� 4ov I GY; 0 : Paclfiolslantler 0% 559Y, �I10% la�lno � 3ASM 53'% �v�v someome� a� �ir z-ee � 'ix c.ir Twoo�mo�e �a�e: �„ ■ � sove�enameme�.�,K ■ � oove��iameme�.�,�i ��.�� zsae��r-,zvaa,niz� �,�ni.�.�Po�.�,�:.., . �.. VITA �t EITC Financial Inclusion - � . � . . - . � - • . ' • . � - ' i � - • - • • � ' • " � " � • " � " " " � Have you earned more than you think? ............................................. EITC ey m�m�q m.[.m.a i�em.ro cnan yo..au e. FREE TAX �...��..a�,a .�'�°°q�.�a��,°°�;'°�:`�a�� PREPARATION � •• Are you prepared for �`"""""m°"""°"�.'""`�` pwixeWins.amr ama.p� '' .,�.�T�,��,.�,r�,,,�m,, unexpeded expenses? � � �.ekaer�.a�.ea..saon..,�. % ��..rv,riSur.o.s�.wmsszs�r� ............................................. � �.�e:�.....u.wu..wri..` w.. � '°�`" Make the most of your tax refund ,� nne.� m�w e...�.. -.=,r �, � dT� �„Knv�om.yv.�k�.w�,ima.�dwm.a�«re�..qo.�aa.nw onpuh.a_ �_ �.°1.w�.._ w.2 i VITASITELOCATIONS '��w.�. �.o�.o.a„o,.iom,o�.uvo.va�w�amwe��..,.�n.�,��. 9YGPPOIXTMFXTOXLYIYX.N�GPR.10 �� , �� l}ertlia�:MrtmM [MY ya5«a,w:OOP„ n�eoirv"cewm�.�s...,ar.a,��u.x� m�w�. . a m,. em em +�e�v _ w¢o.n�a�a,e, o>a ,�M..u,�.,�.,,��.990� VITA s....,,.�mo�me�. .�� .,�.�� WLLY-IXOMYIRB.1-APP.A � Y�g 6� YeluYsi�weTv4iY[w- br filEE by an IRSaMNrod pnpaar rtihasa sXav: 5��MM1rnGurtM1 . , r [Cian(1¢Y9<i �.�W��i�� an'O5t MYJe�WMm GLLh410R48fifi-IfiB-llll u�aF�.wcwmwss��wwmn�m mwe� mwxr�su��.ti!wwi.��.r� . xw�m.�w�nn .tlsvrir�. � n . . . . 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Lem ty self suffitlenry pmgram rentel ars s�nce coaeM1'ng entl ucrow ecmwt _ waLegalAitl SmallBusness�eueAopmen[Len2r CapI�IProgmms � � �� LonsumuGedt VoutM1F�nanclal FAFSAoutreacM1 Cowsel'ng Lapabt'ryPmgrems � CnlarKry AOerSCM1oolPmgrems I�ASPorfo52ryoutM1 �CMN � BanlJGetltt o�wwr . wn�� ^No�proa� eorer�me�u �Par�ner �F�ucatlonAgenry � � • � • � � � • �"� . � �=--=� . , • . • � '•; :. • • Facilitate learnin�, collaboration and partner-led action : Telli�en Gran t • Support strate�ic development of networks: Partnership Empowerment Network � � � � � . . • . . • . - . AMERICANS � i • i � II !i ringwitl7 �� r;r•,OUS men': 6[G9IdqOSi�72 � � � � � 5[dUI�qS10Q6..�t, _.',.-."... O � b;a��qG.��_��h��.r��.:, ..,, � � � ��:,:.�.: :,;�.,��trr�msb �-r�17 Q�9'4.,.. �.. � [] l�i �N��j��7��qo�]1�JGnr1�+ � � � � � � � � i darlqanrl � ��`t � , ��:t�aas- - --a��1(� 5.i x f� �rroiz�Is� rra r � �� qsb� :';.�,� L . no.i �sri i��i:� � ! sr� ��lll&fr1. '�i'i,ii��sr��;�•��ri�:- . � � .rr�� -�bnar��Oqr�H SERIOUS MENTAL �ixs�or[�I,�i�ozi?ns;ria�i'.�is t'�" ' -`• -• �� ILLNESSES IN JAILS _ -mu i 7 i I-�b . �-�:A9JI6GA9�I61❑I hH in �J 4f.f:i:7 :i � �� f Uy— 1 I I I�I II 31% 4.9% 14.5% 3.2% M1 � . � � � • — — — � ' - • � - - . • • • • VISION: Equitable and direct access to resources that makes our community a better place to live, work and play. - �� - - - - - - - - - - - - - - - - - - - - - - - - - - - - I � �_ • Direct peer-to-peer-learning, ` " improving knowledge of and access ' � to community resources � . _ � _ .. .. �� • Elevating interagency relationships in � ,� r �� . . � efforts to build ' � +��- � • Strengthen and streamline referral processes. • Identify key barriers to resource access and advocate for systems change. � � � • � � � � � � • Community Foundation of • AARP Greater Dubuque • lowa State Extension �t Outreach • City of Dubuque • YMCA/YWCA • Greater Dubuque • DHS Development Corporation Dubuque County Early Childhood • East Central • Mercy Child Development Center Intergovernmental • and Preschool Association • Child Care Resource and • Iowa WORKS Referral • Dubuque Community School qmerican Trust District � • Visiting Nurses Association / Bee • Northeast lowa Community Branch Health Homes College Dubuque Works • Holy Family • United Way of Dubuque Area ' Clarke University • Tri-States • University of Dubuque • Operation: New View • Loras College Community Action Agency • lowa College Aid • Dubuque Area Labor Management Council PROJECT f � � � /� 1 � � /, �■ 1 1 rs ■� � I � II �� ■ � // \` Community Foundation of Greater Dubuque Community Foundation of Greater Dubuque Project HOPE Update City of Dubuque City Council March 7, 2018 Community Foundation . Fast Facts . Roadmap to Success . Initiatives Overview . Project HOPE Project HOPE History . Opportunity Dubuque . Re-engage Dubuque . Community Network Mapping Project . Earned Income Tax Credit . Community Needs Assessments o Child Care o Mental Health Services . Green Et Healthy Homes Initiative . Bank On . Speak Your Peace Project HOPE - Current Focus . Community Solutions for Quality Childcare . Partnership Empowerment Network . Dubuque College Access Network . Eliminating Systemic Barriers to Mental Health Services Press Releases . Initiative Helps Local Foster Care Youth Build Financial Skills, Assets . Host National Gathering On Citywide Strategies To Re-Engage High School Dropouts Annual Financials City Council Presentation � � • • � � • • � � � � : � � . . W U � ,� � • � ,� � � / Q � . .-. . . . . . . . . Q � � � �� . N .- . . . - 15.11% Calendaryearreturn* things you should know ABOUT THE COMMUNITY FOUNDATION 6 33°� 3-year compound OF GREATER DUBUQUE • ° annual return* 10.25% 5-year compo*nd 1. We began as a PO Box and an idea in 2002. annual return 2. The Foundation has granted over $353 million to nonprofits since 2002. 3. We host more than 240 nonprofit endowment � • • � funds, which provide a sustainable source of ' ' � income to support their community missions • • • � �� 0/O forever. 4. We address complex challenges through initiatives focused on economic opportunity, academic achievement and equity and indusion. 5. All gifts to the Community Foundation are tax deductible to the full extent of federal law. �� The Roshek Building Phone: 563.588.2700 Community Foundation 700 Locust Street,Suite 195 office@dbqfoundation.org o,fGreaterDubuque Dubuque,IA 52001 www.dbqfoundation.org COMMUNITY FOUNDATION OF GREATER DUBUQUE WE SERVE: • � • • Individual donors,families and private foundations � • � � � • Nonprofit organizations � • Affiliate foundations � � � • Professional advisors � � � OUR VISION: A vibrant and inclusive Greater Dubuque region with resources and opportunities AFFILIATE COMMUNITY FOUNDATIONS forall Allamakee Allamakee County Community Foundation OUR VALUES: Clayton County Foundation for the Future, Inc. • Our work will ensure continual Clayton improvement in communities and the Foundation for the Future of Delaware County lives of people in our region. Dyersville Area Community Foundation • We embrace the benefits of diversiry Delaware Dubuque Community Foundation of Jackson County and inclusion. Jones County Community Foundation � �/e value informed and collaborative leadership. Jackson LincolnWay Community Foundation '°"es • We pursue more effective change River Bluff Community Foundation through excellence and innovation. Clinton Academic Achievement Economic Opportunity Equity and Inclusion , .� � �. � -e- ■ Dubuque Campaign for Grade-Level • Reading and Vision To Learn Project Hope Inclusive Dubuque 02132018 - '� : • ' � . :: 11 • • � . • 11 � - • � •�� •. � � • � -. - I � � � � � ` 11 •�� •. � � • ROAD MAP FO R � . _ . � � ,,� � �,; _ �r' � � �1 v v �� 0 � d� � 0 2+3_ � OD � � � _ READY FOR 3RD GRADE MATH BY HIGH SCHOOL COLLEGE JOB TRAINING KINDERGARTEN READING 8TH GRADE GRADUATION ACCESS 111 ' = • ' • • � ' ' Community Foundation of Greater Dubuque INITIATIVES � � � � 1. Identify attheCOMMUNITY FOUNDATION ,dent;ythatthe;ssue;sap�;o�;�and 0 F G R EAT E R D U B U Q U E t"at t"e�e's `°mmun'�supp°�t and �apa�ity to work on the issue The Community Foundation brings together community 2, Research members to create greater good, addressing complex R�ear�n b�t pr��t��,aar�ana community challenges to build a thriving, resilient region. �ommun�ry members �per�en��to As a convener and catalystfor change, we create strategic �nform asnareaagenaa partnerships, provide a safe place for difficult conversations - and lead the way to lasting systems change. 3. Convene Convene mmmunity partners to leam We believe that complex issues are best addressed through aboutme�ssue ana�reate ana collaboration, while using an equity lens to ensure all voices �mp�ementa mean�n�fu�str�tegy are considered. No single organization can educate the - community's children or ensure a skilled workforce; rather, 4. Measure ittakes multiple organizations from government, business, Esr�basn metr��forsu��s philanthropy and the nonprofit sector working toward a shared agenda. Our network approach to community challenges engages aU sectors, uses long-term strategies, builds trust - and encourages participation in decision-making. 5. Educate Provide partners with data,tools and The Community Foundation of Greater Dubuque supports �earn�ngopportun�ti�arouname these networks by providing data, tools and learning 155Ue opportunities to partners in an effort to improve systems _ through evidence-based decision-making. By engaging 6. Track community members across multiple sectors, we are able to brin a diverse rou of eo le to ether around a shared T��k�n�t�ati�e progress ana g g p p p g mmmuni�ateresults vision for the greater good of our region. Based on data and feedback from our community partners, we Z Evaluate focus this work on three impact areas: economic opportunity, academic achievement, and e ui and indusion. Me�ure progr�sto�nform q � future efforts HOW WE MEASURE SUCCESS: . • • � . • • knowledge • behavior • community engagement • skiUs • decision-making • economic impact • awareness • practice • systems change • policies ovzoizon - •. - . . - �� . � �� . -- - . - ... .•• .. . . • , i � . . - �� ... . .. . . • INITIATIVES at the COMMUNITY FOUNDATION OF GREATER DUBUQUE Academic � Economic � Equity and Achievement Opportunity Inclusion . • . . Ensure that all young people Increase economic opportunity for Support an informed, equitable succeed in school, a career and our all community members through and indusive community where all community. improved access to financial people are respected,valued and institutions, education treated fairly. and employment. � � � • Convene the Dubuque Campaign for • Convene partners in the Project HOPE • Convene the Inclusive Dubuque 6rade-Level Reading Network around Network around a shared economic Network around a shared equity a shared agenda opportunity agenda agenda • Develop and/or support academic • Develop tools and resources for • Develop and/or support equity achievement learning opportunities, partners to help increase financial learning opportunities,tools and data tools and resources for improved stability for families . Support groups of community planning and funding . Research best practice strategies to members working in seven different • Convene a Local College Access expand pathways to education and focus areas to affect systems change Network around a shared agenda careers for adults and disconnected . Share equity data to inform work and • Support dropout prevention and youth measure progress efforts to re-connect dropouts to • Share data to inform work and . Support an equity action plan education opportunities measure progress • Implement an academic achievement • Support an economic opportunity data strategy to inform work and action plan measure progress • Number of partners adopting best • Number of partners adopting best • Number of partners adopting practices,tools and strategies practices,tools and strategies equity tools and strategies in their • Number of youth participating in key • Number of coaches participating in organizations activities(e.g., re-engage, FAFSA,ACT, the Coaches' Peer-Learning Network • Results of annual attitudes and Summer Academy) . More families earning, keeping and beliefs survey • Increased reading proficiency by third growing their money(e.g.,household • Policies and practices changing that grade students income,savings rates,banked, Earned impact equity and indusion • Increased high school graduation Income Tax Credit) . A more equitable and inclusive rates community(e.g.,education, • Increased college attainment rates employment, housing,wealth) - •. - . . - �� . � �� . -- - . - ... .•• .. . . • , � � . . - �� ... . .. . . • .__ � � � ■ • �� , . � , � � � � � � � i .��,� � �� t 1z ,�.,� � . �� +�'v�5 �^Q � � t" . . � i_`�. z: . . ., „�* � . .. �,..,.� -.-� ,. �� .. 3 �� '� v�. �� : ` �r ..x. � �. 5 >. ,� ,;;. , ; �. - �; w . , `i�'^ �ll�� ' �, �� u ..,, � .� , . � �� ,. ;�1 `j � �� , _, _ : �,. , �. � � ; �� - . � . �� '� Y 7�:, 1 � �� _ �: s�`t�; , . . . .--..... . .. ............ .. �� •;��. m�". <: yy ...��A.,�_.._- .- j � �� a � _. `�'� A., i r!' s'� , ` �,,. r:a. _ $ !.� .� .:..:... ,�.�:� _ _.._.-:.., , .:,� � ��._" ,: �" s i ��•� � ^�.a Since 2008, the Community Foundation of Greater Dubuque (CFGD) and the City of Dubuque have partnered to support Project HOPE (Help Our People Excel). This initiative increases access to economic opportunity for all community members by supporting networks that drive systems change, expanding pathways to education and employment, and increasing access to financial institutions. WHY IT MATTERS Individuals Below the Poverty Level From 2000 to 2015,the percentage of individuals living City of Dubuque below the poverty level in Dubuque has increased from . ', 9.5% to 16.2%. Research has shown that living in poverty can affect family stability, a child's readiness for school ' �� and ability to learn, high school dropout rates, and physical health.All of these factors can affect someone's 2000 2015 ability to advance their economic future. Source:U.S.Census Bureau WHAT HAS BEEN ACCOMPLISHED Project HOPE was started in 2008 and since then, it has successfully For additional information built a network of partners addressing barriers to economic Laura Merrick opportunity in Dubuque. Through the work of partners, successful Laura@dbqfoundation.org initiatives have been launched that focus on high school dropout re- engagement, connecting individuals to job training and careers, and Community Foundation of connecting families to financial services. Some key accomplishments Greater Dubuque indude: 700 Locust Street, Suite 195 • Qeated a network map in 2015 highlighting over 750 relationships Dubuque, IA 52001 between more than 150 nonprofit and government agencies. 563.5882700 • As of 2016, Re-engage Dubuque has connected over 400 opportunity youth who did not complete high school to alternative education options and post-secondary education. 126 have received their high school diploma or HSED. • As of 2016, Opportunity Dubuque, which is a training/employment partnership, has accepted 538 students, and 482 have graduated or are currently in training. • Convened a Coaches' Peer-Learning Network of professionals working with youth or young adults on education, career or self-sufficiency goals, creating a strong referral network and improving awareness of community resources. • Conducted Needs Assessments focused on mental health and child care services. The Assessments wiU serve as resources to help influence current and future programming in the community. • Supported partners who implemented Take the Lead, a program ��` creating a stepping stone into education and employment. COITIYT1Urilty FOUriC�atlOri of Greater Dubuque • Partnered with Operation: New View and the United Wayto expand EITC/VITA outreach and awareness. CFGD brings together communiiy members to create greater good, WHAT WE ARE WORKING ON addressingcomplexcommuniry chaffenges focused on economic Project HOPE is participating in two learning cohorts in an effort to opportuniry, academic achievement learn best-practices and strategies to implement within the Dubuque and equiryand incfusion. Community:the Family Economic Security (FES) Cohort, which focuses on community wealth building strategies and afamily's access yw�+.r co�s�med��mpr��e w�rn to financial asset-building strategies, and the Financial Indusion Nar�o�a�sr�da�d�to� 'b>,�,z:� US CommunilyWundations Systems and City Leadership (RSCL) Cohort, where Project HOPE is partnering with the City to assess the current financial system and how we can be more indusive through providing access to banking and tools to help individuals and families growtheir financial • ' ' •' strength. Project HOPE will continue to convene stakeholders for the Mental � � Health and Child Care Needs Assessment to facilitate conversations around how partners can take action on the recommendations. o�izzon . • `� :, ;. / T � .: / .. i,. .� f I - �� .r�-�` r � �� z �-�° �"'w''�'`` � ��". /"-u- - � � :� t �„ �� - __ , "'� � � � � Opportunity Opportunity Dubuque is atraining/ employment partnership developed Dubuque in 2012 to respond to the needs of employers and workers in the Dubuque region by providing the necessary skills for today's jobs in advanced manufacturing, information technology, healthcare and logistics. � �\ Community Foundation ofGreatc'Dubuque If you would like to make a donation Workforce Collaborative Leads the Way to support Opportunity Dubuque, Leaders from Northeast lowa Community College, Greater Dubuque please make checks payable to Development Corporation, East Central Intergovernmental Agency, lowa CFGD/Projed HOPE or contact the Works, Dubuque Community Schools, City of Dubuque and the Community Community Foundation of Greater Foundation of Greater Dubuque supported the design, implementation Dubuque. and funding of the Opportunity Dubuque initiative. Project HOPE is an initiative of the Skills for Today's Jobs Community Foundation of Greater Opportunity Dubuque prepares unemployed/underemployed workers and Dubuque. youthforskilledjobs in today's economy.The training provides the "hard skills"that employers require while developing the °soft skills" necessary for participants to experience long-term success as employees. Opportunity Dubuque participants are selected through an interview and assessment process and receive full scholarships for training at Northeast lowa Community College. Graduates can then choose to interview with employers seeking skilled entry-level employees at$10-$18 an hour or to continue their education by earning a degree. Employer Partners Opportunity Dubuque partners have committed to participate in developing an initiative that meets employers' needs while nurturing, promoting and training valuable employees who seek careers in growing industries in the Dubuque region. Opportunity Dubuque partners indude: For additional information • AY McDonald • IBM • Berry Plastics • Mi-T-M Community Foundation of • Bodine Electric Company • Morrison Brothers Greater Dubuque • Decker Precision • Premier Tooling� 700 Locust Street,Suite 195 Manuiacturing, Inc Manuiacturing Dubuque, IA 52001 • EIMCo • Schieffer Co. International LC. 563.588.2700 • FarmTek • Webber Metal Products Inc. office@dbqfoundation.org • Giese Companies • Uelner Precision Tools� Dies www.dbqfoundation.org Early Outcomes • 331 workers attended orientations to learn about Opportunity Dubuque • 153 workers entered Opportunity Dubuque advanced manufacturing /j'`\ programs(CNC machining, welding, etc.) Cominunity Foundation • 91 workers entered Opportunity Dubuque information afGreaterDubuque technology programs • 30 workers received success center remediation (math/reading supports) �y.*�'`•'' co�s�med��comp°`�`e w�rh . 93% of those who completed a training program are employed Nationa!Standards for '+;;;;;r� us commu��rywu�dano�s • Total local investment $190,000 inazoie • � � • I � � - • • • . • . � - � • - - � • Since 2012 • 554 workers accepted into program • 434 workers graduated or currently in training • 98% of contacted graduates have retained employment or are continuing their education Graduates by Sectar - rlilv��i�c.�tl �Ihnnuf�it t ur i�is; - IT - Tr�nspart.�tinri . 1 ' �► "'� ��, `. _ . �.-- r' > '�'��f ,K� , ` �,�r�_ r � ='"� � � ' } , �. � wy; � � �' � . r . .� �I � � , . y ��, � � , � �� ' ' _ i ./ �. � ,� �� t �r ��i�"( , � •v" �i �, . �� , � �< 1 � ` ., f� � ^1 � � ., y, � � _ ryl•� � � -_ �' . . . . � . � i�: , -� - _ _ ` '�`�l�' � �*`�� '� � � � t , �t �: � s � �., ' a3 • ,r'� . _. �'.:.., �,.:t.� .'. ',.� ... � ' � _-. ��"j '-�4 � / � ,� � . � � � ,�;., � .�� Ei@��"�r .�-�^�``: , , � � ` � , . � � w�.fi, � � � .. . . _ ._ _ . � r��. , � � ��. . . r � 1 .. ,.. . �• . �'_ �a 1 � f `.`. ' . .. . . � —�"` � riF � �� /� �'Y�V � � � �� ,� .��'„" � �I � , . �� 7•c -�'-�� . �� 1 � ._-,,- � � `'� � �� ' � ;` � � t �'' ., �, �� . ��=. � � -_ -`,��..� �-` 1.�...�� Re'en a e Re-engage Dubuque connects youth g g ages 16 to 21 who did not complete � ubu ue high school to alternative education � o tions and ost-secondar education. p p Y Re-engagement coaches work with these young people to develop personalized plans for completing a high school diploma or High School Equivalency Diploma and exploring options for further study and careers. ► �'"'� P ROJ ECT HOPE . If you would like to make a donation How was Re-engage Dubuque developed? to support Re-engage Dubuque, The Communiry Foundation's Project HOPE initiative convened the please make checks payable to Dubuque Community School District, Northeast lowa Community College CFGD/Project HOPE or contact the (NICC) and other partners to develop this program based on nationwide Communiry Foundation of Greater best practices. Dubuque. Re-engage Dubuque incorporates a combination of virtual options, Project HOPE is an initiative of the such as allowing students to earn credits through online courses, and a Communiry Foundation of Greater wide-reaching outreach effort.As of September 2016, the initiative's re- Dubuque working to increase access engagement coaches have connected with 434 high school dropouts.As to opportunityfor aff community a result,126 students have earned either a high school diploma or a High members by: School Equivalency Diploma(HSED).The average number of dropouts in the Dubuque Communiry School District prior to Re-engage Dubuque was ��:_r Supporting providernetworks 141 students per year. Since this program began in 2012,the dropout rate i�� for change has decreased b 48% and continues to im rove. Y p � Expanding pathways to Number of Dubuque Community School District Dropouts,2007-2014 education and empfoyment O� Hefping famifies buifd financiaf securiry `07-'O8`O8-'09 '09-'10 `10-'ll '71-'12 '12-'13 '13-'14 How Re-engage Dubuque Works For additional information Build local alliances Re-engage Dubuque is a partnership between Project HOPE,the Dubuque Communiry Foundation of Communiry School District and NICC. Greater Dubuque Look for dropouts where they are 700 Locust Street, Suite 195 The coaches connect with dropouts any way they can, drawing from the Dubuque, IA 52001 school district's dropout list, surfing Facebook and visiting area fast-food 563.588.2700 restaurants where many high school dropouts are employed. office@dbqfoundation.org Identify participation barriers and devise solutions www.dbqfoundation.org Re-engagement coaches help find solutions for students juggling multiple responsibilities, such as childcare and part-time jobs, by using inter- �� agency referrals to help address barriers and develop personalized study Community Foundation plans. of Greater Dubuque Create educational and career pathways Re-engagement coaches help guide students in obtaining their diploma or 4p��17,A Confirmed in Compfiance with � , , Nat;o„Q�stQ„dards for HSED, along with connecting them to post-secondary education options. �o�;,.��= U.S.Communiiy Foundations 11292016 • � • � , � � • • • • � � • • � ' • • • • • • ' � • • • � • • � • ' � • • Students who Re- Engaged and Completed Diploma or HSED 140 ��.126 120 102 106 100 100 t — �Students re-engaged and gp working toward education goals 60 Students completed High � 45 School Diploma or High 34 � 31 School Equivalency 20 = 16 � 0 2012-2013 2013-2014 20142015 2015-2016 • • • • • COMMUNITY NETWORK MAPPING PROJECT �� A network map visually maps a � / . \ � network by showing relationships between partners. Project HOPE's ' ' • network map identifies providers and • � supports a collaborative approach to meeting the needs of youth and adults in the community. By viewing agency interconnectedness, new connections can be made and partnerships can be leveraged for social good. ► . , � �11 �, Community Foundation � of Greater Dubuque United Way of Dubuque Area Tri-Sta[es If you would like to make a donation Map Creation to Projed HOPE, please make In 2015, Projed HOPE conduded more than 75 interviews with local checks payable to CFGD/Projed agencies serving people in need in Dubuque. From those interviews, more HOPE or contad the Community than 150 agencies were mapped, creating a visual representation of over Foundation of Greater Dubuque. 750 relationships among service. Each organization on the map is tagged with key words of issues they address, making it possible to search by Project HOPEis an initiative of the specific topic. Community Foundation of Greater Dubuque. Sharing the Map Projed HOPE shared the network map with more than 50 providers, which sparked conversations about the role networks play in creating social change. Providers identified key community issues that would serve as the focus for future network growth and lay the groundwork for future learning opportunities. Over 30 of these partners also attended a workshop with author Madeleine Taylor, author of Connecting to Change the Worfd: Harnessing the Power of Networks for Sociaf Impact, to learn more about effective network building. Providers Are Using the Network Map to: • Strengthen existing networks by induding network building and evaluation in their strategic planning processes. • Explore new opportunities for partnerships with other organizations For additional information to meet the needs of their dients. • Evaluate community needs during their strategic planning processes. Community Foundation of Greater Dubuque Network Map Outcomes for Project HOPE • Increased reach:Through the interview process, Projed HOPE has 700 Locust Street, Suite 195 built relationships with 250 service agencies, making it easier to Dubuque, IA 52001 disseminate relevant information to the provider community. 563588.2700 . Strengthened capacity to strategically connect: Projed HOPE office@dbqfoundation.org is utilizing the map to better understand its partners and identify www.dbqfoundation.org opportunities for new connections among them. What's Ne�ct... Project HOPE will continue to use the network map to: Community Foundation • Support networks by sharing the map and network tools with ofGrearerDubugue community partners. • Conduct a community needs assessment that identifies pressing �a;"°gg, �nfi�,ed;n�mpr;an�e w;rn needs of partners engaged through the map. National Standards tor '�;;;;,4�° us.�mmun;ryFoundaeons • Align services by linking organizations to create more effective partnerships for colledive impad. � � �� United Way of Dubuque Area Tri-States 0202V / 1i� �� =- ��_ � . ��—> � - s,,,.. � "'�' . � �� _ � �� "* -'�, � � �� x�,�r' = 1 , . . , .�� , � � � \ �. _ _. . _ __ ._.....�_�. � � �J.•� � , ;� � � ; � �� S:� : � ��'� . .��'�� \�� '..�� _ � � � � � -. \� >� � . ,_ �. �� ', � , � � '� R �. � � , � � �� ,�� ,`*1f _j � � h , � ��a� �. �a' • �,� .s .. _., �' �, ^N�,y , - ,.�i.-,,; � . .Nt, ta� � �,�I '�°,�'f�„'Tw � '. \.... ��" �� "`� � � ,� � � - � � . �� , -�.. . � � ° �: ,• • ,,y. ,; ..• , �, �� I � � I ]� � '�, I� � � � � .� . ,- _ � . .,' " *,...T��s . 1 I.� ��N�� n�. ��,`, �>��.. , Community Project HOPE partners - the Community Foundation of Greater Dubuque and the Needs United Way of Dubuque Area Tri-States - are taking a deeper look into two Assessments focus areas in the Dubuque community to assist providers in addressing the Mentaf Heafth Care and critical needs of our population through Chifdcare Services an assessment of needs and assets. The goal is to find out what barriers might exist in meeting these specific needs and how those barriers can be removed through community-wide ► The process: For additional information To conduct the Needs Assessment, Project HOPE has partnered with �� the Loras College Centerfor Business Analytics, Strength In Numbers Community Foundation Consulting Group and Loras College Social Work Professor Michelle of Greater Dubuque Bechen. ow1O� Confirmed in Compliance with Nationa!Standards for 'Se�;.S� US CommuniryWundations PI'OVIdBP COI11111U111� SUNB�/: To choose the focus areas forthe assessment, we surveyed 75 local 700 Locust Street,Suite 195 service providers from government to nonprofit agencies. Each provider Dubuque, IA 52001 was asked to indicate areas they felt were most important to assess and 563588.2700 from their responses,two focus areas were chosen: office@dbqfoundation.org 1. Childcare services 2. Mental health services www.dbqfoundation.org Sector-specific provider focus groups and interviews: To take a deeper look at each focus area, we are holding group � discussions with administrators and direct-service providers within each � sectorto learn about assets and barriers to service delivery. Interviews u��ceawaY or with subject-matter experts in each area are also being conduded to DubuqueAreeTriStates pfOVlCie dCiC11tI011d� IllfOfllldtl0ll. Research 215 W. 6th Street Based on feedback from sector specific focus groups,we will gather Dubuque, IA 52001 additional information around areas of need.This could take place through 563588.1415 targeted provider surveys, dient interviews or demographic research. www.dbqunitedway.org Highlighting individual stories In an effort to highlight the great work already being done in our community, we will interview and teU the stories of community members who receive services in the focus areas. Outcomes The Needs Assessment will help identiiy barriers and gaps that exist in Funders mental health care and childcare services, and will help inform providers Community Foundation of Greater and community leaders of priority areas in each sector.The information Dubuque gathered will help to determine decision-making around future initiatives United Way of Dubuque Area Tri- and funding.The report will be completed and published in Spring 2016 States and will be made available to the public. American Trust Dubuque Bank and Trust . . � . � . 02092016 P ROJ ECT � � � ia ; ; � ;� ��::�:: : � C ITY NEEDS ASSESSMENT CH I LD CARE KEY FINDINGS, DECEMBER 2016 � United Community Fo at Way of Greater e , " ACKNO LEDGEMENTS Special thanks to the fiollowing contributors to this project: Community Assessment Working Group: Lana UUood, Community Foundation of Greater Dubuque Chris Chapin-Tilton, United Way of Qubuque Hrea Tri-states Michelle Bechen, Loras College Mellssa 4ttachuta, Loras College Rev. Lindsay BeaUames Cammunity Advisary Members: Tara Roddick and Brenda Loop, Child Care Resource 5 Referral Sherri Edwards, Dubuque Couniy Early Childhood Communi#y Contributors. Dale Lehman, Loras College Kari McCann, Kristine Jubeck and Rachel DilUng, Community Foundation of Greater Dubuque Nikki Breitsprecker, City of Dubuque Chad Dahm, State of lowa Department of Human Serviws Bureau of Child Care and Community Resources Countless Dubuque area child care pro+�iders, both direct service pro�fiders and administrators,who helped supply information through participating in focus groups, meetings and lnterviews. Funders; Community Foundation of Greater Dubuque United UJay of Dubuque ,4rea Tri- States American Trust � Savings Bank Dubuque Bank and Trust IBM C'TAT'� Frazer, S., Howe, E.,UJood, L., Chapin-Tilton, C.,Wachuta, M., Bechen, M., and James, L., Bisioulis, H. (2016). Dubuque Community Needs Assessment: Chlld Care and Mental Health. Communliy Foundation of Greater Dubuque, United Way of Dubuque Area Tri-States and Strength in Numbers Consulting Group: Dubuque, IA and Nevd York City, NY. www.dbqfoundation.orglinitlatives!ProjectHOPE INTRODUCTION Project HOPE, an initiative of the Community to mental health and child care services inhibits Foundation of Greater Dubuque (CFGD), conducted a individuals from going to work or achieving other needs assessment that took a focused look at needs goals. and barriers to economic opportunity in Dubuque.To select focus areas,75 professional were surveyed from Project HOPE seeks to increase access to education a broad cross-section of service providers. Mental and career opportunities for all by creating awareness health and child care services were overwhelmingly and exploring solutions to systemic barriers. Our hope identified as pressing needs. is that this needs assessment will serve as a resource to help inform the work of those in the field; influence The diversity of service providers who ranked these current programming; aid efforts to obtain funding needs so highly points to the critical role that both and resources; and provide data to help engage policy mental health and child care services can play in a makers.This summaryfocuses on the child care family's stability and ability to advance their economic findings.To obtain a complete report for both child care future. Both of these services are needed for personal and mental health services, email well-being, and in many cases, lack of access Lana@dbqfoundation.org. METHODOLOGY Project HOPE partners,the Community Foundation and to focus on important, actionable research questions. the United Way of Dubuque Area Tri-States, partnered Inputs to the Needs Assessment induded: to conduct this needs assessment,which started in December 2015 and conduded in June of 2016. • Key Informants:Three interviews were conducted by They engaged the Project HOPE network, as well as SiNCG. Informants were identified by the CAWG as research firm Strength in Numbers Consulting Group knowledgeable service providers who were willing (SiNCG), and Loras College Social Work Professor to lend their perspectives early in the research Michelle Bechen to assist with data and research process, helping to identify key themes. efforts. • Child Care Focus Groups:Three focus groups were conducted with child care providers—one with CFGD, United Way and SiNCG convened a Community center providers and two with in-home providers. Assessment Working Group(CAWG) composed of Seventeen providers participated between February representatives from each organization and additional and May 2016. interested community members.The working group also engaged advisory members,who were recruited • Child Care Survey: From April 19-May 18,2016, 577 based on their knowledge and experience in child care, Dubuque area parents completed an online survey along with their willingness and capacity to guide the of 40 questions assessing parent perspectives about their own use, needs and priorities for child needs assessment process on a voluntary basis. care.The CAWG distributed the survey to over 25 organizations,four listservs and social media During a kickoff event,40 social service providers, groups. government stakeholders and business leaders par- ticipated in a SWOT analysis(strengths,weaknesses, opportunities and threats).This analysis helped identify themes of interest and then narrowed them PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 1 CHILD CARE PROVIDER FOCUS GROUP FINDINGS This section describes the findings from the three focus groups conducted with child care providers—one with child care center providers and two with in-home providers.The focus groups addressed the following research questions: � � � � . - � � � . - . � . � - � � - . - � � � � � - � . . - . . . � . - . � - � - . � � � . - . . . � . - . . � � . - . - . � - � � - � - - . � � � . - � - � � . � � - � � � . - � � � � . - � � � � - . . - . � � - . . . � � . � � � � � . . . . � . � � . - CHALLENGES RELATED TO COST AND PAYMENT Low pay but a strong commitment to the work Average hourly wage: City of Dubuque Like child care providers everywhere,those who par- ticipated in the focus groups raised concerns about I� , . ,. , �� low pay for child care workers such as themselves and those they manage. Low wages were seen as o � . � contributing factors to high employee turnover, which -- increased administrative costs. One center worker commented: "..sometimes Wal-Mart even offers better [jobs] with less stress,than for [center] teachers. And • ,., � � . . that's sad to see them have to make those choices, .-� � . . . betweenputtingfoodontheirtableandmaking sou��:eu�eauor�eo�smt�ss�,Mayzois ends meet and teaching;' (CC3). Another agreed: "... everything that women traditionally do is not honored Despite the low pay, all three focus groups identified in our culture. I was an original feminist and it's the their strong commitment to and enjoyment of children truth. It's not paid, it's not honored, it's not respected... as a major motivation in their work. One in-home The people who subsidize child care in this country provider stated: "I like seeing the development.When are us and the people we work with.We're all working you start working when they're two, and then when for low wages and with no benefits" (CC3). 2 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA they turn three,the different things they can do now and their motor skills, it's just like teaching them;' � (CQ). Center providers also found this fulfilling, along with supporting the development of their staff: "I stay in it as much for the kids as I do [for the] people � '" � working. I think they get overlooked and...they're just as important as the children;' (CC3). Issues surrounding payment for providers and parents In-home providers expressed concerns about incon- sistent pay and scheduling with parents.They gave numerous examples of parents who agreed to a contract for a specific amount of child care provision � , on a set schedule, and then either failed to adhere to the schedule or failed to pay as promised. "I � � -, always sit down with the parent,they always say,'I'm going to come in everyday...l am dedicated to work'... • .- - • . - -• . . - . - - - • ... , . . then [they] missed a third day...l need my paycheck because I'm dedicated to working and I need a certain amount of money if you are registered in my daycare;' daily rate. It's a full day or a half day rate,there s no (CCl). Providers have put many safeguards in place, in-betweens...;'(CQ). induding contracts and direct deposit options, and still feel that they are not paid as quickly as other types of Despite the issues with payment, providers were bills parents receive. sympathetic to the low incomes of their dients. For example, one center worker commented: "I already feel Some of these problems are exacerbated for providers guilty charging the parents what we charge because I who accept state subsidies for child care payment.The look at what I make ...versus what some of my parents state can delay payment for several weeks. Providers are probably making and I think I couldn't afford the discussed frustration with reimbursement structures child care that I charge for, but if I don't charge that from the Department of Human Services (DHS). Focus much we can't do all of these things that are required;' group participants noted that DHS doesn't provide the (CC3). full reimbursement equivalent to private dients, and reimbursement increments do not always align with Whether through private payment or state subsidy, low providers' existing billing strategies—creating added pay and issues around payment and reimbursement administrative burden: "DHS's rate is considerably are a concern among providers. lower than what I charge. I don't charge hourly, it's a « The people who subsidize child care in this country are us and the people we work with. We're all working for low wages but with no benefits. �� PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 3 CHALLENGES IN CHANGING AND COMPLEX REGULATIONS Challenges for in-home providers two-year-old who comes in the door and says, I'm In-home providers expressed frustrations with the home;' (CQ). changing, complex and restrictive nature of policies In-home providers have concerns that changing that govern home-based centers. regulations are inhibiting their ability to provide the home-like environment that they, and the families they One group mentioned when opening an in-home daycare recently,they had to find a balance between serve, are looking for. providing care quickly(because there are children The Quality Rating System and child care on waiting lists) and taking time to go through the regulatory process. For example, one said,"We're not �enters ready [to comply with regulations and accept children] While both in-home and center providers are able to and people were begging to come meet us and we re participate in the Quality Rating System (QRS), center like, okay,we don't have any toys,we still have drop providers were more interested in discussing the doths over stuff...you can't just start taking kids system, and had varied perspectives. One provider without having your policies in place...so it was a little disagreed with the system on principle and refused nerve-wracking at the beginning;' (CCl).This delay can to participate because it is,"making centers compete also make it difficult for prospective in-home providers with each other when we're all trying to do the best who are leaving jobs to become full-time providers. job we can do, and unless you provide us with more money,we can't do it anyway." On the other end of the Providers find the rapid changes in regulations of spectrum, one provider expressed appreciation that the in-home child care stressful and difficult to enact and QRS helped her center improve its standards. "When communicate to parents. One provider mentioned we first started,we thought we were great. But this, I providing new contracts to parents based on new think, has upped our game and has forced us to hire regulations, and then shortly afterfinding regulations people who are more educated,who are going to stick have changed and they must complete new paperwork with us longer...l feel like it's a higher level than DHS. with families "I get [regulations at] the end of the It's stepping up the game and making us a little more year...and give [parents] a new contrad and new accountable for what we re doing in our buildings;' policies handbook ... all at the same time...l find it (CC3). Some saw providers being competitive about frustrating that things [rules] change and you don't their QRS rating with little awareness or interst know that they've changed;' (CCl). Both in-home from parents. "There s no...buy-in from the parents. provider focus groups gave the example of the very They don't care [about QRS ratings];' (CC3). Despite specific regulations about the types of tweezers these differences in opinion on the QRS,there was required forthe first aid kit that each in-home child care must have, and both groups also mentioned the long length of the current regulations(144 pages). • e e • In-home providers also feel that new regulations keep �, , them from doing the things they think are unique strengths of that type of care: "A lot of the rules they're coming up with, I feel that they are trying to make in-home daycares into centers.They are trying to force us to be what centers are, and a lot of people love their �, . children in an in-home because it's a second home for the kids. I want that one-on-one;you know that little 4 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA unanimous agreement that the process involved in obtaining quality ratings can be challenging and Providers participating in Quality Rating System expensive. City of Dubuque A consistent theme throughout the focus group with � child care center providers was the cost that centers DHS REGISTERED IN-HOME PROVIDERS incur to make improvements in order to meet quality rating standards. "...Child Care Resource and Referral is wonderful, but in the end the biggest support � [needed] is financial support to meet all of the DHS LICENSED CENTERS AND PRESCHOOLS requirements because you have to have so many materials in your dassroom." � In addition, providers commented that preparing for DEPT. OF EDUCATION OPERATED PRESCHOOLS quality rating examinations requires significant staff time.Two centers noted that losing one staff person � qRS Levels 1-2 with the right educational attainment could significant- � qRS Levels 3-5 ly affed a center's rating. "The biggest challenge that sou��e:�n��a�a�e Resou��e a�aRere��l No�emee�zoib weve had is meetingthe education requirements of the rating... because you lose a key person and they were kind of carrying the rating." In addition, highly • There was confusion and inconsistency about how educated staff cost more than centers are able to pay, points are tallied. "How am I going to get someone that's got a four-year degree,who's working towards a master's degree Additionally, providers noted a lack of feedback after in early childhood, and only pay them$9 an hour?" examination contributes to the sense of frustration. (CC3). "I think my biggest frustration is [that] there is no feedback when you turn back in your paperwork. " . That's frustrating because there is a lot of time ...inthe endthe biggest involvedandthenyoudon'tevenknowwhatto support needed is financial improve..° c��3,. support to meet all of the Navigatingthesystemwithavailablesupports requirements because �/hilenewregulationshavebeenchallengingfor some providers and seem unnecessary or°common you have to have so many sense"to others, both in-home and center providers expressed appreciation of the services offered by materials in your classroom.�� Child Care Resource 5 Referral (CCRSR), particularly in preparing them for inspections. In-home providers particularly appreciated the Providers commented on the "frustrating" nature of support of CCRSR when preparing their homes for finding darity around the scoring system, noting that: inspection and creating policies. However, even with these supports one provider commented,"there was • Examiners were "not on the same page;' and still that gap of knowledge that you're kind of on your provided inconsistent directives among different own to figure out. And having my friend help mentor sites. me was a really big plus;' (CCl). PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 5 In-home providers said they consistently recommend up to five different state agencies with different CCRSR to new providers. It is also common for regulations. For example, in the case of approved providers to learn the process of becoming registered chemicals for surface deansers, providers' efforts by talking to existing providers, as well as looking to solicit consultation resulted in "no answers;' at online resources. Providers often refer dients to and "nothing came out of it." "In the end the nurse each other and help one another learn how to comply consultants were unable to recommend a particular with regulations, suggesting a dose-knit group of product."This is discouraging to providers,who not providers. However, if there are prospedive providers only hope for darity so they can "do the right thing;' who are not part of this informal network,they may (CC3), but also note the loss of time and resources face additional hurdles in starting a child development expended in efforts to comply with undear standards. home. Tensions remain between providers' desire to provide quality child care that meets regulations, and limited While assistance navigating the system was time, staff and financial resources to do so.They appreciated, sometimes the presence of multiple expressed the need to continue utilizing existing services was stressful for center workers,who were services such as CCRSR and align the interpretations given different answers and guidance from various of regulations across the regulatory agencies that services. Providers noted they have to comply with child care providers must navigate. CAPACITY AND WAIT LISTS The rising demand for child care, infant care in �� particular,was affirmed in all three focus groups. Many providers have long waiting lists, and have - �� . - -. . - . . .- recently noticed an increase in urgency and frequency of requests. "I would say in the last two years,there ' ' ', , - , , ,- �� has been an upswing in the number of phone calls I get. I probably average two phone calls a week asking �-�• - � � • � �� if I have openings andjust begging me to take [them]... � - �� I've started a waiting list. I'm not taking anybody new, �� especially for infants, I get a lot of infant calls, I just -' ' ' ' " agreed to take an infant for January of 2017.The baby � . :� is due late Odober. Mom's barely pregnant;' (CCl). Source:Child Care Resource and Referral,Oc[ober 2016 "I tell all the parents when they enrolL..if you're planning on having additional children, call number one should be your doctor, call number two should be or fifteenth person on the list that they're calling me. And I've had parents tell me before they've told because they're calling every single person in town their spouses. I've had parents tell me before they've trying to get in somewhere, and there s nowhere to gone to the dodor. I've had parents tell me,'We re go;' (CC3). trying, get us on the waiting list.' I have 18 people who are currently pregnant on the waiting list who have no While care for all ages is needed, infant spots hope of getting in...l used to be able to say'call Child were highlighted as a pressing need.This creates Care Resource and Referral' and know that they would a challenge for parents hoping to secure a spot for get in somewhere. And maybe we were their number their child and who want to use the same provider one choice, and they had to go to their number two, or for multiple children.While many providers attest number three, but now...we're the twelfth or thirteenth to demand increasing,there remains the question 6 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA of duplication,with one provider wondering if many throughout our community, keeping in mind that a parents on multiple wait lists creates the impression community member's use of child care may be relative of a higher demand than actually exists. to their work, children's schools or their home. In the full Needs Assessment report,there are additional Licensed Child Care Providers Map maps showing transportation, Child Care Assistance and evening and weekend hours. The following map provides a snapshot of child care centers and respective capacity as of December 2016. It is a representation of the centers listed in the chart on page six, but does not indude the non-registered in-home providers.The map provides a visual rep- resentation of how child care resources are spread Licensed child care providers Capacity by location DHS Registered In-Home, DHS Licensed Centers and Preschools and Department of Education Operated Preschools • 20 or less�hildren 20-50�hildren � � � 51-80�hildren - � �� 81-100�hildren • 6reater than 100�hildren - - - • � �� Ciry of Dubuque � ��,y` ; • • Q�"" • • • � � • • �� / • • • • � • � • ` _ _ ^ � •- : � . � • • � � • _.�ID ..Jv � � • � � • • • _ - �- - `� �� + • . ,.�- � .. . � - t--�.� •� - -�-� - f,� .t� . , - Evl,XEIiE,Dalnrme,Mepmyl•00pen4h�tlAep mnlrbubn,aM Me GIS wr mmmunlly Source:Cityof Dubuque,December2016 PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 7 PROFESSIONAL DEVELOPMENT OPPORTUNITIES AND CHALLENGE Providers expressed a need for greater access to they're not getting a chance to talk about anything and professional development opportunities, citing a desire then you're getting your untrained staff having to deal to increase options for times, locations and variety with, [children who are] on Individualized Education and depth of topics covered. In-home providers were Plans (IEP) in the school system during the year. generally positive about professional development op- Where do they thinkthey go during the summer? ... portunities, but noted that some dasses repeat what They come to the centers and you have people dealing °common sense" had taught them or what they knew with them that don't have training. And that's not good from experience, such as changing diapers and hand for anybody,that's not good forthe child and it's not washing techniques. Center providers found trainings good forthe staff. Because that staff has a negative on developmental needs of different age groups experience and guess what? Now they don't want to helpful and wanted to see more offered with easier come back next year. Now they don't want to work access.Training on childhood mental health needs and for you before and after school because they felt like behavioral issues also surfaced as an important need they couldn't handle what was happening during the among providers. Both in-home and center providers summer. And that's how,that's how we lose staff;' expressed the need for improved access to training. (CC3). Providers appreciated the low-cost (and free) pro- Providers identified the need for increased accessibility fessional development opportunities available, but to trainings and greater access to specialized trainings some reported that it was difficult to get into dasses to help them meet the changing needs of the children nearby and difficult to commute to dasses further they serve. away. Regionalization of state resources has caused access to development opportunities to decrease. As one in-home provider said: "They're kind of spread out. And I've noticed that some of the dasses are the same in each county, but some are different...The ones in the Dubuque area fill up really fast;' (CCl). A center provider echoed this "There are so many early childhood providers in Dubuque and they're still asking us to travel to Dyersville or Manchester.We have enough people to fill every training, and I know that the dollars have to be spread around three or four counties that get the money, but...we should get enough of the good trainings here that people don't have to drive 30 miles away and then back at night;' (CC3). For center workers, it can be difficult to motivate employees to attend trainings in their free time, since their pay is already very low, and the times and places can be inconvenient, particularly for students who comprise a large number of part-time care workers. One provider mentioned the challenge of caring for school-aged children with behavioral issues in summer utilizing part-time staff who may not be able to attend the optional training opportunities. "They're not taking the Welcome to School Age Care [dass] so 8 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA CHILD CARE PARENT SURVEY KEY FINDINGS INTRODUCTION Nearly 600 Dubuque area parents completed the � � � � � � � � � � online survey from April to May 2016.The CAWG �� distributed the survey to more than 25 organizations induding employers, community groups, educational institutions and service providers. In addition, it was 90% of survey respondents were female. sent to four listservs and multiple Facebook groups. Newspaper and TV news coverage also directed parents to the survey,which induded approximately 40 was 91.9%White; 2.2% Black or African American;2.2% questions assessing parent perspectives about their Latino/a; and 1.5% Asian. own use, needs and priorities for child care. The sample was well-educated,with 60% having Who Took the Survey a college degree or higher and just 13% had a high Parents were eligible to take the survey if they had at school degree (or equivalency) or less. About four in five (80.5%)worked full-time and 127% worked least one child age nine or under and lived,worked part-time.Just over a quarter(28%) of respondents or were seeking child care services in Dubuque or the reported incomes at or below 200% of the poverty line surrounding areas. ($24,036 for a family of four with two adults and two The majority of survey respondents were age 30 to 39 children under 18). Fewer than one in ten (8.2%) receive (61.9%), with just over one quarter(25.8%) being age a subsidy for child care. 22 to 29. Most were part of households with two adults The survey was open to those living or working in (80.2%); 13J% were households with just one adult; Dubuque. Respondents most frequently reported and the remainder in households with three or more living in the West End neighborhoods(27.4%),with adults. many living in the Hill/College/Hospital Neighbor- The sample was 95.6% White;2.6% Black or African hoods (16.4%) as welL Neighborhoods below the American;2.2% Latino/a, Hispanic or Spanish; 2.2% bluff—Downtown,Washington, Point and North End— combined provided 19.1% of survey respondents. Key Asian, Pacific Islander,Arab American or other; West and South End neighborhoods represented 9.8% and 1.7%two or more races(survey respondents of respondents. Residents living outside of Dubuque could check all that applied to them).The survey City limits comprised 18.2% of respondents.The vast respondents dosely represented the demographic majority had been living in the Dubuque area for more profile of the City of Dubuque where, according to the than ten years(60.9%),with 16.9% having been in 2010-2014 American Community Survey,the population Dubuque 6 to 10 years. Income as a percentage of the poverty line � � , <100% 100-149% 150-199% 200-399% 400%+ PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 9 CHILD CARE USE, SATISFACTION AND NEED Of the 511 respondents who utilized child care,78.1% had one child Types of child care used in child care, 8.2% had two, and 13J% had three or more. Over three quarters (77.0%) had used full-time child care in the past two years and 50% had used part-time child care. More than � , two thirds(69.0%) used licensed child care centers,followed by Licensed center . after-school care. Over one third used registered in-home child care(33J%) and smaller numbers used outside home care with qfter-school � ' unpaid friends or relatives (31.8%), or paid friends or relatives (31.5%). � Registered The greatest unmet child care need was for times when parents in-home or caregivers were sick(16.7%).This need was expressed by almost twice as many parents as the next greatest need,which Unpaid family was wrap-around child care (8.9%). Among types of child care, or friends the greatest unmet need was for licensed child care centers (11.5%),followed by registered in-home child care (9.8%) and other Paid family orfriends child care outside the home (not by friends or relatives)(9.8%). Other care Most respondents were satisfied with their care situations,with (outside of home) 833% expressing being moderately or extremely satisfied, and just 123% expressing some level of dissatisfadion.Those above In-home 150� 400% of the poverty level tended to be more satisfied with 89.0% (not by family) ° reporting some level satisfaction,while 74.1% of those under 200% of the poverty level expressed some level of satisfadion. Times of child care use and unmet needs ��% ■ Child care use Child care unmet need 50% 35% 32% 17% 17% 7% 8% 9% 9% 6% $% 6% Full-time Part-time Wrap-around During school While caregiver Overnight Other child care (after-schooll vacations is sick Satisfaction with current child care situation 4% 3% i i , �•, , ' sagnt�y o� � Extremely � Moderatelyor Neithersatisfied moderately Extremely satisfied slightlysatisfied � ordissatisfied � dissatisfied dissatisfied 10 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA IMPORTANT FACTORS WHEN CHOOSING CHILD CARE Respondents most frequently chose "high quality" as the most important factor when choosing child care Important aspects when choosing child care (57.5% ranked it first and 89.1% ranked it in their top Responses that were ranked in top three three). Low cost was also important, with 11.2% ranking it first and 39.2% ranking it in their top three. Quality High quality ; � ' rating and registration/licensure were less likely to be ranked first, but 42.8% ranked quality rating in Good quality rating � ' theirtop three, as did 40.9%for registration/licensure. Distance from home and flexible hours had 25.7% and Registered � ' 31.4% of respondents rating them in their top three. Rigorous instruction and the composition of the other Low cost children (similar or different from one s own child)were relatively unimportant to respondents. Flexible hours There were significant differences in what was Distance from 260� important to parents when considering different home/work ° income levels of participants: Recommended by 180� friends/family High quality was ranked as a priority for 77.2% of Other* �3% low-income survey respondents, while 91.8% of mid- dle-income and 96.0% of high-income respondents rankeditasapriority. Overhalfoflow-income "A�s��w�rnfewe�rna��o��omemeemromeome��regorya�e incWde:child care with children who are different fmm mine(14%),child respondents(60.5%) rankedlowcostasapriority, ��ew;m�n;�e��wnoa�es;m;�a�mmme�zi��,mosr��go��smsrv�eo� C011lpdf0(j.t0 3�.0°� Of Illl(j.(j.�0- dll(j. hlgh-IIlC01l10 (37.0°� possible(3.6%),andnothavingtoomanymlesaboutscheduling(62%). middle-income, and 24.8% high income). Priority ranking by income level ■ Low income b elow 200%of the p overty li n e Middle income 200-400%ofthe poverty line ■ High income ab ove 400%of the p overty li n e � High quality Low cost Recommended by friends/family PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 11 BARRIERS TO CHILD CARE Cost Average annual cost According to the State of lowa Economic Policy Institute, child care is one of the biggest expenses STATE OF IOWA families face. Infant care at a licensed center costs College tuition $1,136 (12.7%) more per year on average than in-state � . , tuition for a four-year public college in the state of lowa.The median family income in Dubuque is CITY OF DUBUQUE $58,602,which means a family paying for infant care is spending 15% of their income on child care. Before and after school � Survey participants were asked how much they spend Four-and five-year-old care on child care per week,with the largest number reporting paying over$200 per week(numbers could indude child care for more than one child). Cost was Infant care reported as a barrier for all income levels with 80J% . of low-income, 67.1% of middle-income, and 51.4% of high-income participants reporting child care being too Sources:S[a[e of lowa,Emnomic Policy Ins[i[u[e,April 2016;City of BXp01151V0. Dubuque,Child Care Resource 6 Referral,March 2016 Availability Cost of child care per week: survey results* One in five survey respondents reported they were currently on a waiting list for child care, with 25.5% $0-50 of those having been on a waiting list more than six Over $200 � months. Half of those that were on a waiting list for $51-100 more than six months had an infant of 0-11 months old. Low-income participants reported being affected by $151-200 $101-150 wait lists at higher rates than other survey takers, with51.4% reportingwaitlistsasabarriertofinding *NumeefSCo��d��de�n��d�a�ero�mo�ema�o�e�n��d care,while 333% of middle-income and 407% of high-income respondents reported wait lists as a Time on a waiting list for child care* significant barrier. Lessthan Barriers for low-income families and single 1 month parents 1-2 months Single parents had particular concerns about the expense of child care,the flexibility of payment options 3-5 months and the limited number of child care providers who accept Child Care Assistance (CCA). 6-12 months 1-2 years � '. Just over a third (31.5%) of low-income families reported not knowing how to find child care that worked for them as a barrier, compared to only 15.9% 'rnese pe��e��ageswe�e�ake�r�om me zii or�espo�de��wno repor[ed[heywere curren[lyon awai[ing lis[. 12 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA of those above the poverty line. Other barriers induding distance from home Barriers to child care among single parents compared to all or work, lack of registered providers, not other family types enough providers accepting CCA, and � Single parent lack of flexible payment options also represented significant challenges for Families with more than one adult low-income participants compared to middle- or high-income participants. Impact on Employment Being unable to secure child care can have serious consequences for parents. Nearly 5�� half(48.8%) of respondents reported that Child care too Not enough flexibility Child care providers child care responsibilities had caused expensive in payment options do not accept Child them to turn down a job or work fewer Care Assistance hours, while just over a quarter(25.2%) reported doing so as a result of not being able to afford child care.Just over one in Child-care-related reasons for turning down a job or working five (21.7%)turned down a job or worked fewer hours* fewer hours when they could not find child care. The survey results showthat low-income „•, families have turned down jobs at sig- '' nificantly higher rates than middle-to high-incomefamilies. chi�dcare Couldnotafford Couldnotfind Afraidtolose responsibilities childcare childcare benefits *These percen[ageswere[aken from[he 49%of respondenLs who repor[ed[ha[child care responsibili[ies had caused[hem[o[um down a job orwork fewer hours. Impact on employment by income level ■ Low income below 200% of the poverty line Middle income 200-400% of the poverty line ■ High income above 400% of the poverty line 7% 9�� Turned down ajob due to Turned down ajob because Turned down ajob because child care responsibility they could not afford child care they could not find child care PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA B Challenges in access and cost can have negative effects on families looking for child care. The following story highlights the experience of a parent searching for and utilizing child care services in the Dubuque community. Nia's Story After moving to Dubuque, Nia immediately began searching for child care for her three-year-old daughter Harper. Not knowing where to start,she began with her employer.While its on-site child care center was full,staff helped connect her to a few other options. Nia had hoped to find an in-home provider but that search would prove difficult as openings were rare and filled up quickly. That realization prompted Nia to search for centers instead, which she hoped would have more openings. « To send Harper "We were in Dubuque four to six months before we could even to daycare, � WOU�C� find somewhere for her to go full-time that had an opening. Even then, we settled for one that we were just satisfied with, h ave s p e nt m o re versus my preference of where I wanted her to be," 5a�d N�a. than what I was "Harper is super smart, but she struggles socially. She needs that e�ctra encouragement and help,and a lot of centers don't e a rn i n g at t h at have the capability to deal with anything beyond`normal."' second job. 11 Despite Nia's desire to have Harper with an in-home child care provider, she is thankful for the flexibility a center provides. Because she works for a school, Nia's work hours are reduced during the summer.While most providers require payment for full-time care to reserve a spot even if the child only attends part-time, Nia's center works with her financially so Harper can continue to attend during the summer. "Once you go under 20 hours for daycare,you don't qualify for child care assistance, but since I am working reduced hours during that time, I wouldn't be able to afford to send her to daycare if I didn't have the assistance," said Nia."Thankfully, I'm at a center that is willing to work with me and be flexible to help meet my needs." This problem also speaks to a larger issue, commonly referred to as the`cliff effect,' which Nia deals with on a regular basis.Wanting to seek out additional employment to help her save money to move towards self-sufficiency, Nia found herself figuring out how she could afford to have a second job. "If I would get another job, I would lose benefits induding Medicaid and childcare assistance.To send Harper to daycare, I would have spent more than what I was earning at that second job, compared to when I was on assistance and was able to pay my bills and be able to save a little bit each month," Nia said. "All of the sudden, my bills would have become more than what I was earning. Unless I could have found a second job that increased my income by a lot, I wouldn't have benefitted. I wouldn't have been able to pay bills and there was no way I would be able to get ahead." CONCLUSIONS AND RECOMMENDATIONS The key findings show that cost and availability of child care pose a challenge to both providers and families, disproportionately affecting low-income families. Quality care is valued by parents and aspired to by providers, but can be burdensome and costly for providers in an under-resourced system.The recommendations that follow are intended to offer ideas to local stakeholders for beginning to address some of the challenges found in the key findings. Recommendations were provided by the Strength in Numbers Consulting Group,with additional insight from review with community advisory members of the CAWG. � Strengthen Collaboration Among All Child Care Stakeholders Increase collaboration among providers and stakeholder organizations to build capacity and support advocacy for systems change. Actions to consider: • Explore development of local child care provider agencies and sponsoring corporate partners. Key network that engages providers and all stakeholder concerns may indude cost, regulation, access to organizations and agencies. professional development, increasing child care wages and provider capacity. • Develop common waiting list using shared data and information to improve understanding of child • Explore a peer mentoring network for providers to care needs in the community and experience for share learning and best practices. parents seeking child care. • Increase connections for home-based providers • Develop a shared advocacy agenda to communicate child care needs of both providers • Increase awareness of CCRSR's services for linking and families to elected officials, stakeholder families to child care and supporting services for providers. � Expand Professional Development Opportunities and Resources for Providers Improve understanding of regulation, QRS, and best practice through expanded professional development opportunities. Actions may indude: • Convene child care providers and stakeholders to offered to providers by Dubuque County Early identify needs and increase resources for Childhood. professional development and staff support. • Encourage funders to support QRS participation • Identify common professional development needs and professional development opportunities and work with CCRSR and other support partners to through grants and other efforts. expand opportunities • Explore resources that can be aligned to better serve in-home providers induding small business resources, education, and technical assistance • Increase awareness of existing resources such as QRS environmental change assistance grants PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA 15 � Increase Child Care Capacity Explore ways to increase child care capacity in Dubuque. Actions may indude: • Conduct further research to establish areas of successfully met their child care needs, especially need and continue to build partnerships to pursue for before and after school, nights and weekends. private, state,federal and philanthropic funding to expand child care. • Create a plan that maximizes and expands CCRSR resources allocated to community outreach • Explore strategies to increase infant care capacity. by leveraging local partnerships to recruit and educate potential small business owners about the • Explore best practices or models from other opportunity to provide in-home care. communities and countries that have more � Create Awareness of Barriers to Child Care Faced by Low-Income Families Explore ways to create greater awareness of and seek systemic solutions to barriers faced by low-income families. Actions may indude: • Engage social service providers and other partners • Explore best practices in other communities to develop strategies to increase low-income and countries to address child care needs of resident awareness of childcare resources in the low-income families. community and address access barriers. • Explore strategies to educate families about the • Expand awareness of the 'diff effect' of social Quality Rating System and other factors impacting benefits related to Child Care Assistance, and its quality child care. effect on families. • Condud further research around the transportation • Establish advocacy efforts to influence legislation needs of low-income families to inform child care around lowa s restrictive policies for Child Care expansion strategies. Assistance eligibility. 16 PROJECTHOPENEEDSASSESSMENT-CHILDCAREIDUBUQUE, IA NEXT STEPS The challenges identified in key findings and the recommendations to address these challenges offer a possible road map for next steps. Providers can use findings and recommendations to support or prioritize their own goals or advocate for new ones; administrative leaders can find causes to champion; and funders can identify projects or activities they would like to support.These actions by Dubuque's child care stakeholders could lead to new grantmaking activities, new programming, and/or new collaborations—resulting in improved conditions for both service providers and families alike. PROJECT HOPE NEEDS ASSESSMENT-CHILD CARE I DUBUQUE, IA V PROJECT . . . ,� , . ,� „ � .■ ��. ,,.. � � ;� .� ��..�.. . � CO M M U N ITY N EEDS ASS ESS M ENT M ENTAL H EALTH S ERVI CES KEY FINDINGS, NOVEMBER 2016 �1\ United Community Foundation Way of Greater Dubuque , ,"; .�, ' ACKNOWLEDGEME TS Speclal thanks to the following contributors to this project: Community Assessment Working Group: Lana 4ttood, Community Foundation of Greater Dubuque Chris Chapin-Tilton, United Way of Qubuque ,vrea Tri-states Michelle Bechen, Loras College Mellssa 4ttachuta, Loras College Rev. Llndsay Beal James Community Advisory Members; Sue 4Vhltty, Mental Health America ,4Uison Schvdab. Substance Abuse Services Center Community Contributors. Dale Lehman, �oras College Eric Dregne, Karl M�Cann and Ra�hel Dilling, Community Foundation of Greater Dubuque Countless Dubuque-area mental health providers, both dire�t service providers and administrators,who helped supply information by partldpating in fo�us groups, surveys, meetings and interviews. Funders: Community Foundation of Greater Dubuque United Way of Dubuque Area Tri- States ,vmerican Trust � Savings Bank Dubuque Bank and Trust GTATION Frazer, S., Howe, E.,Wood, L., Chapin-Tdton, C.,4ttachuta, M., Bechen, M., and James, �., Bisioulls, H. (2016). Dubuque Community Needs Assessment: Child Care and Mental Health. Community Foundation of Greater Dubuque, United UJay of Dubuque Area Tri-States and Strength in Numbers Consulting Group: Dubuque, IA and New York City, NY. www.dbqfoundatlon.orglinitiativesrProje�tHdPE. INTRODUCTION Project HOPE, an initiative of the Community to mental health and child care services inhibits Foundation of Greater Dubuque (CFGD), partnered with individuals from going to work or achieving other the United Way of Dubuque Area Tri-States to conduct goals. a needs assessment that took a focused look at needs and barriers to economic opportunity in Dubuque.To Project HOPE seeks to increase access to education select focus areas,75 professionals were surveyed and employment opportunities for all by creating from a broad cross-section of service providers. Mental awareness and exploring solutions to systemic health and child care services were overwhelmingly barriers. Our hope is that this needs assessment will identified as pressing needs. serve as a resource to help inform the work of those in the field; influence current programming; aid efforts to The diversity of service providers who ranked these obtain funding and resources; and provide data to help needs so highly points to the critical role that both engage policy makers.This summary focuses on the mental health and child care services can play in a mental health findings.To obtain a complete report for family's stability and ability to advance their economic both child care and mental health services, email future. Both of these services are needed for personal office@dbqfoundation.org. well-being, and in many cases, lack of access METHODOLOGY The needs assessment,which started in December them to focus on important, actionable research 2015 and conduded in June 2016, engaged the Project questions. Inputs to the needs assessment induded: HOPE network, as well as research firm Strength in Numbers Consulting Group(SiNCG), and Loras College • Key Informants:Three interviews were conducted Social Work Professor Michelle Bechen to assist with by SiNCG. Informants were identified by the data and research efforts. CAWG as knowledgeable service providers who were willing to lend their perspectives early in the CFGD, United Way and SiNCG convened a Community research process, helping to identify key themes. Assessment Working Group(CAWG) composed of representatives from each organization and additional • Mental Health Focus Groups:Three focus groups interested community members.The working group were conducted in January 2016—one with direct also engaged advisory members,who were recruited service providers and two with administrative based on their knowledge and experience in mental and management-level staff.Twenty-two total health, along with their willingness and capacity to providers across multiple specialties participated guide the needs assessment process on a voluntary in the three groups. basis. • Mental Health Service Inventory: CFGD staff During a kickoff event,40 social service providers, designed and distributed an online survey to government stakeholders and business leaders known area providers.The survey requested participated in a SWOT analysis(strengths, information about payment acceptance, weaknesses, opportunities and threats).This analysis prescribing services, counselors,wait times, helped identify themes of interest and then narrowed inpatient beds and substance abuse services. Twenty-four providers responded to the survey. PROJECT HOPE NEEDS ASSESSMENT- MENTAL HEALTH SERVICES, DUBUQUE, IA 1 KEY FINDINGS This section describes the findings from the mental health focus groups and the � _ � � � _ mental health services inventory. While the � � _ _ � � �_ inventory was not exhaustive, all known providers were contacted, and only one ' ' ' ' ' provider did not participate.This inventory � � � � does not indude counseling services .. . • . . - . • . .. - • . provided by colleges and universities, and � �- • � � � �� - many of the providers who participated ' �� • � • � serve patients beyond the Dubuque city " ' • ' ""'"' limits. � -, . , „- . , The focus groups addressed the following � � �� . . . . research questions: MEDICAID AND FUNDING CHALLENGES Overall,focus group participants reported operating in « The person needs to fit the an environment where resources are diminishing,while communityneedisgrowingandfundingstructuresare funding and the funding becoming more rigid. One provider summarized new doesn't fit the person. 11 funding challenges by saying,"The need goes up, but the money goes down;' (MHl'). Another provider noted that rigid funding structures Funding in Dubuque is decreasing due to state-wide don't reflect the reality of complex mental health needs regionalization strategies that have caused resources by saying,"The person needs to fit the funding, and to be spread more thinly in orderto serve a broader the funding doesn't fit the person;'(MHl).The funding population.This strategy enables more people to have structures don't fit the reality of someone living with access to services, but often affects the availability severe mental illness,who may be disorganized and of those same services. According to one provider, unable to consistently attend appointments, as pointed "In order for everyone [in lowa who needs services] out by one focus group member who said: "If you don't to have the 'core services', some who were doing well show up within the first 30 days,your file is dosed, and had extra services can't have those anymore and you have to start all over again;' (MH2). to ensure that everybody gets those core services;' (MHl). Another provider mentioned that,"community Nearly as challenging as rigid funding structures is the members in need of domestic violence services may increased uncertainty about Medicaid reimbursement need to travel to Waverly, a two-hour drive,to access rates. Providers expressed anxiety with regard to their services;' (MH3). ability to provide continuity of care to patients due to the statewide privatization of Medicaid. Of the 19 providers accepting Medicaid,five stated they are i MHi�ere�e��a pa�edpa��r�om me��a�nea�m ro��s g�o�p i.MHz a�d already accepting fewer Medicaid patients due to the MH3 wi ll represen[par[icipanLs from[hose respec[ive focus groups. 2 PROJECTHOPENEEDSASSESSMENT- MENTALHEALTHSERVICES, DUBUQUE, IA proposed changes. For those continuing to accept Types of Payment Providers Accept Medicaid patients,what remains to unfold in the coming months is how changes in coverage will affect ..� , . patients' access to specific services and therefore their continuity of care. _, . , The combination of continually changing funding streams, more rigid funding structures, and dramatic -• -• - • � -� - - changes to Medicaid creates uncertainty among � - - mental health providers and limits service. _ • ' - *Responden�were allowed to sele�t multiple responses for this se�tion MEETING SPECIALIZED AND CHANGING NEEDS Focus group participants discussed concerns services but are reluctant to seek them due to stigma surrounding the increase in low-income residents with or are un- or under-insured because of challenges mental health needs and residents who are at high related to citizenship: "...how do we involve and risk for mental health problems.This increase has engage Marshallese families because they are so elevated the need for specific types of services. For insular, and how do we reach out to the community example, one focus group participant recognized that and use members of the community to reach back recently there has been,"More poverty, more violence, in to help those people because some of them are more exposure to trauma and violence;' (MHl). extremely ilL And they're not eligible for Medicaid, Another spoke specifically to the difficult backgrounds so they're uninsured,they have no money;'(MH2). of some young people: "A lot of traumatized youth Service providers reported a strong desire to reach [who are] in therapy at schools are coming from other out to underserved communities. Barriers to that areas of Chicago...Dubuque wasn't quite ready to outreach indude capacity for outreach and treatment handle [this];they did not know what to do with kids of specialized needs, and funding to treat uninsured who had literally watched people die in front of them dients. [and] get shot at and._[who have lived in] e�reme poverty;' (MH3). While it is undear whether demographic changes or reduction in resources is having the larger impact, Another participant spoke of the challenges of the combination of the two is placing a strain on local reaching out to community members who need providers. LACK OF OPTIONS FOR DUAL-DIAGNOSIS PATIENTS Focus group participants reported an increase in (MH2). Providers also cited more cases of serious patients with dual-diagnosis needs(most often mental illness "I feel like [the] chronic mental health several co-occurring mental health conditions, or [e.g., schizophrenia, borderline, bipolar] thing is more a combination of inental health conditions and serious than it was three years ago;' (MH2). substance use disorders). "We don't really have anywhere [to refer people to who have a] dual Providers reported difficulty meeting patients' needs, diagnosis...the increase in substance use disorders because many substance use disorder treatment leads to an increase in mental health [problems];' programs cannot accept people with complex mental PROJECT HOPE NEEDS ASSESSMENT- MENTAL HEALTH SERVICES, DUBUQUE, IA 3 health needs,while many mental health providers cannot treat substance use disorders. Seven out of 24 providers in � � the inventory indicated they offer treatment for substance use � disorder cases. Of those seven,two offer this treatment only as co-occurring with other mental health factors and do not have '' ' ' • staff dedicated to this service. One of those two serves pediatric � � �' � ' � '�� '� � patients only. Of the remaining five providers, one offers this � � �' service only to veterans, and one only to patients in their pediatric residential program.Three of those organizations reported operating at over 90% capacity in the past year,with only one of 1 � these indicating their capacity is expected to increase over the � � next three years. , � _ , , ,_ � , ,_ -.. -. ..- . - •�', The increasing number of patients with a dual diagnosis, along .�. with the limited number of providers and inpatient beds, leaves many patients underserved or not served at all. LIMITED CAPACITY AND BARRIERS TO CARE Providers in the focus groups expressed a limited * ability to meet the need for mental health services Inpatient Counseling Services:Available Beds in the community,which is reflected in the capacity � � � � � reported in the mental health services inventory. Inpatient care providers reported a frustrating lack of � � � � �� options for inpatient mental health care that, in some � � � � �� cases, resulted in very sick people being released I. . I. . I. _ 1. _ 1. _ without treatment. For example, during discharge from �� inpatient care,"We get a lot of calls at the shelter for �Substance use dlsorder and mental health (20) [people] being discharged that have nowhere else to go;'(MHl) or as a result of inental health centers 55+ only(9) dosing,"...it's huge.We don't have anywhere to send *RPsults from mental health inventory anybody.Weve had so few beds already, and now it's like we don't have anywhere to put people who really need help;' (MH3). home setting. Adult residential providers reported operating at 100% capacity. Two out of 24 providers reported offering inpatient counseling services during the inventory; one offers Twenty out of 24 providers interviewed offer outpatient 20 beds and the other offers nine beds that serve care. Four of those providers serve pediatric patients only adults 55 years old and older. Over the past year, only,while one serves only veterans and one serves both have indicated running at 80% or higher capacity. adults 55 years old and older.When looking at Long-term residential care for youth is available capacity, 90% of respondents (18/20 who provide through one provider,with a capacity of 49 beds and 12 outpatient counseling) reported their outpatient temporary"shelter beds"that are available to youth in counseling services were operating at or above 70% the Department of Human Services and Juvenile Court capacity in the past year,with 11 of those operating at Services system.There are 89 long-term residential 90% capacity. Some (11/20) expect their ability to see beds available to adults-18 of which are in a group more patients increase over the next three years. 4 PROJECTHOPENEEDSASSESSMENT- MENTALHEALTHSERVICES, DUBUQUE, IA Another topic discussed among providers was the myriad of barriers that prevent patients from receiving - � � � � - care. Providers noted that some patients had problems keeping regular appointments. Missing appointments � • • � ' • � � � made it difficult forthese patients to access care � � in the future and lengthened the waitlist for other patients in need of limited services, as echoed by one - � provider. "If you're not fully invested in your psychiatry � � . � appointment,you don't show up, so there's many days that we have nine appointments and two people show up;' (MHl). those believed wait times were a "moderate or above' During the focus groups, child care and transportation barrier, citing many of the reasons above as factors were also identified as barriers to accessing mental that contribute to longer wait times. health services, along with insurance issues. "I think it's always nice for people to have options in regards to Most inpatient and outpatient care providers are primary care, really for any matter, so it would be nice operating at or near capacity and patients are facing to see more providers accepting Title 19;' (MH2), said barriers such as lack of transportation or child care— one respondent. Sixteen survey respondents answered �eaving them with less flexibility, longer wait times, or follow-up questions about dient wait times. Seven of nowhere to go to get the care they need. LACK OF PRESCRIBING PROVIDERS In addition to a rise in complex mental health needs and a lack of options for inpatient care,focus group participants reported a shortage of providers who Prescribing Providers* could prescribe psychiatric medications. According to one respondent, "Some Veterans _� people are going without meds for quite a long period of time just because 0.5 FTE �— Pediatrics of their mental illness or being irresponsible;' (MH3). Another respondent 0.8 FTE said,"It is hard to find prescribers and then once you get a prescriber for that Adults 55+ _' medication,they relocate;'(MH2). Community-based mental health treatment 3 FTE programs reported difficulty recruiting and retaining trained providers. Providers also reported challenges managing medications effectively and coordinating care for complex mental health conditions. As of July 2015, Dubuque County is a designated Health Professional Shortage Area for mental health according to the Health Resources and Services Administration. However, providers did not _ 6eneral feel that this designation has translated into increased resources to attract and 11.025 FTE retain mental health professionals. Seven out of 24 respondents to the mental health inventory reported offering prescribing services. Of those seven,two served pediatrics only, one strictly served veterans, one was dedicated to adults 55 years of age and older, and one utilized prescriber services contraded through another agency. Over half Total: 15.325 indicated that they have operated at 90% capacity or higher over the past year, Full-Time Employees (FTE) and only three expeded their capacity to increase in the next three years. *from mental health inventory PROJECT HOPE NEEDS ASSESSMENT- MENTAL HEALTH SERVICES, DUBUQUE, IA 5 COMMITTED PROVIDERS SEEK GREATER COORDINATION While growing needs and shrinking resources have of services: mental health counseling,food orfuel created many challenges for Dubuque area mental assistance, case management, employment services, health professionals,they are also responding to these social support, medical services, children's services, changes by nurturing their own community to ensure domestic violence and/or sexual assault services, the best possible services can be provided at the access to public benefits, substance use disorder local level.They draw upon unique assets induding treatment, and disability services, among others. the dedication of a supportive and well-connected Many service providers also reported participating community of providers; mission-driven workers; in advisory groups, such as the Homeless Advisory and the cooperation of multiple agencies in a robust Council Coalition,where they connect with other referral network. service providers and discuss pressing issues in their community. Focus group participants described the supportive and well-connected community of providers in these Despite, or perhaps because of,the robust referral ways: "Passionate people surround you at your work, network, one of the top goals that emerged from whether it's the people you are working directly with focus group participants was to further strengthen or the people in your organizations who are working coordination by providing a "one-stop-shop"for mental diligently;' (MHl) and"All of us are willing to do all that health services. Providers stated,"My dream is to we can,within our limits,to have a health and human help...that's why were here �� My dream is to have a health and services campus in the today;' (MHl). Another said: hUlYldll SefVICeS CdIYlpUS Ill tlle Washington neighborhood, "We have our staff do their so that lots of people who own mission statement, �Nashington neighborhood, 50 thdt live down there have easy safety plan and stress plan. lOtS Of pe0ple wh0 llVe CIOwn thefe accessto whateverthey Whether it's for anxiety or have easy access to whatever they need under the same roof;' stress orfear or whatever need under the same roof. 11 (MH2) and "It would be it might be,you can talk nice to have us all ... in the about it;' (MHl). same area where it's like, and so how do I say this, a one-stop shop;' (MH3). In addition to describing howthey manage their own stress while remaining committed to their Providers also discussed how existing structures and jobs, providers described a robust referral network, systems could better meet patient needs. For example, often naming the employees from other agencies or coordination of crisis care between the mobile crisis organizations that they would reach out to when they unitZ, community-based mental health care options, have a dient in need of services. "...we try to contact and the hospital emergency room were identified as that provider or that service or whoever we refer the areas that could be enhanced (e.g., MH3). dient to and I think it's more of a courtesy to who we are referring to, like I don't want to just dump people Providers value the dose network of providers and on you or have people calling and you have no idea the supportive community, but see opportunities to of their background or what they're asking for or what improve coordination to enhance services. their needs might be;' (MH3). 2 During[hemen[alheal[hinven[ory,Hillcres[MobileCrisisServices More than 30 different social service agencies, �epo��eda�a��ae��tiro��s�ss�ae��zaeo�seN��w�ma�apadti medicalprovidersandnonprofitorganizationswere or�woee�,a�o�gw�mamoe��e��.�padtinass�es�a�eauy increased over[he pas[[hree years,and is expec[ed[o mn[inue[o I71011tI01l0dbylldl710dUflllgthOfOCU5gf0Up5. PfOVId0f5 increaseoverthenextthreeyears.Thisserviceisavailabletoanyonel8 StdtOd th0y f0f0ff0d C�IBIltS fOf th0 f0<<OWlllg�/p05 years and olderexperiencinga mental health crisis and is mostly mobile ou[reach,reduci ng[he need for inpa[ien[beds. 6 PROJECTHOPENEEDSASSESSMENT- MENTALHEALTHSERVICES, DUBUQUE, IA Challenges in coordinating timely care amidst a shrinking resource pool can have detrimental effects on patients with serious mental illness. The following story highlights the experience of a patient utilizing mental health services in our community. Brynn's Story After a series of traumatic life events, Brynn was diagnosed with major depression in 2013. Throughout her college career in Michigan, she was able to manage her depression with the help of good insurance,a campus healthcare system, support from her friends and the structure that school provided. Upon graduation, Brynn moved out of Michigan for the first time in her life to Dubuque in June 2015, where she had accepted a position as an AmeriCorps VISTA.After signing up for Medicaid, Brynn made an appointment to see a general practitioner,where she waited three months before she could be seen to obtain a referral to a psychiatrist. It wasn't until January 2016 when Brynn was able to see a psychiatrist. Throughout that eight-month period, Brynn was able to � I was doing everything right, I was asking for help, demanding help and I still wasn't getting what I needed. �� In January 2016, Brynn was finally able to see a psychiatrist.Through therapy and changes in medication, she was able to slowly start dimbing out of the darkness she had been living in for months.While Brynn's workplace was supportive throughout her experience, Brynn knows that the stigmas around mental health and socioeconomic status are real, and ones that she has experienced personally. "Even if there are services available to low-income individuals,there's still this culture where you are treated differently because one, you're poor, and two,you have a mental illness. I'm not sure if iYs implicit bias, but iYs very different. People just don't understand,and thaYs reasonable because you really have to feel how terrible someone with a mental illness feels to really get it," said Brynn. "I was doing everything right. I was asking for help, demanding help and I still wasn't getting what I needed. My hope is that some day, severe mental illness is treated with the same seriousness as Leukemia or another major disease." CONCLUSIONS AND RECOMMENDATIONS The key findings show that challenges such as limited and changing funding streams, limited capacity of providers, and state-wide regionalization of services has affected the ability to provide services.The recommendations that follow are intended to offer ideas to local stakeholders to address some of the challenges found in the key findings. Recommendations were provided by the Strength in Numbers Consulting Group,with additional insight from review with nine local providers. � Strengthen Collaboration Among Stakeholders Increase collaboration among providers and stakeholders by developing a shared mental health agenda. Actions to consider: • Convene mental health providers and • Share data and other information to improve stakeholders to explore ways to improve understanding and awareness of inental health coordination. needs in the community. • Explore partnerships that could support solutions • Increase resources for professional development to challenges faced by patients, providers and for providers and stakeholders. stakeholders. � Develop Solutions to Address Dual Diagnosis Create a task force to identify community solutions for dual diagnosis. Actions to consider: • Ensure providers are aware of existing resources, • Advocate for new resources, such as funding, and proactively develop mechanisms for for existing counselors to obtain training for coordinating care. substance use disorder certification. For gaps identified,the Communi Foundation and United • Explore the possibility of establishing a detox � center to support patients with a substance use �/ay could also consider inviting proposals for disorder diagnosis. funding to address them. � Alleviate Barriers that Prevent Access to Care Engage existing networks—Changing Minds, NAMI, and Mental Health America—to develop a coordinated effort to build capacity and alleviate barriers. Actions to consider: • Collaborate with stakeholders to explore barriers • Build strategic partnerships with social service to care among underserved populations. providers and community groups to form more • Support existing initiatives that promote indusion trusting relationships with mental health and cross-cultural exchange in the community providers and explore alternative locations for and/or develop new ones. counseling, induding primary care locations. • Incorporate new mental health outreach efforts • Convene a group of stakeholders to research into existing projects to reach communities that expanding awareness and preventative education are disconnected from services. efforts in schools and the broader community, induding awareness of Hillcrest Mobile Crisis Services. 8 PROJECTHOPENEEDSASSESSMENT- MENTALHEALTHSERVICES, DUBUQUE, IA � Expand Mental Health Prescription Services Establish a working group to explore options for increasing mental health prescription services. Actions to consider: • Identify and engage stakeholders knowledgeable practitionertax credit to recruit additional about recruiting health professionals and prescribers who can work with low-income, un- work together to identify programs, resources insured, and/or under-insured people. and opportunities to attract new providers to . Explore options that leverage technology or other Dubuque. innovations to bring mental health prescription • Research and implement best practices in services to the community. creating awareness around leveraging the � Expand Mental Health Advocacy Efforts Convene a group to map existing advocacy efforts and incorporate the needs and concerns of local providers into local and state policy advocacy. Actions to consider: • Identify stakeholders already engaged in • Identify potential regional and state-level advocacy with the goal of increasing coordination relationships with entities that have existing and support for advocacy efforts. advocacy efforts to share the Needs Assessment • Workto increase opportunities for input into findings in an effort to receive support for local advocacy agendas, and work to establish new advocacy efforts.These organizations could ones. indude the United Way of lowa, lowa Council of Foundations,the Mental Health/Disability • Provide training to local mental health providers, Services of the East Central Region Board of consumers and concerned residents on how to Directors, and the lowa DHS Children's Mental expand and maximize local advocacy efforts, Health and Well-being Working Group. working with our local elected officials. NEXT STEPS The challenges identified in key findings and the would like to support.These actions by Dubuque's recommendations to address these challenges offer mental health stakeholders could lead to new a possible road map for ne� steps. Providers can grantmaking activities, new programming, and/or use findings and recommendations to support or new collaborations—resulting in improved conditions prioritize their own goals or advocate for new ones; for both service providers and mental health service administrative leaders can find causes to champion; recipients alike. and funders can identify projects or activities they PROJECT HOPE NEEDS ASSESSMENT- MENTAL HEALTH SERVICES, DUBUQUE, IA 9 �� ,� � � � � com��r�i�y �° V �� a�enc� Helpir�g People.Chcrnging Lives. WHAT IS EITC?EITC is a refundable tax credit for working WHO QUALIFIES FOR EITC?Anyone who has earned income, individuals with low to moderate income.This credit lowers the are between the ages of 25-64, have a valid Social Security amount of tax owed, but is often refunded to the taxpayer! Number and are not a dependent on someone else's taxes. Earned income less than for Earned income less than for You may be eligible for Do you have... Single, Head of Household,or Married Filing Jointly filers... EITC up to... qualifying Widow(er)filers... Single, no children, between the ages of 25&64 $14,880 $20,430 $506 1 Child $39,296 $44,846 $3,373 2 Children $44,648 $50,198 $5,572 3 or more Children $47,995 $53,505 $6,296 � � � � � � - � � - � � � � - � - � . � � � � � � � � � � - � . - � . � - � � - � OPERATION: NEW VIEW CAA, DUBUQUE OPERATION: NEW VIEW CAA, HILLS AND DALES February 6th-April 10th MANCHESTER LIFETIME CENTER(AARP) EVENINGS ONLY February 6th-April 10th February 1st—April 13th Make an appt. by dialing 2-1-1 By Appointment ONLY-Call 563-927-4629 By Appointment ONLY Call 2-1-1 866-469-2211 or 319-739-4211 721 South 5th St.,Suite B, Manchester IA 866-469-2211 or 319-739-4211 1473 Central Ave., Dubuque IA 3505 Stoneman Rd, Dubuque IA UNIVERSITY OF DUBUQUE OPERATION:NEW VIEW CAA, MAQUOKETA Thursday, February 2nd ST. MATTHEW LUTHERAN CHURCH(AARP) February 6th-April 10th Make an appt. by dialing 2-1-1 February 1st—April 13th 12pm-3:30pm By Appointment ONLY 866-469-2211 or 319-739-4211 WALK INS ONLY Make an appt. by dialing 563-652-5197 Goldthorpe 130, University of Dubuque 1780 White St., Dubuque IA 904 East Quarry St., Maquoketa IA 2000 University Ave., Dubuque IA � � . . . • Valid photo ID • 1099 forms for other income, if any • Health Insurance Coverage Statement • Social Security Card for each name on • A copy of last year's tax return Form 1095 the return • A blank check or your bank account • Any other income-related or tax-related • Birthdates for each name on the return documentation received from all sources information for direct deposit • W-2's for all jobs in 2016 (employer, bank, IRS,state,etc.) • All adults on the return must be present to sign before submitting ` � ' � ' ` • • • - � •- ' • - . •- . . • - � . � . . - �.- . . - .. - . . - . .. . - . . . .. . . . .. . •. - . . ,n� �'�z•. `��'�"� � � Cdi�, � _ . ��`�� ..'.e ,.',-ii`�` ' ' .%�y'; '�,�. ��, '��;�� - �,," � :�'; - - --��. �,, ?� �.,. ' �� ;�' I c� - � � , , � i � �?� � +'� ' f • � F' � � i � �►\_ /� I � . �/'/ .j,,,. L � � I I � • ,` h!�� / �'� ,� n ; � %- � �,_ '� +� • $ ` � _ ,;�� .* w � , � A � � ''�. _* �' ' "' '� ; — � ' ' t,: .,.�.''�� ' e�� _ � � �: .'�� :R - �- `a.. ._. .��.�r �. � �:� 1 r,. � � ` 'y . . 4.�'� t �f+J s �� i�►` �., �� !I ��c`��A�#� ��.I� ��'��y ��f/'i , �� '" ,4�t" -.� ' � � �, �� . ��a.t�y�� " 1�� 4:3' r � �� //�v1f�1�a��Si' i / Y �1� ��.(J .�� ..".�.i�" O.. /��//yy .i� �JIr N� " .�+�, �...►�, '�-.�; - '�� 4� i,�_ � '�_/.. l. � 'S;� I�; _ . *1�� r��' v�>�'�� I' } �"� „l" `i�'�+� .i�.,� � , i �_,��± �-r�• . .-��:_ r-?` _'�ii•_M� :'�L'-_ff.., �� :i�'�.� . . .+��.`�r' ,�� Green and Healthy Homes offers integrated health, safety, lead hazards reduction, energy efficiency and Green & Health weatherization interventions in low- to y moderate-income homes. The result Homes Initiative is safer and healthier children and families, stronger communities and improved economic opportunities. ► � COMMUNITY FOLTNDATION of Greater Dubupue If you would like to make a donation What is Green and Healthy Homes? to Green and Healthy Homes, The Green and Healthy Homes Initiative (GHHp is a national network please make checks payable to of communities that employ a new approach to repairing and improving CFGD/Green and Healthy Homes or housing while providing support to low-income families. contad the Community Foundation of Greater Dubuque. Creating greener,safer, and healthier homes leads to more stable housing, a higher quality of life and better health, mental health and social and Green and Heafthy Homes Dubuque economic outcomes for families. is an initiative af the Communiiy Foundation afGreaterDubuque. GHHI brings togetherfunding sources, erases bureaucratic boundaries and addresses all of the problems of a family home at one time. By aligning and coordinating various resources, we use a single intervention to fix the problems in the homes of low-income families while ensuring the work is safe for both residents and workers. Dubuque began by gathering GHHI partners together for LEAN Principle Training to develop an efficient process that ensure all GHHI efforts are aimed at beneficial outcomes foriamilies and their homes.This holistic approach saves time and resources while limiting inconveniences for the family. To make the GHHI process 100% household-centric, Dubuque created a Home Advocate position.The Home Advocate provides education, resources and connection to services foriamilies while also serving as a liaison between the iamily and various programs. For additional information �artners • Black HiUs Energy • Healthy Homes Community Foundation of • Community Foundation of • Loras College Greater Dubuque Greater Dubuque • U.S. Department of Housing 700 Locust Street,Suite 195 • The City of Dubuque and Urban Development • Crescent Community • Operation New View Dubuque, IA 52001 Health Center • Visiting Nurse Association 563588.2700 • Dubuque Childhood Lead office@dbqfoundation.org Poisoning Prevention Program www.dbqfoundation.org GHHI Home Results by the Numbers • 185 homes retrofitted since 2011 • Average cost per home:$8,09154 �� • 66% reduced school absences COMMUNII'Y FOUNDATION • 58% eliminated mold or c...�., n.b.,.. • 44% elminated pests • 91% reduced asthma symptoms • 70% decreased energy costs 09112014 � � �� ; • . . ,�� , � . � � � . � . � . i � „ . . ,� � �'� � BANK ON DBQ Makes cents—for everyone. We are a partnership of participating banks, credit unions, non-proflt organizations and the City of Dubuque. We help people,who do not have a checking orsavings account, learn to manage their money and save for the future. www.bankondbq.org Why do I need an account? With a free ox low-cost account you can staxt to save fox the futuxe and establish a cxedit histoxy that will help you entex the financial mainstream and achieve youx dxeams. Even if you've had pxoblems in the past ox have nevex had an account befoxe,you can open an account in Dubuque. How to open an account. Finding a bank ox cxedit union is the fixst step.The staff of paxticipating banks and cxedit unions axe trained to answex questions and walk you thxough each step of the pxocess. To set up a free ox low-cost account you need a valid ID. Many foxms of ID axe accepted,inclucfingpasspoxTs,state IDs,Mexican Matncula caxds,and moxe. Manage your money. Discovex free classes and sexvices that will help you achieve financial freedom.Leaxn about establishingfinancial goals, managing a budget getting out of debt and many othex topics. Call 2-1-1 or visit any one of the financial institutions below to find out how you can start saving money. Alliant Credit Union Dupaco Community tel.(563)5853737 Credit Union �a�OPssoaaiesDr tel.(663)667-7600 2W Merq Dr 3299 Hlllcrert Rd �402 Whlte St 3999 Pennrylvania Ave WWW.3��I3f1tCU.COfII �4655ycamore5t 2245 Fllnt HIII Dr American Trust&Savings Bank 5a555aamga Rd tel.(663)682-1841 4005.LownSipnside Hy-Uee) asa Mam si www.dupaco.com 9�3 LomrtSt z��oho F Keooedy Rd Health Services Credit Union 325oJad:son5i tel.(663)6863737 2�0 Rockdale Rd �2�Pssoaates Dr ��OUnlveairyAve(InsideHartigDrug) 250MerqDr 4]30PsburyRd �402WhIteSt www.americantrust.com www.hscudbq.com DubuqueBank&Trust LibertyBank tel.(563)589-2000 tel.(563)587-9000 �398CentalAve 2045HoIIIdayDr 5�North GandvlewAve 2201 Jadaon St sss�oh�F Ke��edy Rd www.libertybankiowa.com 2690 Rockdale Rd z�s5nou��dayo� PremierBank www.dubuquebank.com tel.(563)588-1000 �9]5 John F Kennedy Rd DuTrac Community Credit Union 9ih and lowa 5neeis tel.(663)682-1331 2625 NWArcerial aaean.rb�ryRd www.premierbanking.com �a�a� Pe��Rd 3@J E.�4th St 4�0 Dodge St(Inside Wal-Mart) www.dutrac.org Rq� �:.�a.. . - . ._...''_ .. . . ,: ' ... .� ,:... d , . WHEN DISAGREEING, s ., .:. .. �`" * ��7(��l I � ,�1€,0�L�� . �"�_� � �' PERSONAL ATTAE A � o o• -, �:_-��_- � CK. b�THEIR OPINIONS,ESPECIALLY ��- ,� '°A0'T?iE MIDST OF DISAGREEMENT. I � �' �� `� � � _� . ".. -, :_. . � i � i i . � r � CONSTRUCTIVE IN ORDER TO BETTER i _ , � THEIR POINTS OF VIEW. I M� � .,... i, i � i,� ,_ ,..:.�.., .,.. , ., . . � � • � . � � ONSIBIUTV � '� OME � • ��` DON,T SHIFT RESP W pND BLAME�NT�OTHERS+ DISAGREEMENTS PUBLICLY. � . •. - �- � �� • � �_�� . . . .. � . • • � � � F�Cu F �« r��G....u. ,i.....�. . -�`� �'. � ./ : L :�:.�':.. . .. ��J �� £� �� LOOK FOR , �� i� � �� DON'T CONTRADICT � '� � �� r.;� 1-; � JUST TO DO SO. � ' _; , R � � � �� - AND DON'T �' �� €_�rl[ _ _! �� U " WHEN OTHERS CHOOSE TO DO S0. J-� �- l ,� "� � � J �� I D0 N T -, - _ , ' � � � �� V , � „ � ,,, /�r' � � � AND REPAIR DAMAGED `-- ��, �, RELATIONSHIPS. I�' ' F I :, I�/// _ \ • � COMMLiNITY FOLiNDATION of Greater Dubuque Speak Your Peace is an initiative of the Community Foundation of Greater Dubuque. Concept adapted from the Duluth Superior Area THE CIVILITY PROJECT �ommunity Foundation. If you would like to make a donation What Is Speak Your Peace? to Speak Your Peace, please Speak Your Peace is an awareness campaign promoting a welcoming and make checks payable to CFGD/ vibrant Dubuque community. Civility is the keystone of building trust and Speak Your Peace or contact the relationships in all iacets of community life and supports the fundamentals Community Foundation of Greater of a progressive society. Community foundations in cities from Des Dubuque. Moines to Venice, Florida, are working to strengthen their communities by embracing civility. Speak Your Peace is an initiative of the Community Foundation of Greater Based on a concept developed by the Duluth Superior Area Community Dubuque Foundation,Speak Your Peace promotes Nine Tools of Civility:Show Respect, Pay Attention, Dont Gossip, Give Construdive Criticism, Be Indusive,Apologize,Take Responsibility, Listen and Be Agreeable. More Information Look for the Speak Your Peace tent at festivals and iarmers markets this summer. For more information on volunteer opportunities and how your organization/business can be a partner and supporter of the Speak Your Peace campaign, visit wwwspeakyourpeacedbq.org or contact Erica Ysquierdo Indusive Dubuque Assistant Coordinator 563.588.2700 erica@dbqfoundation.org For additional information Community Foundation of Greater Dubuque 700 Locust Street,Suite 195 Dubuque, IA 52001 563.588.2700 offi ce@dbqfoundation.org www.dbqfoundation.org /T`\ COMMUNII'Y FOUNDATION oT Craaar nu6v�u� 06242015 _., , � � ��a �, � " '� � 3� "�" .,< < , � . � . ` �' �� .n. : .; _ . : < �� . . . .. . . � �v s `�� Sk � �t.i z. � zs � ' y.. r ��t . .,.,d�� °s'. � �..:,'. r+; si: W^a. ,.._:: >..,. ' ..> .._ �� "�7Am",: 'F �`�'� 4„,,,,,. 't. 4 �y ` L � � �3 y��.�� 1 - .. 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Co�an�ascnrty Poianaation COIT111111111t FOU1ldatlOri � ,JaCkS011 COU11ty ��ECIDAfOMlC LALLiLp1WC� Y a � �� of Greater Dubuque �»��r�� i� -< C �t�n�ivFi� o�rtrvt��( n�'uiDini,Quc . � � � Co�inivni�vFovrvun'r�n� i(ncnrucDi�n��Zu� ..,'-'e. ... �-� »., <3= a�:i ,.a:.,c°; � : -. _ . . x . � .. � ��_. � :. „ �� ,�..,.r.,..,,�,,.,:.0 ,.�.�, �v:�.....a_.�_ �., ��„-<. � ��.e,�...,..,:: .��.�. .��...x�._�_..�m,� .y..�.._w.�... �� °»�.-�.� � . ,.,. ```y� ForAmerican business, advancing high-qualiry child care is a winning proposi[ion. IPs a wise inves[men[in America's fu[ure—s[reng[hening business [oday while building [he workforce ��I we'!!depend on romorrowand for decades ro come." -US Chamber of Commerce AFFORDABILITY � QUALITY � �� PARENTS A primary responsibiliry of any parent is to ensure a safe and nurturing �� leaming environment for their�hildren. � Affordabiliry is essential for parents � seeking ro enter the workforce. � . � COMMUNITY AGENCIES � Dozens of nonprofits and govemment agen�ies work CHILDCARE PROVIDERS ( `oge`ne`�"o�"eg�o"`oad�o`a`e,`e"�y,a"dP`o��de professional development for�hild�are providers and The�ost of�hild�are fa�ilities,providing a �l��J parents.In�reased collaboration will build�apa�iry living wage for employees,the supply of qualified 1 and support region-wide. staff,and the�orresponding parental�apa�iry ro ` � pay,�reate a�hallenging business model for �� hild�are providers. , J J / I � —� EDUCATORS EMPLOYERS � , Studiesshowthat�hildrenwhohavehad Faced with low unemployment,lo�al �� qualiry�are prior to entering kindergarten are businesses need ro find ways ro re�ruit and more ready to learn.Issues of s�hool readiness, retain a skilledworkforce.Providing�hild � � I �hroni�absenteeism,and loss of a�ademi�skills �are benefits�an give employers a � and knowledge over the summer affe�t the abiliry �ompetitive edge. � of students to stay in s�hool and su�ceed. -/ ~� ~ �� ` 00 �O� .�` In our region,infant �� A w �% /� 0 0/ In our regioq Child Care 7 � y 0 Resource fr Referral referred daycare averages � � �10147 averagehourlywage ofallemployeessurveyedsaid ofachildsbrain ��526familieswith for child care worker thatthe availability of omsite child development happens Z�420 children ' in Dubuque care was a significantfactor in befOre ag.f ^ to child care providers. perchildperyeac *us.oepeot�o�e�re�, choosingtheircurrentemployer.* ofLaborStatistirs *SlmmonsCollegeGraduate5�hool ofManagementsNdy � ` ` I \ � /�"�`ke+��a � �'e*` �r ` `�w- �+ � � �; � � d � � � � � ,-�� `� �,� -�.�� , � � � f�J,,. � .� � � � � _.M, ��`�' �i �,u�� ,��;`�`� � , � ��s� I� �;� ��.��,: -� � � �I � , 'ti., � �' , ,�, ;r , � — � � u \. s,;� ;��llll, ,� � ,. .,�. ;.l .,� :,,. .;, ::,;� ;� ,�, �; � � � � � ; — <�,� � ,rs�t4� �,� ,� �\� ��'�':. �-r+ ,,. �' �� ✓ 1� '-� �- � / y '�� IN6�� 4� ` Eh �'� �e r� .,�y jrl "�r#�'�i� �� I✓ ��J �� k f �'%� � � ,��t��': >�� - — �� _ � �� : �� ,_ J � ��,�,� � ��,_Y#� ; ��, ;�'f Partnershi The Partnership Empowerment Network � works to row a su ort network to g pp Emowerment empower people in their respective p work in order to create equitable and Network direct access to resources that make our community a better place to live. ► �'"'� P ROJ ECT HOPE . If you would like to make a donation The Partnership Empowerment Network meets monthly and is open to support Project HOPE, please to social workers, case managers, coordinators,advisors, counselors, make checks payable to CFGD/ teachers,and any other professional working in the social services sectors Project HOPE or contad the who wishes to connect individuals and/oriamilies to resources to help Community Foundation of Greater them achieve income, employment or educational goals. Dubuque. Network members empower each otherto empower others by: Project HOPE is an initiative of the • Collaborating with dients to help them achieve their goals Community Foundation af Greater • Working with other network members to achieve service/career goals Dubuque working to increase access • Creating cross-sedor partnerships to achieve systems goals to opportuniiy for aff communiiy members by: Mission To grow a support network empowering people in their respedive work OSupporting provider networks by creating opportunities for direct peer-to-peer-learning, improving •k�} forchange knowledge of and access to community resources, and elevating interagency relationships in efforts to build, strengthen and streamline � Expanding pathways to referral processes. Network members also identiiy key barriers to resource education and empfoyment access and advocate for systems change. OHefping individuafs and famifies Vision Statement � buifd financiaf security Equitable and direct access to resources that makes our community a better place to live,work and play. Desired outcomes Howthe Network is achievingthese outcomes Connecting network • Direct peer-to-peer learning members • Elevate interagency relationships For additional information Increasing knowledge • Direct peer-to-peer learning base • Improving knowledge of community resources Community Foundation of • Empowering each other to empower others Greater Dubuque Accessing community • Improving access to community resources 700 Locust Street,Suite 195 resources • Build,strengthen and streamline dient Dubuque, IA 52001 referral processes 563588.2700 • Partnerwithcross-sectoragencies office@dbqfoundation.org Advocacy • Identiiying key barriers to resource access www.dbqfoundation.org and advocating for systems change Network Members: • Re-engage Dubuque • City of Dubuque ��` • Dubuque Community Schools • SASC COtririlUrilty FOUriC�atlOri • Northeast lowa Community • Opening Doors afGreaterDubuque College • FamilySelf-Sufficiency • IowaWorks • Dubuque Rescue Mission �y;�� co�s�med��comp��ew�rn • OpportunityDubuque • VNA nrar�o�a�sr�d�dst�� . Operation: New View Community . iJa 'o�p� US CommunilyWundations $ • Action Agency 02062018 DUBUQUE COLLEGEACCESS NETWORK , ` r _� S � � �' 4 1 � ~ � � �� x A' :� � � ' � '� � y y �-�� f � . � � � . 4 ��y � �� }1 � 't � A � 1 , • �_ r � y � 4— 3�.�y�i . y � R � � Dubuque College Access Network is a cross-sector team of local leaders comprised of representatives from education, workforce, government, and nonprofit sectors supported by lowa College Aid through grant funds, training, and technical assistance. Using a cross-sector collective impact approach, DCAN will address critical academic, access and achievement barriers by aligning resources to provide equal access to advanced learning and career pathways, and creating a culture that encourages post-secondary education and training aspirations. WHY IT MATTERS For Dubuque to have a viable workforce and Dubuque Educational AttainmeM,Ages 25 ta 64 enhanced economic opportunity, its citizens need to have equitable access to post-secondary 92�- Highest Eduwtion LevelAltained %of Respondents education and training. � �ssma�H�gns�nooi z.o� zaai High School Diploma,GED,HiSet 28.9% i � Some Eduwtion Pastsecondary EducatioN 16.7 By 2025, 68% 0{clll�OI75 Ill IOWcl WIII f2C�Ulf2 �705Y- Training,Degree/CertificationNotObtained usi secondary education and training beyond high 24� � TadeCertificatian,Cnmpleted 3.9% 3.9%- VocationalhainingCnmpleted 2.4%/ school. However, only 52.4% of lowans currently � pssociateoegree,Completed iz.s � have some form of secondary education.To meet 16'��■ Undergraduate0egree�Completed 24.4 � Post Graduate Degree,Completed 9.2% this demand, the goal of the Future Ready lowa, an �A� ioo� initiative of the state of lowa, is to ensure 70% of 2e.9i 52.4% lowa's workforce have education or training beyond CurreM postsecondary 2�� educational attainment high school by the year 2025. WHAT WE'RE WORKING ON DCAN IS MADE POSSBLE BY To reach 70% post-secondary attainment, DCAN is targeting efforts LOLLEGF on local youth(16-24). DCAN's goal is to increase enrollment in y�P q�0 O post-secondary education or training within two years of graduating � high school from 71.4%to 80% by 2025. 8�� Provides granf funds,fraining,fechnical asslsfance. LEADERSHIP TEAM The collective work will utilize a framework of change to effectively Proviaes matcnes ofin kina ana casn gifts equip and inspire youth to access and enroll in post-secondary City of Dubuque degrees or credentials such as postsecondary or professional Clarke Unlverslty Community Foundation of Greater Dubuque certificates; occupational licenses, apprenticeships, associate or Dubuque Area Labor Management Councll bachelor degrees, or higher degrees (master, PHD,JD, etc.). Dubuque Community School Dlstrlct DCAN is also working on creating a common agenda that Emmaus Blble College communicates a network-wide vision for change, a dashboard to Foundation for Dubuque PubGc Schools Greater Dubuque Development Corporation share key data, and formalizing its collective infrastructure. Holy Famlly CathoGc Schools I owaW 0 RKS WHAT HAS BEEN ACCOMPLISHED isu oubuque coun�y EXtens�on Loras College The DCAN formed in 2016. With support from lowa College Multicultural Famlly Center Aid and leadership team organizations,the network has already Northeast lowa Community College made early strides in post-secondary attainment Some key United Way accomplishments indude: Unlverslty of Dubuque • Education-focused landscape scan ��` Community Foundation •The creation of asset map outlining existing services ofGreaterDubuque • Collection of baseline data cF��brings togetnercommunitymembers fo creafe greafergood,addressing complex communif challenges focused on economic • More than 25 local leaders from the education,workforce, opportunity,acaaemic acnieuementana equity government and nonprofit sectorsjoined a leadership team to anaindusion. address local challenges �y;��q;� co�srr,ed��cor,ot�a��e w�rn Nationaf Standards far '��g� US CommunilyFoundations � . . �. 1)Camevale,A,Smith,N.,Gulish,A,6 Hanson,A.R(2015).lowa:Education and WorkforceTrends thmugh 2025. 2)lowa Workforce Develo pment,Labors hed Survey,data mllected 1N2016�2820D,336 survey respondents. 3)National5tudent Clearing House Data for Dubuque Community School District7I05I17 � � . . . . . • . . • . - . AMERICANS � � � � � II livir�r; wit � me .,.;� _. �, �. � � � � � -'6II191dqOS[f��Z s�a��Q�7o��_.;. ,_ _, :,-.:.�, o sido�[qun�f�sts22`I`I.�2� ..�� = ' �;a�«��_� ��,�=.�Itn��9b m17 QZTq� (I 1U �HOAfIlI9Yl�Q05I1��2,r ;:�� • � • • • � • s�.i dor� qonr� � � 7 � -� �i�eionL � ��.1 X r16fI0i2I119b QJ�, no i zz9 � q�b��:�� no:� fsn i �u I I sr� ; ��[llffT[ -�i'lrn�nrni�•�rtr.�' . , . a i �s i 7bnori�aq�H SERIOUS MENTAL &tzSYattsl�i�a z i i ns'��:;��. ��'i`[ii�'i'7'I I'9�"""''"','�'-- I L L N E S S E S I N J A I L S 0011611[�IIII61I.i•+:i.a ��,;.«�,�-� i oq,� a�: � I�I I�I II 31% 4.9% 14.5% 3.2% �� COMMUNITY FOUNDATION FOUR OAKS �, �,,.u�.� ��hu,�, ��c'�CO Contac[: Hillary Baker, Direc[orof Communications, Community Foundation of Greater Dubuque Office: (563) 588.2700 E-mail: hillary@dbqfoundation.org For Immediate Release: May 14, 2012 Initiative Helps Local Foster Care Youth Build Financial Skills,Assets DUBUQUE, lowa—Eight local young people are boosting their personal money smarts—and their bank accounts—thanks to an initiative of the Community Foundation of Greater Dubuque, supported by FourOaks and Dupam CommunityQedit Union. Based on a national model created bythe lim CaseyOpportunities Initiative,the Opportunity Passport program is aimed at teaching youth aging out of foster care the financial management skills they need to achieve personal success. Youth in foster care often lack mentors to teach them money management skills. As a result, theyfrequently exit the fos[er care program without basic financial and asset development skills. The local program, open to Dubuque Countyyouth ages 16to 24who have been in fostercare since age 14,features a matched savings account for each participant to help them save money for assets while learning personal financial management skills.The savings accounts and financial coaching are provided by Dupaco. FourOaks recruited and determined the eligibility of the Opportunity Passport participants. Once chosen forthe program, participants must successfully complete 10 houa offinancial literacytraining with Dupaco and make a plan and commitmentto save foran approved asset. After participants meet the program's training requirements, Opportunity Passport deposits $100 into their matched savings accounts. As long as a participant stays ac[ive in the program—by meeting with program advisors on a regular basis—the Community Foundation of Greater Dubuque matches the savings account dollarfor dollar up to $1,000 peryearfor approved expenses, such as purchasing a car or putting a deposit on an apartment. The most recent Opportunity Passport class completed its coursework in April and opened matched savings accounts through Dupaco. The credit union coordinated ac[ivities,facilitated the hands-on financial instruc[ion, and opened participant accounts. Dupaco employees also maintain contact and ensure participants receive ongoing financial coaching and guidance after the conclusion of the program. Most participants are working toward the goal of purchasing a vehicle to travel to work or school. They can stay in the program until age 24 and match up to$1,000 per year for purchase of additional approved assets. "Young people aging out of foster care are at a significant disadvantage when it comes to learning how to manage their money," says Eric Dregne,vice president of programs at the Community Foundation of Greater Dubuque. "Opportunity Passport teaches skills that make a real difference in these kids' lives; the Community Foundation is proud to partner with Dupaco on such a great program." Dupaco's Deb Schroeder,who conducted much of the recent session's financial instruction,said the Opportunity Passport program aligns snugly with Dupaco's belief in the power of education and information put to practical use. "As a credit union, Dupaco maintains a tradition of service and a philosophy of self-help,which is an important part of our mission" said Schroeder, Dupaco assistant vice president of business partner services. "IYs always fulfilling to see the participants' confidence grow throughout the program as they learn to save, budget and set goals." Since Dubuque's Opportunity Passport program began in 2008, it has helped nearly 40 young people to connect to mainstream banking and acquire real world experience with savings. Those interested in supporting this program may donate to the Opportunity Passport Fund at the Community Foundation of Greater Dubuque by visiting www.dbqfoundation.or�(click Give Now) or calling 563.588.2700. ### The Community Foundation of Greater Dubuque is dedicated to improving the quality of life in our region by serving donors, making grants to local nonprofit organizations, and providing community leadership through convening and collaboration. For more information, visit www.dbqfoundation.or�. Dupaco Community Credit Union is a not-for-profit, member-owned financial cooperative, chartered to serve residents of eastern lowa,southwest Wisconsin and northwest Illinois. Membership totals more than 65,000 with assets exceeding$1.02 billion. For more information, visit www.dupaco.com. Four Oaks, headquartered in Cedar Rapids with offices in Dubuque, is one of the state's largest child welfare,juvenile justice and behavioral health agencies. Four Oaks and its affiliates serve more than 14,000 kids and families each year in all 99 lowa counties. For more information, visit www.fouroaks.or�. �� 700 Locust Street, Suite 195 Dubuque, lA 52001 COMMUNITY FOUNDATION 563.5881700 www.dbqfoundation.o rg of Greater Dubuque Contact: Eric Dregne Office: 563.588.2700 E-mail: EricC�dbqfoundation.org For immediate release: March 16, 2016 DUBUQUE TO HOST NATIONAL GATHERING ON CITYWIDE STRATEGIES TO RE- ENGAGE HIGH SCHOOL DROPOUTS DUBUQUE, IA—From Wednesday, March 16 through Friday, March 18, city, education and national eaperts will gather in Dubuque to provide perspectives on how to re- engage the millions of youth and young adults in Dubuque and other cities across the country that have not graduated from high school. Approximately 150 dropout re-engagement eaperts from 14 different states will convene in Dubuque to discuss policies and strategies for dropout re-engagement. Attendees will learn about Dubuque's re-engagement landscape and eaplore ways to link re-engagement efforts with workforce development and Opportunity Youth strategies. "Dubuque hosting this event highlights the success of the Re-engage Dubuque program and the great workof the partners facilitating the program," said DubuqueMayor Roy D. Buol. "Dubuque is honored to host this gathering and bring together people from across the country to learn best practices and improve the efforts in re-engaging youth." Juvenile justice and education eaperts and staff from across lowa and the US will gather at a pre-convening seminar to discuss ways to smooth pathways back to school for justice-involved youth, by special arrangement with the Council of State Governments Justice Center, lowa Department of Human Rights and the lowa Department of Education. "The fifth annual Reengagement Plus! Convening—taking place in the Midwest for the first time this week—promises to energize the front line practitioners and policymakers who bring students back to America's schools every day, and to offer lessons and strategies that others can pick up, nationwide," said Andrew Moore, program director for the National League of Cities Institute for Youth, Education, and Families. The conference is coordinated by the National League of Cities Institute for Youth, Education, and Families with support from the Community Foundation of Greater Dubuque, the Dubuque Community School District, Northeast lowa Community College and the City of Dubuque. Funding for the conference was generously provided by the Annie E. Casey Foundation, Youth Transition Funders Group-Multiple Pathways to Graduation Working Group and the Aspen Forum for Community Solutions. Re-engage Dubuque was started in 2012 when the Community Foundation's Project HOPE initiative convened the Dubuque Community School District, Northeast lowa Community College and other partners to develop the program based on nationwide best practices. Since then, Re-engage Dubuque has connected with 308 high school dropouts. As a result, 39 students have earned a high school diploma and 56 have completed a high school equivalency diploma (HSED). Media are invited to attend the opening luncheon on Wednesday, March 16 at 12 p.m. where the state of the Re-engagement Network will be discussed, along with an introduction to the Dubuque Re-engagement landscape. Media are also invited to attend the luncheon on Thursday, March 17 at 11:30 a.m. where Re-engagement policy and leadership will be discussed with Mayor Roy D. Buol, Dr. Liang Chee Wee, Stan Rheingans and Nancy Van Milligen. Both luncheons will take place in the Grand Ballroom at the Hotel Julien. tt tt tt The Community Foundation of Greater Dubuque strengthens communities and inspiresgiving. For more information, visit www.dbqfoundation.org. Project Hope July 1, 2009-June 30, 2010 City Budget Adual Notes REVENUES Contributions Grant revenue $ 60,000.00 $ 60,000.00 Total Revenue $ 60,000.00 $ 60,000.00 EXPENSES Grantmaking expense $ 3,000.00 $500/month office support (July - December) Salary expense $ 34,608.08 PayrollTaxes $ 1,643.29 Parking $ 157.00 Consulting $ 10,325.00 AmeriCorps Office Supplies $ 1,760.72 Postage $ (46.10) Staff Development $ 638.96 Special Event expenses $ 227.29 Meetings, Luncheons, Dinners $ 963.82 Travel $ 3,290.42 Marketing $ 395.00 Printing and Copying $ 252.38 Total Expenses $ 57,215.86 Increase (Decrease) in Net Assets $ 2,784.14 City Carryover $ 2,784.14 Project Hope July 1, 2010-June 30, 2011 City Budget Actual Difference Notes City Carryover 5 2,784.14 REVENUES Contributions Grant revenue 5 69,445.00 5 69,444.96 Total Revenue 5 69,445.00 5 69,444.96 EXPENSES Grantmaking eapense 5 - 5 - 5 - Administrative fee eapense 5 - 5 6,000.00 5 (6,000.00) Otherfees 5 - 5 - 5 - Salary expense 5 SQ600.00 5 49,898.77 5 701.23 PayrollTaxes 5 4,045.00 5 1,854.77 5 2,190.23 Parking 5 - 5 244.80 5 (244.80) Technology Supplies Ft Services 5 1,000.00 5 1,905.61 5 (905.61) Consulting 5 - 5 6,500.00 5 (6,500.00) AmeriCorps+ Diana Painter Office Supplies 5 400.00 5 35.12 5 364.88 Postage 5 1,200.00 5 - 5 1,200.00 Memberships Ft Publications 5 - 5 298J3 5 (298J3) Staff Development 5 - 5 205.00 5 (205.00) SpecialEvent expenses 5 - 5 273.95 5 (273.95) Meeting, Luncheons, Dinners 5 2,000.00 5 26.44 5 1,973.56 Travel 5 4,000.00 5 (2,708.30) 5 6,708.30 NLCReimbursedPriorYearTravel Marketing 5 5,000.00 5 - 5 5,000.00 Printing and Copying 5 1,200.00 5 204.04 5 995.96 TotalEapenses 5 69,445.00 5 64,738.93 5 4,706.07 Increase(Decrease) in Net Assets 5 - 5 4,706.03 City Carryover 5 7,490.17 Salaries are based on a 40 hour week for the following: 33%of the VP of Strategic Iniatives time 100Y of the Program Associate's time 10%of the CEO/President's time 10Y of the Administrative Assistant's time SY of the Finance Director's time 10Y of the Financial Advisor's time for Bank ON Project Hope July 1, 2011-June 30, 2012 City Budget Actual Difference Notes City Carryover 5 7,490.17 REVENUES Contributions Grant revenue 5 7Q708.00 5 7Q708.00 Total Revenue 5 7Q708.00 5 7Q708.00 EXPENSES Grantmakingexpense 5 - 5 - 5 - Administrativefeeeapense 5 - 5 6,000.00 5 (6,000.00) Otherfees 5 - 5 - 5 - Salary expense 5 44,658.00 5 32,754.44 5 11,903.56 PayrollTaxes 5 4,050.00 5 2,615J9 5 1,434.21 Parking 5 - 5 296.25 5 (296.25) Technology Supplies Ft Services 5 - 5 304.95 5 (304.95) Consulting 5 - 5 161.00 5 (161.00) AmeriCorps + Diana Painter Office Supplies 5 1,000.00 5 436.96 5 563.04 Postage 5 1,000.00 5 - 5 1,000.00 Memberships Ft Publications 5 - 5 - 5 - Staff Development 5 - 5 - 5 - Special Event eapenses 5 - 5 3,157.20 5 (3,157.20) Sponsorship - David Miller Worlahop Meeting, Luncheons, Dinners 5 1Q000.00 5 674J1 5 9,325.29 Travel 5 4,000.00 5 1,485J2 5 2,514.28 Marketing 5 5,000.00 5 - 5 5,000.00 Printing and Copying 5 1,000.00 5 159.46 5 840.54 TotalExpenses 5 7Q 708.00 5 48,046.48 5 22,661.52 Increase (Decrease) in Net Assets 5 - 5 22,661.52 City Carryover 5 3Q 151.69 Salaries are based on a 40 hour week for the following: 25%of the VP of Programs time 100Y of the Project HOPE Coordinator salary cost (AmeriCorps) SY of the Finance Director's time SY of the CEO/President's time (imkind) 10Y of the Administrative Assistant's time (imkind) Project Hope July 1, 2012-June 30, 2013 City Budget Actual Difference Notes City Carryover S 30,151.69 REVENUES Contnbutions S - Grant revenue S 70,308.00 S 64,449.00 Special Events Revenue S - Total Revenue S 70,308.00 S 64,449.00 EXPENSES Grantmaking Expense S - Reengagement Center Specialist Grant Special Events E�ense S 3,511.00 S (3,511.00) Busses for Opportunity DBQ Initiative Salanes and Payroll Taxes S 53,208.00 S 58,999.00 S (5,791.00) Administrative Fee Expense S 5,600.00 S 7,600.00 S (2,000.00) Parking S - S - Consulting S 554.00 S (554.00) Staff Development S 200.00 S (200.00) Technology Supplies and Service S - S - Office Supplies S - S - Postage S 500.00 S - S 500.00 Meetings, Luncheons, Dinners S 2,000.00 S 385.00 S 1,615.00 Memberships and Publications S - S - Travel S 3,000.00 S 2,386.00 S 614.00 Pnnting/Copying S 155.00 S (155.00) Marketing S 6,000.00 S 10,000.00 S (4,000.00) TotalE�enses S 70,308.00 S 83,790.00 S (13,482.00) City Carryover S 10,810.69 Project Hope July 1, 2013-June 30, 2014 City Budget Actual Difference Notes City Carryove r 5 1 Q 810.69 REVENUES Contributions 5 - 5 - Grant revenue 5 7Q308.00 5 76,167.00 Interest and Dividends 5 - 5 - Realized Gain (Loss) 5 - 5 - Unrealized Gain (Loss) 5 - 5 - In-Kind Contributions 5 - 5 - Miscellaneous Revenue 5 - 5 - Special Events Revenue 5 - 5 2,074.00 NLC Off-site Training Revenue 5 - 5 - Total Revenue 5 7Q308.00 5 78,241.00 EXPENSES Grantmakingexpense 5 3,000.00 5 (3,000.00) VISTA Administrativefeeexpense 5 5,600.00 5 7,599.84 5 (1,999.84) Otherfees 5 - 5 - Fscal Agent Fee Expense 5 - 5 - Salary expense 5 49,427.00 5 47,155.15 5 2,271.85 Payroll Taxes 5 3,781.00 5 3,498.51 5 282.49 Employee Benefits 5 - 5 - Telephone 5 - 5 - Parking 5 - 5 - Technology Supplies Ft Services 5 - 5 - Accounting Ft Audit Services 5 - 5 - Host Public Allies Americorps Member Consulting 5 2,333.33 5 (2,333.33) (other half charged as special event expense) Office Supplies 5 40.62 5 (40.62) Postage 5 500.00 5 - 5 500.00 Memberships Ft Publications 5 - 5 - Staff Development 5 - 5 - Special Event expenses 5 9,514.50 5 (9,514.50) Aha! Process, Inc. for Circles Initiative Meetings, Luncheons, Dinners 5 2,000.00 5 1,042.69 5 957.31 Travel 5 3,000.00 5 6,159.13 5 (3,159.13) Marketing 5 6,000.00 5 - 5 6,000.00 Printing and Copying 5 586.36 5 (586.36) Depreciation Expense 5 - 5 - Equipment 5 - 5 - Total Expenses 5 7Q308.00 5 8Q930.13 5 (1Q622.13) Increase (Decrease)in Net Assets 5 (2,689.13) CityCarryover 5 8,121.56 Project Hope July 1, 2014-June 30, 2015 City Budget Actual Difference Notes City Carryover S 8,121.56 REVENUES Contnbutions S - S - Grant revenue S 75,025.00 S 75,024.00 InterestandDividends S - S - Special Events Revenue S - S - Total Revenue S - S 70,024.00 EXPENSES Grantmaking expense S 5,000.00 S (5,000.00) Re-Engagement Center Administrative fee e�ense S 5,600.00 S 5,600.01 S (0.01) Commission fee e�ense S 21.95 S (21.95) Otherfees S 78.75 S (78.75) Fiscal Agent Fee Expense S - S - Salary expense S 53,675.00 S 55,512.48 S (1,837.48) Payroll Taxes S 4,250.00 S 4,630.44 S (380.44) Employee Benefits S - S - Parking S 517.82 S (517.82) Technology Supplies&Services S 105J2 S (105J2) Consulting S 6,000.00 S 4,666.66 S 1,33334 Host Public Allies Amencorps Member Office Supplies S - S - Postage S 500.00 S - S 500.00 Staff Development S 14.47 S (14.47) Special Event expenses S - S - Meetings, Luncheons, Dinners S 1,500.00 S 383.99 S 1,116.01 Travel S 3,500.00 S 1,555.49 S 1,944.51 Marketing S 57.78 S (57.78) TotalE�enses S 75,025.00 S 78,145.56 S (3,120.56) Increase (Decrease)in Net Assets S (8,121.56) City Carryover S - Project Hope July 1, 2015-June 30, 2016 City Budget Actual Difference Notes REVENUES Contnbutions S - S - Grant revenue S 67,500.00 S 67,500.00 InterestandDividends S - S - Special Events Revenue S - S - Total Revenue S - S 67,500.00 EXPENSES Grantmaking expense Administrative fee expense S 5,600.00 S 5,600.04 S (0.04) Commission fee e�ense S - S - Otherfees S - S - Fiscal Agent Fee Expense S - S - Salary expense S 50,000.00 S 53,950.94 S (3,950.94) PayrollTaxes S 4,250.00 S 4,624.71 S (374.71) Employee Benefits S - Parking S Technolo2y Supplies&Services S - Consulting S - S - Office Supplies S - S - Postage S 500.00 S 0.47 S 499.53 Staff Development S - Special Event expenses S - S - Meetings, Luncheons, Dinners S 3,650.00 S 7736 S 3,572.64 Travel S 3,500.00 S 3,246.48 S 253.52 Marketing S - Total Expenses S 67,500.00 S 67,500.00 S - Increase (Decrease)in Net Assets S - Project Hope July 1, 2016-June 30, 20V City Budget Actual Difference Notes REVENUES Contributions 5 - 5 - Grantrevenue 5 67,500.00 5 67,500.00 Interest and Dividends 5 - 5 - Realized Gain (Loss) 5 - 5 - Unrealized Gain (Loss) 5 - 5 - In-Kind Contributions 5 - 5 - Miscellaneous Revenue 5 - 5 - Special Events Revenue 5 - 5 - TotalRevenue 5 67,500.00 5 67,500.00 EXPENSES Grantmaking expense 5 - 5 - 5 - Administrativefeeexpense 5 6,000.00 5 6,000.00 5 - Commission fee eapense 5 - 5 - 5 - Fiscal Agent Fee Eapense 5 - 5 - 5 - Salary eapense 5 SQ000.00 5 48,397.56 5 1,602.44 PayrollTaxes 5 5,000.00 5 3,752J1 5 1,247.29 Employee Benefits 5 - 5 - 5 - Parking 5 - 5 103.44 5 (103.44) Technology Supplies Ft Services 5 - 5 233.07 5 (233.07) LegalServices 5 - 5 - 5 - Consulting 5 - 5 - 5 - Office Supplies 5 - 5 - 5 - Postage 5 - 5 - 5 - Staff Development 5 - 5 - 5 - SpecialEvent expenses 5 - 5 - 5 - Meetings, Luncheons, Dinners 5 3,000.00 5 - 5 3,000.00 Travel 5 3,500.00 5 3,500.00 5 - Marketing 5 - 5 861.00 5 (861.00) Printing and Copying 5 - 5 148.89 5 (148.89) Depreciation Expense 5 - 5 - 5 - Board Ft Committees 5 - 5 - 5 - Equipment 5 - 5 110.21 5 (110.21) TotalExpenses 5 67,500.00 5 63,106.88 5 4,393.12 Increase (Decrease) in Net Assets 5 4,393.12 z/n/zois . � "° • � /� �, ,�� 1�, �i `' ;;; { "�.' ' '��, - � ��J.� y (�,� ` `� � � �e��> � � ,; �� :. ma comm��iry Fo��aano�brirgs together�mm��iry mamea,:m create greater good, aaa,a::mg complex community challenges m e��m a Ntiving,reAllen[reglon.Wa NmsNkwoNon Mree Impac[areaz. OEquity and Indusion 1 P CT 51 L elii 1 6cpand Pathways FtAccessibility �. to Education and Employment � � � 3 Support Provider Networks � for Change WHAT HAS BEEN ACHIEVED Re-Engage Dubuque co��a�nvo�m u�zil wno ma�oemmpiam m€n snom m a mman�a aa��no�o,p��m�aan aa��no�. z/z�/zols . . � - ��o,� � 554woNersa¢eptatllnWpm�am � 434woNersgatluatatlormrtanflylntralning 98%of mnbctatl�atluatas M1ave rebinetl employmen[or are mnHnuing MelretlucaHon Gndmbs by Sectar �w �...in..,�.�,,.. � r ..i. �J: � '.. �"[!Iu�w d� r��-fi1�91�qOS1�J2 .. � � I�� I �ebi. t �� ib Child Care Mental Health 3 z/z�/zois � �.. - • Leadinq advancements to increase posbsecondary educational attainment=Dubuque Colleqe Access Nehvork • Expand'mq pathways Jor a robust workJorce =Access to Quality Child Care =�� , .xnssue. nse•zs-sa ,..:�.e,e..bwa.,,a,.b,,,A.., ..� ._,__�_..._......_.. 70%ieneYp2U25 � .w ' . . a z/z�/zois � .a�.._,aw.w,,,a ,..�m 80% m,.,..�.....,aaa; � ,`�a'�a.�b.,e �—.... �m. a,��e.tm �-. �-:r . — �� . . . , . aa�� , rcairym `rerteJNCM1l4da c en �L� mue��u me� reNmofma � InluN xofremetllal antlxp olaletluo ,tM1e �oN � ��.w'�,�re,�000rc a�d m��,� s z/z�/zois , . 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