New Cities of Opportunity Application Copyrighted
September 16, 2019
City of Dubuque Consent Items # 19.
ITEM TITLE: New Cities of OpportunityApplication
SUMMARY: City Manager recommending approval to submit the City of
Dubuque's New Cities of Opportunity application to the
National League of Cities.
SUGGESTED DISPOSITION: Suggested Disposition: Receiveand File;Approve
ATTACHMENTS:
Description Type
New Cities of Opportunity Application-MVM Memo City Manager Memo
Staff Memo Staff Memo
Requestfor Proposal Supporting Documentation
Dubuque NLC New Cities of Opportunity Application Supporting Documentation
Dubuque
THE CITY OF �
uI�AaMca cih
DuB E � �
I � � I
Maste iece on the Mississi i Zoo�•zoiz•zois
YP pp zoi�*zoi9
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: New Cities of Opportunity Application
DATE: September 10, 2019
Planning Services Manager Laura Carstens requests City Council approval of the
submittal of the City of Dubuque's New Cities of Opportunity application to the National
League of Cities. The application has already been submitted due to the deadline;
therefore, the application will be pulled if the City Council does not approve.
The City of Dubuque's application is for one of the City's priorities for economic
opportunity: to create greater awareness of and seek systemic solutions to barriers to
childcare faced by low-income families.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
v
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Laura Carstens, Planning Services Manager
Dubuque
THE CITY OF �
All•Anerica Cip
DuB E ,�I�� � ,
Maste iece on the Mississi i z°°'.Z°lz=z°13
rp pP zoi�*zoi9
TO: Michael Van Milligen, City Manager
FROM: Laura Carstens, Planning Services Manager `^�'
SUBJECT: New Cities of Opportunity Application
DATE: September 9, 2019
INTRODUCTION
This memo transmits the City of Dubuque's application for a new initiative of the
National League of Cities called New Cities of Opportunity I nitiative: Healthy People and
Thriving Communities for City Council approval. Information about the initiative is
enclosed.
BACKGROUND
The National League of Cities (NLC) I nstitute for Youth, Education, and Families (YEF
Institute) invited city leaders to join Cities of Opportunity, a new initiative to make
transformative policies and systems change for Healthy People and Thriving
Communities.
With the generous support of the Robert Wood Johnson Foundation, this new 12-month
technical assistance initiative will help city teams take a comprehensive approach to
address factors that affect how long we live and how well we live.
DISCUSSION
The City of Dubuque's application is for one of our priorities for economic opportunity:
create greater awareness of and seek systemic solutions to barriers to childcare faced
by low-income families.
The 2016 Child Care Community Needs Assessment conducted by the Community
Foundation of Greater Dubuque found that cost and availability of childcare pose a
challenge to both providers and families, disproportionately affecting low-income
families. This, in turn, creates challenges for employers seeking skilled workers.
This March, the City of Dubuque, Greater Dubuque Development Corporation,
Northeast lowa Community College, and other community partners launched a pilot to
train childcare professionals and provide childcare to students as part of Opportunity
Dubuque.
1
The New Cities of Opportunity Initiative will help us to work with local businesses,
stakeholders, and partners from all sectors to explore ways to create greater awareness
of and seek systemic solutions to these childcare barriers.
RECOMMENDATION
I recommend approval of the City of Dubuque's New Cities of Opportunity application.
Note: This application was submitted already due to the NLC deadline; therefore, the
application will be pulled if the City Council does not approve it.
Enclosures
cc: Crenna Brumwell, City Attorney
Jill Connors, Economic Development Director
Alexis Steger, Housing & Community Development Director
Mary Rose Corrigan, Public Health Specialist
Marie Ware, Leisure Services Manager
F:\Users\LCARSTEN\WP\GRANTS\NLC Cities of Opportunity\MemoMVM New Cities of Opportunity app.doc
2
�
, .
� �
� 1 , � _
.- . -_
. . .
INVITATION TO APPLY
New Cities of Opportunit� Initiative: �`
Health� People, Thriving Communities
.....................................................................................................................................................................................
The Vision and Impetus for Action that disproportionately burden people of
color.
Cities of Opportunity are places where all
residents can reach their full potential and City leaders are uniquely positioned to
live healthy, productive and fulfilling lives advance cross-cutting approaches that
as part of a thriving community. In these address underlying factors affecting the
cities, all residents—regardless of geography, health of all of their residents and the
race%thnicity, age, background, gender or vibrancy of their city.
wealth—have access to:
• Opportunities to learn and grow, from The Opportunity
early childhood through postsecondary
education; The National League of Cities (NLC)
• Affordable, safe and healthy housing; Institute for Youth, Education, and Families
• Economic opportunities, including (YEF Institute) invites city leaders to join
family-supporting jobs and essential Cities of Opportunity, a new initiative to
income supports; make transformative policies and systems
• Transportation and social networks change for Healthy People and Thriving
that connect them to jobs, schools and Communities. With the generous support of
community resources; the Robert Wood Johnson Foundation, this
• Safe neighborhoods that include new 12-month technical assistance initiative
accessible places to play and maintain will help city teams take a comprehensive
active lifestyles; and approach to address factors that affect how
• Affordable, healthy foods and other long we live and how well we live.
community and family necessities.
Cities of Opportunity Cohort: Up to six city
Yet in cities across the country, the life teams will be selected to participate in a
expectancies of residents who live a few 12-month program that offers learnings and
miles apart, and sometimes even blocks supports for policy and systems change on
apart, vary by as much as five, ten or factors that affect health in communities.
even 20 years. The above economic,
environmental and social conditions all play The following benefits to participating cities
a role in shaping health outcomes in our will be offered:
communities. Undergirding these factors are . City-centered and context-specific
historical and current policies and systems technical assistance to help cities develop
that erode the health status and economic action plans for policy and/or systems
prospects of many communities and cities, change in issues and area(s) that affect
1
National League of Cities �Application Deadline:August 3o z
the health of residents and strength of Upcoming Pilots for New
the ciry. Components of the Cities of
• Thought parmership with peer cities, Opportunity Initiative
nationally recognized subject matter
experts, and philanthropic leaders. In addition to the 12-month technical
• A focus on equiry and race, with an assistance cohort, NLC is also offering
approach that values equiry that actively two new, less-intensive options for a
addresses the way that people are broader range of cities to join the Cities of
situated differently. At the same time, it Opportunity initiative in the coming year.
mcludes a focus on "closing the gaps" so Indlcatlons of 'mterest are Invlted from
that race does not predlct one's success, cltles to learn more about these Initlal pllot
while also improving outcomes for all. program opportunities. More information
• Strategic use of data and emphasis on Will be forthcoming this fall:
the importance of disaggregating data . Community of Practice (CoP) The goal
by race and ethnicity to help cities target Will be to convene together up to 12 cities
challenges, identify solutions and guide to engage in a deep dive effort specific
policy recommendations. to shared areas of interest to support the
• Peer-to-peer convenings at the beginning Cities of Opportuniry overall framework.
and latter end of the 12-month perlod, Thls wlll Ilkely start wlth a pllot on Health
as well as monthly technical assistance
System Partnerships and will be time
sessions (with individual ciry teams limited (6-8 months). Through the CoP,
and with peers across the cohort) to cities will engage in expert-supported
stimulate dialog on the city's progress and peer-to-peer focused strategy
and challenges, to learn about best development The aim is to better
practices and develop/adapt solutions; support engaged cities in building and
and to share accomplishments and strengthening strategic relationships with
lessons learned. health systems partners and local health
• Access to recent research and offlclals, vltal to bullding and sustalning
innovations to support policy bold change in communities.
recommendations. This includes an . Learning Network For up to 20 cities,
mtegrated framework for local elected a slx-month pllot program, largely
officials and municipal leaders to supported through virtual learning
improve the health and well-being of ciry
resldents: platforms, to bulld foundatlonal
knowledge in core capaciry areas to drive
• Pollcles, programs and practices change, wlth a focus on equlty and race,
across Economic Opportunity, City data, clvlc engagement, flnancing, multl-
Planning and Design, and Housing sector collaborations and sustainabiliry.
(other issues to be added later) at
the intersection to health. �/hat are Participating Cohort Cities
• An equity and race lens to inform
and advance core capaciry areas to COmmltting TO?
help cities zero in on who to work
with, where to focus, and how to Over the course of the 12 months, a selected
resource and sustain ciry efforts: cohort of up to six cities will work together
data, clvlc engagement, flnancing, W�ith'm thelr teams and across cltles to
multi-sector collaborations and share challenges, ideas and solutions. Team
sustainabiliry. members will commit to:
National League of Cities �Application Deadline:August 30 3
1. Craft or enhance a comprehensive set The work and learnings of the 12 cities in
of pollcles/pollcy recommendatlons, the pllot now 'mform thls new Initlative. Pllot
using an equiry and race lens to drive teams made tangible achievements in a
systems change required to design relatively brief (six-month) period. These
and implement a comprehensive include:
policy agenda For example, improved • Codifying policies and practices that
mechanisms for cross-sector alignment promote equity into the city's master
and strategic partnerships, data-driven plans/plan sections and agreements with
practice to tallor and target 'mterventlons developers;
where they are most needed, and • Intentionally aligning investments by
authentic community engagement to anchors and other partners with the city
drive change; to improve the health of residents and
2. Take part in pre- and post-assessments neighborhoods;
on capacity and progress toward • Structures to work across silos with
comprehensive city policy and systems accountability across city departments to
change; allgn actlons and support resldents;
3. Participate in two in-person convenings • Data support to track progress and use
for peer-to-peer learning and of resources, and to drive continuous
consultations with leading experts and improvement; and
philanthropic partners; • Creative approaches to advancing
4. Participate in virtual technical assistance equity through authentic community
meetings with NLC staff and subject engagement, council actions and city
matter experts - monthly, alternating prlorltles.
between individual teams and across all
teams; and Read the executive summary from the pilot.
5. Capture and share stories and lessons
learned wlth NLCs larger membershlp
network.
Background - Pilot Cities:
Informing the Path
NLC launched Cities of Opportuniry in 2018
with a pilot to strengthen the capaciry of
ciry leaders to work in a more holistic way
across multlple, 'mter-connected factors
that converge in the city. The pilot cities
focused on working within and across
three issue areas identified as top priorities
for cities based on interviews with local
elected officials and other municipal leaders
mcluding Economlc Opportunity, City
Planning and Design, and Housing at the
intersection of health.
National League of Cities �Application Deadline:August 30 4
�
�
�
`� *�` iy
�,: r
� 1 �
_ � � � � �y
� � �� ",4;;s �
i t � -�'� ` �
=�' ������_��,�`�
Application
Applying to join the Cities of Opportunity 12-month cohort
NLC welcomes cities across geographic locales and of various types (e.g., rural, urban,
suburban) to join Cities of Opportunity. Up to six cities will be selected to join this cohort.
Interested cities should submit an online application to NLC by end of day (in your time
zone) Friday, August 30, 2019.
How to Apply: Applications must be submitted via an online form. Access the online
application form here.
Your application is /imited to a tota/of 2,000 words. P/ease respond to each section of
the application within the word limits specified on the online form. We suggest completing
the form on a Word document first and then pasting within the relevant sections of the
online form.
View the Scoring Rubric that NLC will use to score applications here.
QUESTIONS TO BE COMPLETED ON THE and/or systems change within and across
ONLINE FORM the following factors/issue areas that
affect the health of your city: Economic
1) Current Landscape Opportunity, City Planning and Design,
(Please respond briefly and clearly to each and Housing (Affordable and Healthy)?
item below, within word limits specified on Or for greater alignment across city
online application form) NOTE: Additional agencies and/or with partners?
points will be awarded based on solid b. How are broader health considerations
descriptions of how current priorities fit of residents currently informing these
into longer-term, more comprehensive priorities/efforts in the city? How do
goals for improving health within the city. those health considerations vary for
And, how does this work align with other residents of color or others that are
current priorities/work within the city? disproportionately impacted?
c. What is the city's current commitment to
a. What is your current priority for policy advancing equity, including racial equity?
National League of Cities �Application Deadline:August 30 5
How does the city define equity and Expanding existing strategic
race? Why are equity and race important partnerships? and/or Strategies to
to the city's efforts in the current ensure sustainability?
priorities addressed above? e. Is there local funding currently
d. What is your primary target population supporting this work? If so, briefly
for policy/systems change(s) noted describe funding vehicle(s)/funders.
above and why? Include key facts on f. What are the major barriers or
city demographics. Charts, maps or challenges to advancing policy change?
other visuals may be included as an How do health and/or equity and race
addendum. impact these challenges/barriers?
e. What local partners have you engaged
or plan to engage in this work? 3) Desired Policy and Systems Change
(examples: local health officials, Goals/Results
hospitals, community foundations, Below are examples of policies cities
community-based organizations) can affect under the three issue areas,
Economic Opportunity, City Planning
2) City Efforts to Date and Design, and Housing as part of a
(Please respond briefly and clearly to each comprehensive, coordinated policy agenda.
item below, within word limits specified Use these examples along with the Cities
on online application form) NOTE: of Opportunity Policies, Programs, and
Additional points will be awarded based Practices list to respond to the questions
on strong description of how current city below. You are welcome to suggest what
efforts relate to improving the health of is of relevance to your city:
all city residents, including those with
disproportionate outcomes (e.g. lower life • Economic Opportunity - (some examples
expectancy among people of color). include those below, but not limited to
these options)
a. What are your city's efforts to date on • Establish city contract purchasing
the issue area(s) you want to address requirements for minority-,
in this initiative? Consider within these women-owned and locally-owned
areas and efforts to coordinate policies small businesses.
and practices across these areas? Briefly • Ensure that all large economic
describe key strategies used to date to development projects within
spur change. the city include a community
b. How have health considerations been a benefit agreement with funding
factor? How have or can equity and race commitments re: jobs, wages,
be considered? purchasing/contracting and
c. What indicators have been established neighborhood investments.
in the city to track and measure progress • City Planning and Design - (some
on achieving desired results? What data examples include those below, but not
are being collected and analyzed as part limited to these options)
of this effort? • Adopt a complete-streets policy to
d. How does your work include innovative promote walking/biking, improve
efforts in the effective use of one or safety, connectivity and aesthetics.
more of the following areas? Data? • Establish a city goal for every
Broadening financing strategies city resident to have access to
Harnessing authentic civic engagement? healthy food retail, open/green
National League of Cities �Application Deadline:August 30 6
spaces (parks or nature), transit, and practices, encompassing their
community centers and libraries, program-based budgeting system.
schools, jobs and other services. • Policy Change - Atlanta's
• Housing (Affordable and Healthy) - Department of Watershed
(some examples include those below, but Management built hyper-local
not limited to these options) hiring requirements into their
• Award tax credits (e.g., LIHTC, solicitations for Environmental
NMTC) to developers based on Impact Bonds for innovative green
criteria for Affordable and Healthy infrastructure projects. (This was a
Housing as a lever for health and prototype for infusing policies for
wellness in targeted, underserved equitable economic development
areas. throughout city infrastructure
• Develop a land bank or local projects.)
affordable housing trust to • Policy Change - Grand Rapids
acquire, hold, rehabilitate and developed a new objective for
manage properties such as vacant health equity and Health in All
lots, abandoned buildings, or Policies in the city's new Strategic
foreclosures; sell/transition them Plan.
to income-qualified buyers or b. Describe how current community
mission-focused nonprofit housing conditions foster furthering this policy or
developers. systems change goal. Are you leveraging
a specific opportunity or distinct
(Please respond briefly and clearly to each moment in time? How will this build
item below, within word limits specified on on longer-term plans within the city to
online application form.) better address the root causes of poor
health?
a. Describe at least one specific policy c. How will this policy or systems change
or systems change outcome your city goal advance the health of city
wants to see as a result of participation residents? How does this goal advance
in this initiative.) NOTE: Additional equity and race?
points will be awarded based on a d. What do you hope to learn from the
good description of how this outcome initiative? How would you apply it?
fits into a longer-term, comprehensive
plan to address the root causes of poor City Team Composition
health in the city. Examples of policy a. Identify a team lead to serve as the
and systems changes from the pilot coordinator for your team, primary
cities may be illuminating: contact and resource for NLC and other
• Systems Change - Birmingham participating cities. Include the names,
is operationalizing the Mayors' titles and affiliations of 3-4 additional
Comprehensive Community team members from key city agencies
Initiative with a model of and community partners who will
governance, accountability and actively engage in the city's efforts (i.e.,
staffing structures for a "no wrong attend the cohort convenings, monthly
door" service model for all city TA meetings and conversations with
neighborhoods. team members and key stakeholders in
• Systems Change - Lansing the city) to drive comprehensive policy
is building a citywide data change.
infrastructure for aligned policies b. The ideal team will include both city
National League of Cities �Application Deadline:August 30 7
representation and external partners Gaps and Opportunities
with enough influence to effect change Please rank the level of the city's current
and catalyze action. This includes need for support in each of the areas below:
decision-makers and essential staff from
the city on policy recommendations, Using the online form, rank from 1 to 10: 1 for
the city's health system, local health highest needed/10 for lowest needed item
department or public health partners, on this list.
and a funding partner or key stakeholder
with access to funding partners. • Education and outreach to policy
c. If you are selected as a finalists, a one- decision makers and their influencers
hour phone interview is required with • Partnership with Hospitals/Health
your team lead and Mayor or City Systems
Manager between September 19 and 25, • Partnership with Public Health
2019. Please indicate if that presents a Department
problem. • Civic Engagement - ensure residents
have voice in decisions that affect their
Letter of Support lives
A letter of support from the top city • Data - identify issues and specific
executive (Mayor or City Manager, populations for focused action
depending on governance structure of • Equity and Race - tailor and target
your city) must be submitted with your efforts where they are needed most,
application. As well, forward a letter of especially to address historic, systemic
support from one or two external partner(s) exclusion
proposed for your team. These letters must • Financing - strategies to help city
indicate support for the specific policy or leaders stretch value for every dollar
systems change priorities noted in your • Partnerships & Collaboration - align
application. actions, expand and deepen relationships
and engage all key stakeholders
• Sustainability - focus actions to ensure
solutions are long lasting
• Communications - to city residents and
institutional stakeholders
National League of Cities �Application Deadline:August 30 8
Key Application Dates
August 30, Deadline for submission of city's applications Send to Kitty Hsu
2019 (Cities are also welcome to indicate interest Dana dana@nlc.org
in the Community of Practice or Learning AND Laura McDaniel
Community - no application necessary) mcdaniel@nlc.org
September 17 Notification of Finalists
September Interviews of Finalists - Must include Mayor
19-25 or City Manager and key members of team
from city and partner organizations - Must be
available for one-hour interview during this
time period
September 30 Notification of cities on selection decisions (up
to six cities will join the cohort)
November First convening with peer cities, subject matter Washington, DC
4-8 - Save the experts and funding partners - Focus: factors
Date! that affect health and policies and systems
that affect these factors; promote equitable
access to services and service delivery, and
mitigating structural racism; high-performing
intersectionality across city departments;
insights from pilot city leaders
December TA Calls with Individual City Teams; and Virtual Meetings
2019 to Group Learning Labs with All Peer City Teams
November (alternating months for each above)
2020
September or Second convening with peer cities, subject TBD
October 2020 matter experts and funding partners - Focus:
share accomplishments re: policy and systems
change; capture lessons learned
Deadline for Application: end of day (in your time zone) Friday, August 30, 2019.
Apply by accessinc7 the online application form here.
• For applications for the new 12-month cohort, please contact Kitty Hsu Dana, Senior
Health Policy Advisor, YEF Institute - Dana@nlc.org
• For inquiries regarding the pilot Community of Practice or Learning Network, please
contact Laura McDaniel, Manager, Health & Wellness, YEF Institute - McDaniel@nlc.org
oubuque Office of the Mayor
THE CITY OF � City Hall
r u�'�"tlro6� 50 West 13'"Street
D V L L 1 I I I I I Dwww citvo dubuaue.ora
2007�2012•2013
Masterpiece on the Mississippi zov.zol9
August 29, 2019
Ms. Kitty Hsu Dana
Senior Health Policy Advisor
National League of Cities
Institute for Youth, Education, and Families
660 North Capitol Street NW,
Washington, DC 20001
RE: New Cities of Opportunity Initiative: Healthy People and Thriving Communities
Dear Ms. Dana,
Please accept this letter of support for the City of Dubuque, lowa's application for the New
Cities of Opportunity Initiative: Healthy People and Thriving Communities. We are pleased
to submit this application for one of our priorities for economic opportunity: create greater
awareness of and seek systemic solutions to barriers to childcare faced by low-income
families.
The 2016 Child Care Community Needs Assessment conducted by our partner, the
Community Foundation of Greater Dubuque, found that cost and availability of childcare
pose a challenge to both providers and families, disproportionately affecting low-income
families. This, in turn, creates challenges for employers seeking skilled workers.
We want to work with businesses, stakeholders, and partners from all sectors to explore
ways to create greater awareness of and seek systemic solutions to these barriers. This
March, the City of Dubuque, Greater Dubuque Development Corporation, Northeast lowa
Community College, and other community partners launched a pilot to train childcare
professionals and provide childcare to students as part of Opportunity Dubuque.
As a five-time All-America City winner, the City of Dubuque recognizes that we must
leverage civic engagement, collaboration, inclusiveness, and innovation to successfully
address local issues. We believe we will be an excellent addition to the New Cities of
Opportunities Initiative. Thank you for considering our application.
Sincerely,
� � �
� °�
U
Roy D. Buol
Mayor
Secvice People Ivteg�ity Respovsibility Invovafiov Teamwock
NLC New Cities of Opportunity
Current Landscape
Additional points will be awarded based on solid descriptions of how current priorities fit
into longer-term, more comprehensive goals forimproving health within the city. And,
how does this work align with other current priorities/work within the city7 Please
respond briefly and clearly to each item below. Responses should be up to 115 words
or 1-2 brief paragraphs per question.
12.What is your current priority for policy and/or systems change within and across the
following factors/issue areas that affect the health of your city: Economic Opportunity,
City Planning and Design, and Housing (Affordable and Healthy)? Or for greater
alignment across city agencies and/or with partners?
Our Priority for Economic Opportunity: Create Awareness of Barriers to Childcare Faced by
Low-Income Families. The 2016 Child Care Community Needs Assessment found that
investment in living wages, facilities and professional development by childcare providers was
increasing the cost of services. Key findings: cost and availability of childcare pose a challenge
to both providers and families, disproportionately affecting low-income families. Quality care is
valued by parents and desired by providers, but can be burdensome and costly for providers in
an under-resourced system. This, in turn, creates challenges for employers seeking skilled
workers. Nearly 50% of parents surveyed reported that childcare responsibilities had caused
them to turn down a job or work fewer hours.
13.How are broader health considerations of residents currently informing these
priorities/efforts in the city? How do those health considerations vary for residents of
color or others that are disproportionately impacted?
The 2019 Community Health Needs Assessment (CHNA) notes lack of adequate number of
primary and specialty health care providers, access to care and primary care, elder care
resources, and dental and mental health services in our community. In the Bee Branch
Watershed, 69% of residents are low/moderate-income and up to 23% are racially and
ethnically diverse. The Assessment notes this watershed as a high-risk area for social
determinants of health needs - economic stability, education, social and community context,
health, health care, neighborhood, and built environment. Just as poor diet or lack of physical
activity are connected to chronic heart disease or diabetes, where you live can determine your
life expectancy or quality of life.
14.What is the city's current commitment to advancing equity, including racial equity?
How does the city define equity and race? Why are equity and race important to the
city's efforts in the current priorities addressed above?
We view equity and inclusion as ever-evolving work both "inside" and "outside" government.
Internally, we developed an equity team structure. We use disaggregated data and community
engagement to assess equity, hold up successes, and intervene in removing barriers or
addressing gaps. We are educating, establishing strategic goals, and gathering baseline data.
We view people as whole and capable and view inequities as caused by structures that inhibit
1
NLC New Cities of Opportunity
people from reaching their potential. Specific program outcomes are examples of contributions
toward more equitable outcomes and are insufficient in themselves to eliminate inequities.
Areas for continued growth: normalizing conversations around race; consistently using
disaggregated data and a racial equity analysis; and implementing policies that advance racial
equity.
15.What is your primary target population for policy/systems change(s) noted above and
why? Include key facts on city demographics. Charts, maps or other visuals may be
included as an addendum.
Dubuque demographics are 84.3%White, 3.8% black/African-American, 1.9%two or more
races, and 1.8% Hispanic. Our primary target population is low-income households, particularly
of racial and ethnic minorities, who are disproportionally affected by lack of access to childcare.
Poverty remains a significant issue in Dubuque at 16.3% in 2017, higher than lowa's 12% rate.
Poverty increases when disaggregated by race, ethnicity, and age. 60.1% of blacks live in
poverty versus the national average of 25.2%. 26.3% of Hispanics live in poverty versus the
national average of 22.2%. 12.9% of Whites in poverty equals national average. Children up to
age 11 are about 51% and seniors age 75+ are 43% of Dubuque residents living in poverty.
16.What local partners have you engaged or plan to engage in this work? (examples:
local health officials, hospitals, community foundations, community-based
organizations)
These are the local partners that we have engaged or plan to engage in this work. Inclusive
Dubuque is a peer-learning network of 60 partners from various sectors working to advance
justice and social equity in our community. Network partners include advocacy and non-profit
groups led by African-American and Latino community members, an Interfaith group consisting
of Christian, Jewish, and Muslim members, Multicultural Family Center, large employers and
health care providers with a diverse employee base, K-12 and higher education institutions,
government, local human services organizations, Northeast lowa Community College (NICC)
Greater Dubuque Development Corporation (GDDC), and Community Foundation of Greater
Dubuque (CFGD).
City Efforts to Date
Please respond briefly and clearly to each item below. Responses should be up to 115
words or 1-2 brief paragraphs per question.
17.What are your city's efforts to date on the issue area(s) you want to address in this
initiative? Consider within these areas and efforts to coordinate policies and practices
across these areas? Briefly describe key strategies used to date to spur change.
The 2016 Child Care Community Needs Assessment conducted by CFGD focused on needs
and barriers to economic opportunity in Dubuque. The findings: Lack of childcare is a significant
barrier to opportunity for families regionally; Childcare must be viewed as a critical component of
infrastructure that drives economic growth. The 2018 Child Care Solutions Summit gathered
100+ community members invested in improving childcare access, affordability and quality to
2
NLC New Cities of Opportunity
begin discussing solutions, such as employee benefits, community partnerships and legislative
action. GDDC and NICC are partnering to train childcare professionals and provide childcare to
students as part of Opportunity Dubuque. CFGD is building on the needs assessment by
exploring challenges in rural areas and facilitating collaboration regionally.
18.How have health considerations been a factor? How have or can equity and race be
considered?
The World Health Organization defines social determinants of health as "conditions in which
people are born, grow, work, live and age, and the wider set of forces and systems shaping the
conditions of daily life." Dubuque considers a "place-based" organizing framework that reflects
several key social determinants of health - economic stability, education, social and community
context, health, health care, neighborhood, and the built environment— ensuring each is
incorporated into the CHNA. These social determinants of health are considered in relationship
to race and equity in our community, and can be related to childcare access and barriers for
low-income families.
19.What indicators have been established in the city to track and measure progress on
achieving desired results? What data are being collected and analyzed as part of this
effo rt?
The CFGD hosted sessions to help normalize conversations around race, learn about Results
Based Accountability (RBA) to track progress, and infuse an equity lens in decision making.
Working groups use RBA framework to determine where to focus strategies and what
disaggregated indicators to track at the population level to evaluate progress. NICC is collecting
disaggregated data on participation in and graduation from the Opportunity Dubuque initiative.
The City's $8.4M Healthy Homes Resiliency Program is improving 320 housing units in the Bee
Branch watershed by decreasing health and safety issues and making homes more resilient to
flooding. A home advocate meets with each household to assess social determinants of health
needs and connect to local resources.
20.How does your work include innovative efforts in the effective use of one or more of
the following areas? Data? Broadening financing strategies Harnessing authentic civic
engagement? Expanding existing strategic partnerships? and/or Strategies to ensure
sustainability?
Dubuque's 20-year history engaging residents, neighborhoods, stakeholders, and partners from
all sectors in major initiatives reflects a Culture of Engagement based on people, planning, and
partnerships. In 2015, Inclusive Dubuque launched the Community Equity Profile Project,
engaging 584 participants and collecting 1,995 surveys. 24 diverse facilitators were trained to
lead community dialogues. This process sought to discover how diverse groups are affected by
various community systems that impact economic wellbeing, housing, education, health, safe
neighborhoods, transportation, and arts and culture. The 2017 Imagine Dubuque new
Comprehensive Plan reflects inclusive community engagement with 12,500 ideas from 6,000
participants driving its content and recommendations. Engagement was representative of the
community by race, age, ethnicity and gender.
3
NLC New Cities of Opportunity
21 .Is there local funding currently supporting this work? If so, briefly describe funding
vehicle(s)/funders.
Yes. Launched in March 2019, GDDC partnered with the City, NICC, CFGD, Dubuque County,
and YMCA/YWCA to pilot the Opportunity Dubuque Childcare program as part of their Career
Pathway Certificate program and offers free childcare to parents while attending select career
training programs. Eligible, full-time employed graduates of these certificate programs may
qualify for additional childcare support for up to 12 months. The pilot also is tackling the
shortage of trained childcare professionals in area communities with a Childcare Career
Pathway Certificate through Opportunity Dubuque. The program prepares students for entry-
level work as caregivers, assists them to launch an in-home childcare business, and/or transfers
them into the NICC Early Childhood Education diploma program.
22.What are the major barriers or challenges to advancing policy change? How do
health and/or equity and race impact these challenges/barriers?
Our challenges are improving awareness and solving systemic issues of childcare barriers
faced by low-income families, including: Lack of awareness by low-income residents of
community childcare resources; Lack of awareness of the 'cliff effecY of social benefits related
to Child Care Assistance, and its effect on families; lowa's restrictive policies for Child Care
Assistance eligibility; Transportation needs of low-income families to access childcare.
There is substantial under-representation of racial and ethnic minorities and low-income
residents in our current workforce pool. Local efforts are focusing on preparing the unemployed
and underemployed for available jobs, and on strategies to retain and advance those individuals
in their workplace. Additional efforts need to focus on their barriers to childcare.
Desired Policy and Systems Change Goals/results
Please respond briefly and clearly to each item below. Responses should be up to 115
words or 1-2 brief paragraphs per question.
23.Describe at least one specific policy or systems change outcome your city wants to
see as a result of participation in this initiative.
We want to increase awareness of barriers to childcare faced by low-income families based on
the recommendations in the 2016 Child Care Community Needs Assessment conducted by
Project HOPE, an initiative of the CFGD. We want to work with businesses, stakeholders, and
partners from all sectors to explore ways to create greater awareness of and seek systemic
solutions to these barriers.
24.Describe how current community conditions foster furthering this policy or systems
change goal. Are you leveraging a specific opportunity or distinct moment in time? How
will this build on longer-term plans within the city to better address the root causes of
poor health?
4
NLC New Cities of Opportunity
Collective actions will build on City and community programs and partnerships to:
Engage social service providers and other partners to develop strategies to increase low-
income resident awareness of childcare resources in the community and address access
barriers.
Expand awareness of the 'cliff effecY of social benefits related to Child Care Assistance, and its
effect on families.
Establish advocacy efforts to influence legislation around lowa's restrictive policies for Child
Care Assistance eligibility.
Explore best practices in other communities to address childcare needs of low-income families.
Explore strategies to educate families about the Quality Rating System and other factors
impacting quality childcare.
Conduct further research around the transportation needs of low-income families to inform
childcare expansion strategies.
25.How will this policy or systems change goal advance the health of city residents?
How does this goal advance equity and race?
Being unable to secure childcare can have serious economic and health challenges for low-
income families. The 2016 Child Care Needs Assessment found that low-income families turn
down jobs at higher rates than middle/high-income families. 48.8% of respondents reported that
childcare responsibilities caused them to turn down a job or work fewer hours. This is part the
'cliff effect.' Seeking out additional employment to help save money to move towards self-
sufficiency, low-income parents find they would lose Medicaid and childcare benefits with a
second job. Improving access to childcare and employment concurrently for low-income families
also will advance equity, health, and economic prosperity for Dubuque's racially/ethnically
diverse families, many of whom are low-income.
26.What do you hope to learn from the initiative? How would you apply it?
The challenges identified in key findings and the recommendations to address these challenges
in the 2016 Child Care Needs Assessment offer a possible road map for next steps to improve
the quality of life and economic stability for low-income families, and in so doing, for Dubuque's
racially/ethnically diverse households. 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 childcare stakeholders could lead to new grantmaking activities,
new programming, and/or new collaborations— resulting in improved conditions for both
service providers and low-income families alike.
5
NLC New Cities of Opportunity
City Team Composition
Please complete the section with information about your city team. A letter of support
from the top city executive (Mayor or City Manager, depending on governance structure
of your city) must be submitted with your application. As well, forward a letter of support
from one or two external partner(s) proposed for your team. These letters must indicate
support for the specific policy or systems change priorities noted in your application.
Send these documents to Kitty Dana (dana(c�nlc.orq) and Laura McDaniel
(mcdaniel(c�nlc.orq).
27.Identify a team lead to serve as the coordinator for your team, primary contact and
resource for NLC and other participating cities. Include the names, titles and affiliations
of 3-4 additional team members from key city agencies and community partners who
will actively engage in the city's efforts (i.e., attend the cohort convenings, monthly TA
meetings and conversations with team members and key stakeholders in the city) to
drive comprehensive policy change.
Citv of Dubuque Team
Lead: Laura Carstens, Manager, Planning Services Department, City of Dubuque
Crenna Brumwell, City Attorney, City of Dubuque
Teri Goodmann, Assistant City Manager, City of Dubuque
Alexis Steger, Director, Housing & Community Development Department, City of Dubuque
Jill Connors, Director, Economic Development Department, City of Dubuque
Mary Rose Corrigan, Manager, Health Services Department, City of Dubuque
Nancy Van Milligen, President & CEO, Community Foundation of Greater Dubuque
Rick Dickinson, President & CEO, Greater Dubuque Development Corporation
28.The ideal team will include both city representation and external partners with
enough influence to effect change and catalyze action. This includes decision-makers
and essential staff from the city on policy recommendations, the city's health system,
local health department or public health partners, and a funding partner or key
stakeholder with access to funding partners.
Citv of Dubuque Team
Lead: Laura Carstens, Manager, Planning Services Department, City of Dubuque
Crenna Brumwell, City Attorney, City of Dubuque
Teri Goodmann, Assistant City Manager, City of Dubuque
Alexis Steger, Director, Housing & Community Development Department, City of Dubuque
Jill Connors, Director, Economic Development Department, City of Dubuque
Mary Rose Corrigan, Manager, Health Services Department, City of Dubuque (liaison to
Dubuque County Health Department, local hospitals, Crescent Community Health Center)
Nancy Van Milligen, President & CEO, Community Foundation of Greater Dubuque (funding
partner and community stakeholder)
Rick Dickinson, President & CEO, Greater Dubuque Development Corporation (funding partner
and community stakeholder)
6
NLC New Cities of Opportunity
Gaps and Opportunities
30.Please rank the level of the city's current need for support in each of the areas
below:
1
Equity/Race Equity—tailor and target efforts where they are needed most, especially to address
historic, systemic exclusion
2
Data —identify issues and specific populations for focused action
3
Communications —to city residents and institutional stakeholders
4
Civic Engagement—ensure residents have voice in decisions that affect their lives
5
Financing —strategies to help city leaders stretch value for every dollar
6
Education and outreach to policy decision makers and their influencers
7
Partnerships & Collaboration —align actions, expand and deepen relationships and engage all
key stakeholders
8
Sustainability—focus actions to ensure solutions are long lasting
9
Partnership with Hospitals/Health Systems
10
Partnership with Public Health Department
7
li
Greater
A�g�st 3�, z�19 Dubuque
coae.
��.'�. �ii�-�.r...,,uo�ceocer
Ms. KittyHsuDana ; � ,�..s_iceio9
�
nooi
SeniorHealthPolicyAdvisor .. , . .
National League of Cities
InstituteforYouth, Education, and Families
660 North Capitol Street NW
Washington, DC 20001
RE New Cities of Opportunity Initiative: Healthy People and Thriving Communities
Dear Ms. Dana,
Please accept this letter of support for the City of Dubuque, lowa's application forthe New Cities of Opportunity
Initiative: Healthy People and Thriving Communities. We are pleased to submitthis application forone of our
priorities for economic opportunity: create greater awareness of and seek systemic solutions to barriers to
childcare faced by low-income families.
The 2016 Child Care Community NeedsAssessment conducted byour partner,the Community Foundation of
Greater Dubuque,found that quality childcare is valued by parents and desired by providers, but can be
burdensome and mstly for providers in an under-resourced system.This, in turn, creates challenges for employers
seeking skilled workers. Nearly 50%of parents surveyed reported that childcare responsibilities had caused them to
turn down a job or work fewer hours.
Launched in March 2019, Greater Dubuque Development Corporation partnered with the City, Northeast lowa
CommunityCollege, CommunityFoundation, DubuqueCounty, and DubuqueCommunityYMCA/YWCAto pilotthe
Opportunity Dubuque Childcare program as part of the Career Pathway Certificate program.The pilot offers free
childcare to parents while attending select career training programs. Eligible,full-time employed graduates of these
certificate programs may qualify for additional childcare support for up to 12 months.The pilot also is tackling the
shortage oftrained childcare professionals in area communities with a Childcare Career Pathway Certificate
through Opportunity Dubuque.The program prepares students for entry-level work as caregivea, assists them to
launch an in-home childcare business, and/ortransfea them intothe NICC Early Childhood Education diploma
program.
Dubuque will be an outstanding addition to this program. Please lookfavorably on this application.Thankyou.
Sincerely
)/ p�' n ,
� �'��i,!G��b,��(
Rick Dickinson
President& CEo
/.—.. � ,. -„�
'. i� I �� . �� �i
� �
_ �V� � � � �� /` o ,
� - ��
� �_ � ui���_' .j �'� I�
.m � _n i '� � ' I�
� • � . • �� � � � iji
� �i � i i _ � -� �
700 Locust Street,Suite 195, Dubuque, IA 52001 • 563.588.2700 • www.dbqfoundation.org
August 30, 2019
Ms. Kitty Hsu Dana
Senior Health Policy Advisor
National League of Cities
Institute for Youth, Education, and Families
660 North Capitol Street NW,
Washington, DC 20001
RE: New Cities of Opportunity Initiative: Healthy People and Thriving Communities
Dear Ms. Dana,
Please accept this letter supporting the City of Dubuque, lowa's application for the New
Cities of Opportunity Initiative: Healthy People and Thriving Communities. We are pleased
to add our support for one of our economic opportunity priorities: Create greater
awareness of and seek systemic solutions to barriers to child care faced by low-income
families.
The 2016 Child Care Community Needs Assessment, conducted by the Community
Foundation of Greater Dubuque, found that lack of child care is a significant barrier to
opportunity for families regionally, and child care must be viewed as a critical component
of infrastructure that drives economic growth.
We want to work with businesses, stakeholders, and partners from all sectors to explore
ways to create greater awareness of and seek systemic solutions to this issue. The
Community Foundation is building on the child care needs assessment by examining
challenges in rural areas and facilitating collaboration at a regional level.
The Community Foundation also facilitates Inclusive Dubuque, a peer-learning neiwork of
60 partners from various sectors working to advance justice and social equity in our
community. This New Cities of Opportunity Initiative wouid complement our efforts.
Dubuque, lowa, will be an excellent addition to the New Cities of Opportunities initiative.
Thank you for considering this application.
Sincereiy,
�
Nancy V�n 1Vlii igen
Presid�nt and 'FO