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Consultant Selection for Equitable Poverty Prevention Plan Copyrighted September 16, 2019 City of Dubuque Action Items # 3. ITEM TITLE: Consultant Selection for Equitable Poverty Prevention Plan SUMMARY: City Manager recommending approval of the selection of Public Works, LLC as the consultantforthe Equitable Poverty Prevention Plan and authorization for the City Manager to sign the Agreement for Professional Services with Public Works, LLC. SUGGESTED DISPOSITION: Suggested Disposition: Receiveand File;Approve ATTACHMENTS: Description Type Consultant Selection for Equitable Poverly Pre�ntion City Manager Memo Plan-MVM Memo Staff Memo Staff Memo Requestfor Proposal Supporting Documentation Proposal Supporting Documentation Fees Supporting Documentation Reference Check Supporting Documentation Agreementfor Professional Services 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: Consultant Selection for Equitable Poverty Prevention Plan DATE: September 9, 2019 Planning Services Manager Laura Carstens recommends City Council approval of the selection of Public Works, LLC as the consultant for the Equitable Poverty Prevention Plan and authorize the City Manager to sign the Agreement for Professional Services with Public Works, LLC in an amount not to exceed $74,750. The plan's objectives are: • To engage various members of the community to develop and commit to the creation of the plan including business leaders, philanthropists, government and school leaders, non-profit and faith leaders, and community members who are living or have lived with the stresses of poverty. • To examine existing programs for success over time by analyzing data, identifying trends and best practices through an equity lens with creation of annual performance measurements to track progress toward desired outcomes in five years. • To develop an action plan and implementation strategy that is validated with the project steering committee and the community, and includes a budget and phasing for review and adoption by the City Council. Project deliverables include: • Executive Summary suitable for public distribution. • Community Engagement Plan with a description of the process and results. • Research, analysis, evaluation and recommendations regarding of the challenge of poverty, current trends and best practices, programs and initiatives, poverty threshold measures, and the poverty narrative with a focus on Dubuque. • Action Plan and Implementation Strategy validated with community input and including recommended budget and phasing for implementation. The Consultant Selection Committee consisted of the following City staff and partners: • Laura Carstens, Planning Services Manager • Cori Burbach, Assistant City Manager • Rahim Akrami, ICMA Management Fellow • Kelly Larson, Human Rights Director • Alexis Steger, Housing & Community Development Director • Jill Connors, Economic Development Director • Jen Raber, Finance Manager • Wanjiku Gatau, USDN Sustainability Fellow • Ed Raber, Greater Dubuque Development Corporation • Paul Duster, Community Foundation of Greater Dubuque I concur with the recommendation and respectfully request Mayor and City Council approval. 1��1Gf'�1 �Ws+ f`�R�.,.� 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 2 Dubuque THE CTTY OF � �II-Merica Ciry DuB E ,,� I � �., Masterpiece on the Mississippi �°°'-�°��-2013 zoi�;zoig TO: Michael Van Milligen, City Manager FROM: Laura Carstens, Planning Seroices Manager '''� SUBJECT: Consultant Selection for Equitable Poverty Prevention Plan DATE: September 6, 2019 INTRODUCTION The purpose of this memo is to recommend the consultant selection for the Equitable Poverty Prevention Plan for City Council review and approval at the September 16, 2019 meeting. Enclosed are the City's Request for Proposals (RFP), and the proposal, fees, reference check, and Agreement for Professional Services from the recommended firm of Public Works, LLC. DISCUSSION A Top Priority for the City Council's 2018 - 2020 Policy Agenda is Poverty Reduction: Action Plan. The intent is to retain a consultant to help create an Equitable Poverty Prevention Plan with an implementation strategy for the Dubuque community. The plan's objectives are: • To engage various members of the community to develop and commit to the creation of the plan including business leaders, philanthropists, government and school leaders, non-profit and faith leaders, and community members who are living or have lived with the stresses of poverty. • To examine existing programs for success over time by analyzing data, identifying trends and best practices through an equity lens with creation of annual performance measurements to track progress toward desired outcomes in five years. • To develop an action plan and implementation strategy that is validated with the project steering committee and the community, and includes a budget and phasing for review and adoption by the City Council. Project Scope The Equitable Poverty Prevention Plan will consist of multiple components including addressing the issue of poverty, developing strategies to implement the community action plan, engaging community leaders, collecting residents' input, conducting research and data analysis, exploring best practices and current trends as well as developing programs to address poverty. The RFP provides descriptions and data analysis regarding the challenge of poverty, current trends and best practices, programs and initiatives, community engagement, poverty threshold measures, and the poverty narrative. Project deliverables include: • Executive Summary suitable for public distribution. • Community Engagement Plan with a description of the process and results. 1 • Research, analysis, evaluation and recommendations regarding of the challenge of poverty, current trends and best practices, programs and initiatives, poverty threshold measures, and the poverty narrative with a focus on Dubuque. • Action Plan and Implementation Strategy validated with community input and including recommended budget and phasing for implementation. Community Engagement The selected consultant will be responsible for developing and implementing a robust, creative, and inclusive plan for community engagement. Also, the City of Dubuque is striving to avoid asking the same residents and stakeholders the same questions multiple times. Therefore, the Equitable Poverty Prevention Plan is intended to meet the engagement needs of these community efforts related to poverty and equity that will be underway concurrently. • City of Dubuque: 2021-2025 Community Development Block Grant (CDBG) Consolidated Plan and Analysis of Impediments to Fair Housing. • Community Foundation of Greater Dubuque (CFGD): update of the 2015 Community Equity Profile. • CFGD: Greater Dubuque Community Indicators report. To this end, the selected consultant will be expected to collaborate with the City of Dubuque Department of Housing and Community Development and the Community Foundation of Greater Dubuque to carry out the community engagement for the Equitable Poverty Prevention Plan in coordination with these projects. Project Schedule Work would begin in September 2019 with research and a two-part community engagement process. Part 1 of the Community Engagement process must conclude by October 31, 2019 to meet the timeline for the City's CDBG Consolidated Plan. Part 2 of the Community Engagement process must conclude by December 31, 2019 to meet the timeline for the CFGD's Greater Dubuque Community Indicators report. Completion of the Equitable Poverty Prevention Plan and adoption by the City Council is expected to occur by October 2020. The project schedule has been established to ensure comprehensive, inclusive, equitable community engagement; community planning steps; and an implementation phase. The schedule identifies that the plan would be adopted by the City Council in time for City staff to include a funding request in the FY2022 budget for implementation. BUDGETIMPACT The enclosed Request for Proposals (RFP) was posted on the City of Dubuque website and on the American Planning Association's website. Four proposals were received from the following: Consultin Firm Location of Firm Pro osed Fees Analytic Insight, LLC Lewiston, ME $74,996 H R & A Advisors New York, NY $75,000 Public Works, LLC West Chester, PA $74,750 Thomas P. MillerAssociates, LLC Indiana olis, IN $71,285 The approved budget of$75,000 is in the FY2020 operating budget of the Planning Services Department in line item 62700-62716 Consultant Services. All firms meet the budget. RECOMMENDATION The Consultant Selection Committee consisted of the following City staff and partners: • Laura Carstens, Planning Services Manager 2 • Cori Burbach, Assistant City Manager • Rahim Akrami, ICMA Management Fellow • Kelly Larson, Human Rights Director • Alexis Steger, Housing & Community Development Director • Jill Connors, Economic Development Director • Jen Raber, Finance Manager • Wanjiku Gatau, USDN Sustainability Fellow • Ed Raber, Greater Dubuque Development Corporation • Paul Duster, Community Foundation of Greater Dubuque The Consultant Selection Committee ranked the four proposals based on the RFP's initial evaluation criteria. Then, proposed fees and compensation were considered, and a decision made on which of the consultants should selected. The committee was unanimous in ranking the consulting firm of Public Works, LLC as the best choice for the project for these reasons: • Qualifications and experience of the firm. • Qualifications and experience of the principal consulting staff that will work on the project. • Grasp of project requirements and level of interest. • Experience with a wide variety of similar and related projects across the country. • Design approach/methodology in completing the scope of services, including sustainability; creativity and problem-solving ability. • Comprehensive range of community engagement techniques. • Proposed schedule required to complete the project. • Information from references. • Proposed cost to complete the project. REQUESTED ACTION The requested action is for the City Council to approve the selection of Public Works, LLC as the consultant for the Equitable Poverty Prevention Plan, and authorize the City Manager to sign the Agreement for Professional Services with Public Works, LLC in an amount not to exceed $74,750. Thank you. Enclosures cc: Cori Burbach, Assistant City Manager Alexis Steger, Housing & Community Development Director Kelly Larson, Human Rights Director Jill Connors, Economic Development Director Rahim Akrami, ICMA Management Fellow Ed Raber, Greater Dubuque Development Corporation Paul Duster, Community Foundation of Greater Dubuque F:\Users\LCARSTEN\WP\Equitable Poverty Prevention Plan\Proposals\Memo to MVM Cons Select Equitable Poverty Prevention Plan.doc 3 Dubuque Planning Servicee Depaztrnent THE CITY OF � City Hall-50 West13�^Street qFLmeri��iiry Dubuque,IA 52001�545 D�L Fj �� (563)5S9 4210 phone (563)559-4221£ax zom�miz-zats (563)690.6675 TDD L�CLStL'7�778CB 011 t�2G'I�25S1SS2�'Y�71 2017t2019 rolannineC�Icitvofdubuuue.ore REQUEST FOR PROPOSAL EQUITABLE POVERTY PREVENTION PLAN CITY OF DUBUQUE, IOWA July 16,2019 INTRODUCTION The intent and purpose of this Request for Proposal (RFP) is to solicit proposals from qualified consultants to create an Equitable Poverty Prevention (EPP) Plan with an implementation strategy by engaging residents and collaborating with members of the community, businesses, government, non-profits, philanthropists,faith and school leaders, and community members who are living or have lived with the stresses of poverty. The maximum budget for the project is $75,000. Proposal are due by Noon CDT on August 16, 2019. Please see the entire RFP for specific requirements. COMMUNITY BACKGROUND The City of Dubuque is located on the Mississippi River in northeastern lowa, adjacent to Illinois and Wisconsin. As lowa's oldest city, Dubuque is a community well known for its historic and architectural beauty. The City is approximately 30 square miles in area, with a population approaching 60,000 persons. The City's annual operating and capital budget is over $185 million and funds a full range of municipal services. The City of Dubuque is governed by an elected Mayor and City Council and managed by a City Manager. City government works in collaboration with private and non-profit sectors to promote the principles of sustainability. Dubuque's framework for sustainability is centered on economic prosperity, environmental integrity, and social/cultural vibrancy. The City's web site is www.citvofdubuque.or�. Sustainable Dubuque. Sustainability is defined by a community's ability to meet the environmental, economic, and social equity needs of today without reducing the ability offuture generations to meet their needs. Sustainable Dubuque is a holistic approach to making our community sustainable. Our model involves a three-part approach that addresses: Environmental / Ecological Integrity, Economic Prosperity, Social / Cultural Vibrancy. Each of these pieces is important individually and helps contribute to a sustainable community that is viable, livable, and equitable. Find out more at the www.sustainabledubuque.org website. Page 1 of 18 Imagine Dubuque Comprehensive Plan. Adopted in 2017, "Imagine Dubuque 2037: A Call to Action" is the first completely new comprehensive plan our community has developed since 1995. Creating our new plan, Imagine Dubuque, was a community-driven approach, based on inclusive community engagement, issues and initiatives. The result is a focused, meaningful plan with 32 goals and 110 recommendations in 7 major categories. Plan development was inclusive, highly engaging, and representative of our community. In total, we received over 12,500 ideas which were inventoried and grouped by association into themes for the Imagine Dubuque plan. The plan didn't end in 2017; it's now "A Call to Action." Just as Imagine Dubuque was built on community engagement, plan implementation requires an engaged community—one that pulls together, combines resources, and shares in the vision of making Dubuque more viable, livable, and equitable. Implementation relies on organizations and partnerships to effectively address the plan's recommendations. Many initiatives are already taking place. Some recommendations are "low-hanging fruit" that non-profits, residents, and businesses can accomplish together, while others will be more challenging. Our goal is to highlight and support all projects to advance the Imagine Dubuque recommendations and further enhance our community. An "Action Toolkit" is available on the www.ImagineDubuque.com website. Dubuque is a 5-time All-America City Winner in 2019. The award recognizes communities that leverage civic engagement, collaboration, inclusiveness, and innovation to successfully address local issues. This is the fifth time Dubuque has received this distinction since 2007. The National Civic League said the 2019 All-America City Award celebrates examples of civic engagement practices that advance health equity in local communities. The competition sought projects that demonstrated inclusive decision-making processes to create healthy communities for all, and particularly for populations currently experiencing poorer health outcomes. Dubuque's application focused on the civic infrastructure built on the Inclusive Dubuque network of over 60 partners working to advance justice and social equity, and the Imagine Dubuque comprehensive planning process. The application and presentation also featured three projects demonstrating how partners are impacting health outcomes for all residents. "Health Care for All" highlights the progress Crescent Community Health Center has made, the impact of the Pacific Islander Health Project, and the recent work of the Brain Health Task Force. The Bee Branch Creek Restoration Project was the second project highlighted and the collaborative work happening by the Dubuque Eats Well coalition to increase access to healthy local foods is the third. This application provides background on community initiatives and partnerships that may help inform proposals in response to this RFP (see appendix). CITY COUNCIL GOALS The Dubuque City Council has adopted 8 major goals under the 2024 Goals and Priority Agenda to address various issues impacting Dubuque residents. The Equitable Poverty Prevention Plan remains a Top Priority for the Council's 2018-2020 Policy Agenda. Policy Agenda items are issues that need direction or a policy decision by the City Council or need a major funding Page 2 of 18 decision by the City Council, or iswes that need CiTy Council leadership in the mmmuniTy or with othergovemmental bodies. ci-v oF ouBoc�uE con�s �oz4 �,�s�a�na��z��,o�,.,,E�,: ■ xoeinm�si ¢o�omy . � . . . .. ,, . . . . ..,�. . .,_.n, pen�eaninmraeenaro�nwwo, . . . . . ......., -r: �,v��e. �.��e.. ,... .. vrorem comm��l�v: i i+a-ry asarz ■ om.�..nn.,e�u��.,rarxr,n�nae��eeiio� �oo�:a�rosn�o r�euiex.�¢neomaoa.axo��m¢:c��iaia�ea �.a n�o.u��. ■ financiallyPesponsihle,NiQAPvlormanceCiryOreanirelion: ■ ConneotetlCommuniry: Cqui�ableTranspotlatio'� ��. . -. Cowl hcOveSare�eliaary 1 ! - .i.,ic nOMcbdir Source�. hms�.//www.orvoftlubuoue.om PROIECT OVERVIEW Poverty remains a significant iswe in Dubuque, I owa. Acmrding to the latest data, Dubuque's 163% poverty ate means that one out of every six residents live in poverty. In 2017, 8,933 of 54,940 residents had reported inmme levels bel ow the poverty line. On aveage, Dubuque's 163% poverty ate is significantly higherthan the aveage 12% poverty ate acrossthe rtate of lowa. Dubuque is anked 6m bel ow the poverty line at 163% out of 11 major cities in lowa (www.welfareinfo.or¢/poverri-rate/iowa/dubuque). In Dubuque,the population demographics mnsists of 843% (49,224) W hite residents, followed by 3.8% (2,232) African Americans, 1.9% (1,341) two or more races and 1.8% (1,059) Hispanics. W hen ffie citywide poverty data is disaggregated by rare and effinicity,ffie statistia tell a different smry for Dubuque as shown in the chart below. Recent numbers show 60.1/ black residents �' �ubuque, lowa Poverty Rate By Race livebelowthepoverty ,,.o Nopw..io� vo � «. moo�aiv<�rerc�x;:e Fop�m��r line, which is sign'rficantlyhigherthan �-�� bo.1% 2s2o p _� . the national aveage of 2S2%. Overall 1,341 of -- � �_- a�.6% 18.��0 0 , . 2,232 black residents livebelowthepoverty � ��9i� -f ^' `-' line and 3.8% of the total population of �3� �� Dubuqueisblack. Soume�. httos�.//www.welhreinfo.ore/oovernrate/iowa/tlubuoue Page 3 of 18 The 26.3% of Hispanic residents below the poverty line is dramatically higher than the national average of 22.2%. Of the 1,059 Hispanic residents, 279 live below the poverty line. Approximately 1.8%ofthe total population of Dubuque is Hispanic. The 12.9% percent of white residents who live below the poverty line is the same as the national average. Of the 49,224 white residents, 6,349 live below the poverty line. Approximately 84.3%of the total population of Dubuque is white. When the 2017 Dubuque poverty Dubuque, lowa Poverty Rate By Age rate is broken down by age,the _ _ � ;c� - _, � i , i-,: young and old are p�i]�uque, lowa Pwerty Rate 6yAge the largest groups. a Dubuquechildren ■ u�a��e acoii izcon iacaa� soco�4■ zscoe��o��es age 11 years and . under made up about 51% of residents living in poverty. Seniors � age 75 years and over made up 43% : — ��,, , ,, : -,._,�, ofthe residents living in pove�ty. Source:worldpopulationreview.com/us-cities/dubuque As ofJune 2019, Dubuque had a 1.9% unemployment rate or 1,soo Number of Residents by unemployed residents. Over 32.4%of Unemployment the population over the age of 25 Zppp obtained high school education, while nearly 30% had attained a bachelor's 15oo � ■ degree or some college. Native American residents had the highest lo� 1915 high school graduation rate at 100%. 155a 15sz White residents had the second 5� 11zz 2os3 highest high school graduation rate at over 92%followed by Asian residents � Jan-19 Feb-19 Mar-19 Apr-19 May-19 at 89%, black residents at 84%, Hispanics at 66.2%, and Pacific unemploymentMonthly Islander residents over 64%. Source:U.S. Bureau of Labor Statistics The poverty rate categorized by level of education is as follows in Dubuque in 2017. Over 28% of residents with less than high school education lived in poverty followed by 11%with high Page 4 of 18 school, 11%with some college and S%with a bachelor's or greater. Poverty rate by gender consists of 44% unemployed females and 31% unemployed males in 2017. The median household income in Dubuque was $50,171 in 2019. When broken down by household type, the 2017 median income tells a different story. Married families, for instance, generally have the highest median income,followed by nonmarried families. Dubuque la Income by Householtl Type u- �I. II � II �� I � �11_ �11. r � � =l.< 10k-06k i5F25k 25k-95k 3ok50k o0k-]ok ]6k-100k iC=b1E< icCk-�Ck >[._+ �Housenoms �Famwes �inameaFamwu �rvonFammes Source: world000ulationreview.mm/uscitles/dubuaue The average earnings by education in Dubuque was $33,203 in 2019. An overall increase occurs in earnings as the level of education increases.A high school graduated male earned $34,025 compared $21,4SS for a female.A male with a bachelor's degree earned $50,9SS compared to $36,729 for a female. Overall, persons with the highest education level (i.e. graduate degree) earned $52,777 on average in 2019. Oubuque la Earnings by Etlucational Attainment 9Ln:;: � � �I� ��I � � _�a _ a_ .� _ �� _, � - , a �_, � �F� Source: htto://world000ulatlonreview.mm/us-cities/dubuaue Page 5 of 18 PROJECT PURPOSE A consultant or team of consultants will create the Equitable Poverty Prevention Plan with an implementation strategy for the Dubuque community. The objectives of the plan are: • To engage various members of the community to develop and commit to the creation of the plan including business leaders, philanthropists, government and school leaders, non-profit and faith leaders, and community members who are living or have lived with the stresses of poverty. • To examine existing programs for success over time by analyzing data, identifying trends and best practices through an equity lens with creation of annual performance measurements to track progress toward desired outcomes in five years. • To develop an action plan and implementation strategy that is validated with the project steering committee and the community, and includes a budget and phasing for review and adoption by the City Council. The selected consultant will work with a core group of key City staff, supplemented by technical expertise from other City staff. A larger project steering committee will be drawn from the community agencies and non-profits working with people in poverty. PROJECT SCOPE The Equitable Poverty Prevention Plan will consist of multiple components including addressing the issue of poverty, developing strategies to implement the community action plan, engaging community leaders, collecting residents' input, conducting research and data analysis, exploring best practices and current trends as well as developing programs to address poverty. The Challen�e of Povertv Addressing the challenge of poverty remains a top priority for the City of Dubuque under the City Council 2018-2020 goals. Moreover, under the City's 2035 mission statement,the City of Dubuque continues to be an inclusive and equitable community. In response to the City's goals and vision, the City has adopted the Equitable Poverty Prevention Plan priority. The City intends to engage the community in creating the plan and developing a strategy to implement the plan. The City of Dubuque is committed to an Equitable Poverty Prevention Plan that will reduce, alleviate and prevent poverty in our community. All analyses and aspects of this plan will include the use of uniform data throughout the plan so there are no discrepancies. To the greatest extent possible, this plan will utilize disaggregated data by race and ethnicity, and other factors to assist with examining poverty in Dubuque with an equity lens. The plan will begin with an underlying analysis ofthe root causes and factors of the nature of poverty in Dubuque. The analysis should examine what poverty looks like in Dubuque, as well as why Dubuque has a higher poverty rate than other comparable cities and on the state level Cross-level analysis will be conducted to identify barriers by examining multiple factors Page 6 of 18 including size of economy, size of population, workforce and unemployment rate, level of education and so forth to identify barriers, draw correlations and links between concepts. The plan will assess the current models of ineasuring poverty, namely the federal poverty threshold. This model has been critiqued for lacking a comprehensive approach when operationalizing poverty. The analysis should similarly examine whether the current definition of poverty and the usage of the federal poverty line are suitable, adequate and relevant for measuring poverty level. The analysis should further address whether alternative models, namely the living wage, is more appropriate, holistic and equitable approach to adopt moving forward. Current Trends and Best Practices The plan will identify and explore current successful trends in the field, addressing the issue of poverty and best practices adopted by other entities. It will draw on these elements and incorporate successful items in developing the implementation strategy. These items will be drafted and tailored accordingly to the needs of the community in Dubuque. The City of Dubuque uses the STAR Community Rating System to measure performance for the 2017 Comprehensive Plan. Along with other resources, the STAR Goal Areas and Objectives provide community level outcomes, local actions, and resources for best practices relative to the Equitable Poverty Prevention Plan. STAR information is provided in the Appendix. Pro�rams and Initiatives The consultant will be responsible for compiling research, analysis, evaluation and recommendations regarding of the challenge of poverty, current trends and best practices, programs and initiatives, poverty threshold measures, and the poverty narrative with a focus on the Dubuque community as described in this RFP. The plan will include designing, creating and implementing strategies to develop initiatives that will address socio-economic, educational, cultural and training programs to reduce, alleviate, and prevent poverty. The programs should be designed to be equitable, diverse and inclusive addressing the following areas at a minimum. This list is not exhaustive and is only intended to guide consultants. To avoid duplication, consultants are encouraged to review the existing programs for each goal area, suggest new initiatives and/or improve on the current programs. Page 7 of 18 . . . . . - - . . - - - . . . - . . � � . . . . - - . . . - - . - . . . . - - . . � - . . . - - � - . . . . . - . . - - - . . . - . . . � . . - - . . . . - � - . . . . . - - - � . . . - - - . . Consultants should also consider the 2019 Massachusetts Institute of Technology (MIT) report to the CFGD. With Dubuque's unemployment rate around 2%, local employers struggle to find workers with the right qualifications to fill open positions. At the same time, the community's poverty rate remains high, and at around 15%, the unemployment rate among people of color is significantly higher than the overall rate. That's the challenge researchers from the Massachusetts Institute of Technology (MIT) Sloan School of Management address in a 2019 report that examines poverty and workforce development in the Dubuque region. The report is the culmination of a semester-long research project, during which three MBA candidates Page 8 of 18 worked with the Community Foundation of Greater Dubuque to understand and address systemic factors that contribute to regional economic challenges for residents. Through their research and a two-week visit to Dubuque in March, the researchers found that: 1. Dubuque has an uncommonly robust network of social services and strong collaboration among organizations, yet the complexity of this network can be difficult for residents to navigate. 2. Local employers are committed to improving diverse and inclusive workplaces, as evidenced by groups like the Community Foundation's Business Leader Equity Cohort. 3. Building a robust, diverse, and inclusive workforce involves requires work to help to lift up residents living in poverty and facing significant barriers to employment." (MIT Report Link: https://www.dbqfoundation.org/publication/mit-workforce-report-051319) A complete and comprehensive list of Dubuque community programs and initiatives related to poverty is not available, so consultants should consider the following resources: • Operation New View's Dubuque County Resource & Referral Guide: https://www.operation newview.or�/d u buq ue-co u ntv-resou rce-refe rra I-�u ide/ • United Way Dubuque County Family Resource Guide: https://cdn.dbqschools.or�/wp- content/uploads/2018/OS/dbq-countv-familv-resource-�uide-2017-2018.pdf • United Way Funded Programs also provides a good start. https://d bq un itedway.or�/cros-view-pa�e.p hp?pa�e=fun ded-pro�ra ms Therefore, project deliverables will be for the consultant to create a list or matrix of community initiatives, entities, programs, projects, and services related to poverty, with contact information and descriptions. The consultant also will be responsible for identifying overlaps and gaps in the above list or matrix, and recommending opportunities to improve efficiency, effectiveness and service delivery to persons living in poverty. Communitv En�a�ement Community engagement represents an extensive portion ofthe project. Time is of the essence for community engagement as part of this RFP. Therefore, a community engagement plan reflecting the two stages and other considerations described below is a required part of the proposal submitted in response to this RFP. The selected consultant will be responsible for developing and implementing a robust, creative, and inclusive plan for community engagement. The process, much like the Equitable Poverty Prevention Plan document, must be creative, interesting, meaningful and relevant to residents and stakeholders. The community engagement plan should consider informing residents and stakeholders ofthe purpose ofthe plan, why it is important, and how poverty effects Dubuque residents in their everyday lives (see RFP's Poverty Narrative section). The consultant will develop a schedule of events and input opportunities which at a minimum address the channels Page 9 of 18 for public engagement and communication. The consultant will be responsible for designing and facilitating the events and public input instruments, facilitating the events and collecting and distilling all information for use in the plan document. It is particularly important that community members who are part of our equity target populations be engaged in telling the story behind the data, and that the implementation strategy include some efforts that can be carried out by community members in addition to efforts appropriate for institutions. Thus, community engagement in the Equitable Poverty Prevention Plan should be designed to further two goals: 1) to supplement the quantitative data with qualitative data from individuals who are living the experience of poverty in our community; 2) to identify ways to involve the community, particularly those most impacted by poverty, in the implementation strategy. Moreover, the City of Dubuque is striving to avoid engagement fatigue by designing community engagement in the Equitable Poverty Prevention Plan in a manner that also meets the engagement needs of the of these community efforts related to poverty and equity that will be underway concurrently: • City of Dubuque's 2021-2025 Community Development Block Grant (CDBG) Consolidated Plan and Analysis of Impediments to Fair Housing. • Community Foundation of Greater Dubuque's update ofthe 2015 Community Equity Profile. • Community Foundation of Greater Dubuque's first Greater Dubuque Community Indicators report. To this end, the selected consultant will be expected to collaborate with the City of Dubuque Department of Housing and Community Development and the Community Foundation of Greater Dubuque to carry out the community engagement for the Equitable Poverty Prevention Plan in coordination with these projects, which are described below. CDBG Five-Year Consolidated Plan. The U.S. Department of Housing and Urban Development (HUD) requires communities who receive Community Development Block Grant (CDBG)funds to complete a five-year Consolidated Plan that identifies general areas of need in the community and how to address them, particularly in the areas of housing, economic opportunity, and community development. The Strategic Plan is a section of the Consolidated Plan that provides a detailed description of the objectives, proposed accomplishments, priorities and strategies for use of CDBG funds. The Community Development Advisory Commission uses it for the planning, implementation, review, and assessment ofthe CDBG program. (See FY2016-2020 Plan at https://www.citvofdubuque.or�/831/Consolidated-Plan.) CommunityEquityProfile. Inclusive Dubuque, an initiative facilitated by the Community Foundation, is a local network of nearly 50 organizations and community members dedicated to Page 10 of 18 advancing equity and inclusion in Dubuque. In February 2015, the network launched the community equity profile process with the goal of learning more about how diverse groups experience life in Dubuque. ("Diverse groups" were defined by race, age/generation, culture, disability, gender, nationality, religion, sexual orientation, socioeconomic status, veteran status and more.) By collecting data and learning from community members through in-person community dialogues and online surveys, the equity profile process explored seven focus areas through the lens of equity and inclusion: economic wellbeing, health, transportation, safe neighborhoods, housing, education, and arts and culture. The summary ofthese findings can be viewed at www.inclusivedbq.org. Greater Dubuque Community Indicators Report: As a new initiative, CFGD will produce a Greater Dubuque Community Indicators report every other year that provides an interactive, online report that can be widely used by sector leaders and stakeholders for program planning grant writing, and collective impact that will build a data culture. The Community Indicators report will use community knowledge to measure the vitality of our communities —gathering data and sparking conversation about significant social and economic trends to tell the story of how the Dubuque community is faring in key quality-of-life areas. Community Indicators reports will be accompanied by Community Conversations -facilitated discussions with community members to learn more about the social and economic trends impacting local quality of life. The first report will be produced in January 2020 sparking community conversations to follow. The CFGD plans to produce the Indicator Report every 2 years and will create a public access point where nonprofits can access the data and conduct further inquiries. Two Part Community Engagement Plan The mandated timeframes and deadlines ofthese community projects requires that Community Engagement process be divided into 2 parts as follows: Part 1 Community Engagement should refer directly to the City of Dubuque's 2014 Citizen Participation Plan as a guide for types of community engagement for the 2021-2025 CDBG Consolidated Plan and the Analysis of Impediments. Please note that the 2014 plan is scheduled to be updated on August 21, 2019. While we expect changes will be made to the 2014 plan, it is still as a useful guide. The 2014 Citizen Participation Plan is attached in the Appendix. The Part 1 Community Engagement collection and analysis should conclude by October 31, 2019. A public hearing held before the Community Development Advisory Commission will be required as part of the Part 1 community engagement process. City staff will ensure that the public hearing requirements are met. The selected consultant will need to provide the Commission with the collected and analyzed community engagement information from Part 1 in both written and verbal formats, and attend the public hearing to present the findings and answer questions. Part 2 Community Engagement should build on the Part 1 results and process, reach out to additional resources, and coordinate with the CFGD in their update of the 2015 Community Page 11 of 18 Equity Profile and creation ofthe Greater Dubuque Community Indicators reportthrough data sharing and process coordination. The consultant should actively engage residents, members of the community, businesses, government, non-profit, philanthropist,faith organizations and school leaders. The community input, particularly those experiencing poverty, must be sought through different avenues in ways that are comfortable, respectful of culture, and meet people where they are. Channels of communication may include surveys,focus groups and personal interviews. Consultants should review existing community engagement plans developed by various City of Dubuque Departments for examples. For a full description of ways the City of Dubuque successfully connected with a demographically representative population during creation of the 2017 Comprehensive Plan, see Chapter 2 of Imagine Dubuque 2037:A Call to Action available online at www.citvofdubuque.or�/Ima�ine-Dubuque. The Part 2 Community Engagement collection and analysis must conclude by December 31, 2019. This will enable coordination of analysis and data sharing from the Equitable Poverty Prevention Plan to inform the CFGD's update ofthe 2015 Community Equity Profile and creation of the first Greater Dubuque Community Indicators Report that will be produced in January 2020. The community engagement plan should be designed considering the City of Dubuque's Guiding Principles for Community Engagement and Guiding Principles for Advancing Racial Equity (attached in the Appendix). The engagement process must be creative, inclusive, meaningful and relevant to residents. At a minimum, community engagement shall: • be designed with a variety of relevant and comfortable channels of communication and venues for engagement, including diverse and sometimes tailored approaches towards engagement; • include interesting activities, dialogue, and creative opportunities to provide information independent of structured and facilitated events; • anticipate and take steps to remove, or identify resources needed to remove, potential barriers to engagement; • engage community members from our equity target populations as co-facilitators, invitation carriers, and hosts for community engagement events, paying them for their time; • focus on engaging equity target populations and include efforts to reach non-English speaking persons, persons with disabilities, and persons residing in assisted housing; • include community-based organizations that represent equity target populations; • include public and private agencies that address housing, health, employment, education, transportation, safety/victim services, and arts/cultural needs and interests of low-income individuals and families, (particularly those serving equity target populations) Page 12 of 18 • involve participants in activities around the quantitative data, capturing their reactions to the data and the issues that are most important; • capture the lived experiences participants are relaying regarding the interpretation of the data and its impact; • gather information on what would make resources in the community more effective for people from a variety of backgrounds, including information on the level of awareness regarding available to resources, barriers to accessing available resources, and ways in which the design and delivery of services are or are not working for equity target groups; • collect demographics of participants in engagement activities, paying attention to adjusting the engagement plan as needed along the way to ensure that each equity target population is represented at a rate at least double their representation in the community overall. Poverty Threshold Measures Consultants will analyze whether the current federal poverty definition of poverty is adequate and whether the living wage model is more desirable. The U.S. Census Bureau defines poverty primarily by the level of household income. The table below lists factors the Bureau includes and does not include when analyzing which households falls below the poverty threshold. � Pre-tax income (earnings, pensions, retirement income) Capital gains or losses Interest, dividends, rents, royalties, estates and trust incomes Educational assistance Alimony Tax credit Child support Outside household assistance, misc. sources Cash benefits (unemployment compensation, worker's compensation, veterans' payments, survivor benefit) Non-cash benefits (Food stamps, housing Social Security Income subsidies) Public Assistance Family member income Household head age Roommate/nonrelative income Number of adults compared to children Source: https://www.thebalance.com Page 13 of 18 However, research shows this model is faulty. Essentially, the U.S. Census poverty threshold is an 'all-or-nothing' measurement. In other words, if a family is below the income line, all members are identified as poor. In contrast, when a family's income is higher than the threshold, none ofthe family members counts as poor. This cliff effect often forces families to earn less than the poverty threshold and remain in poverty. Additional information related to poverty threshold measures was researched by the Planning Services Department, and is provided in the Living Wage Analysis report found in the Appendix. The Poverty Narrative The plan will avoid the traditional poverty narratives. These narratives include implicit racial and gender stereotypes, victimizing and blaming people in poverty, politicizing the issue of poverty. The Equitable Poverty Prevention Plan will not draw on the 'us vs. them' assumptions when analyzing the poverty narrative, identifying barriers and developing strategies. The plan will utilize an equitable, respectful, and culturally sensitive approach when developing solutions. Consideration should be given to the way the analysis is presented in the plan, with incorporating real people, introducing low/moderate-income people and persons living in poverty to those who are different than them, and sharing the perspective of an individual or a family without the label of"poverty'. An example is StoryCorps, whose mission is to share people's stories to strengthen and build connections between people. (https://storycorps.org) In addition to the Equitable Poverty Prevention Plan, the consultant should provide an executive summary in user-friendly, graphic format that can be easily distributed to residents and stakeholders. For an example, please see the Executive Summary for the Imagine Dubuque Comprehensive Plan available online at www.citvofdubuque.or�/Ima�ine-Dubuque. PROJECT DELIVERABLES: A summarized list of project deliverables includes but is not limited to the following components ofthe Equitable Poverty Prevention Plan: • Executive Summary suitable for public distribution. • Community Engagement Plan with a description of the process and results. • Research, analysis, evaluation and recommendations regarding of the challenge of poverty, current trends and best practices, programs and initiatives, poverty threshold measures, and the poverty narrative with a focus on the Dubuque community. • Action Plan and Implementation Strategy validated with community input and including recommended budget and phasing for implementation. PROJECT PHASES The project is expected to begin September 16, 2019 and be completed by October 2020. The project is expected to occur in major phases, and the proposed time line is shown below: Approval of contract with selected consultant September 16, 2019 Page 14 of 18 Research phase September— December 2019 Identify causes/analysis of conditions, outcomes, services, etc. and best practices Community Engagement phase September— December 2019 Part 1 Community Engagement must conclude by October 31, 2019 Part 2 Community Engagement must conclude by December 31, 2019 Community Planning phase January—July 2020 Develop draft action plan implementation strategy for review and validation with project steering committee and community, include a budget and phasing Adoption Phase August—October 2020 Consultant presentation to City Council, completion of plan and all deliverables, and then adoption of Final Plan by City Council INFORMATION TO BE INCLUDED IN THE PROPOSAL 1. Letter of Transmittal Provide a letter of transmittal briefly outlining the consultanYs understanding of the work and the name, address, telephone number and fax number ofthe consultanYs primary contact person. 2. Profile of Consultant The proposal shall include general information about the consultant,the consultanYs scope of expertise related to this RFP, and the consultant's official name, address, and principal officers, including qualifications ofthe project manager and other key personnel who would be assigned to the project. 3. Qualifications a) The proposal shall include the name of the project manager, his or her qualifications and experience, and the names, qualifications, and experience of other key personnel who would be associated with the project. The selection of a project manager by a consultant will constitute a contractual commitment by that consultant and a substitute manager will not be allowed without prior written approval by the City of Dubuque. b) Name and location of all other key personnel involved in the project if applicable; the type and approximate percentage of the work that would be performed by each of these firms; and the names, qualifications and experience of their personnel who would be associated with this project. c) The proposal must clearly describe the relevant experience of the project manager and other key personnel in undertaking and completing project relevant to this RFP. Provide Page 15 of 18 a matrix matching the names of the key personnel proposed for the Dubuque project who worked on the referenced projects. d) The proposal shall include at least three references of past clients for projects relevant to this RFP. These projects must have been completed within the past ten years with the same project manager, sub-consultants and other key personnel proposed for this p roj ect. e) The proposal shall discuss the consultant's ability to integrate this project into the consultanYs present workload. 4. Scope of Services/ Methodology Describe the methodology or strategy by which the consultant would satisfy the Scope of Services, and/or an alternative or hybrid strategy recommended by the consultant—what process and outcomes the consultant would suggest fulfilling the Equitable Poverty Prevention Plan. This is the consultant's opportunity to convey ideas and concepts with respect to vision and goals outlined in the Scope of Services. This will help the selection committee better evaluate the consultant's vision, abilities, and interest with respect to the RFP. Any methodology or strategy must embrace and support the Sustainable Dubuque model and equity principles. Time is of the essence for the community engagement process of this RFP. Therefore, a community engagement plan reflecting the two stages of community engagement considerations described in the RFP is a required part of the proposal to be submitted in response to this RFP. 5. Proposed Projed Schedule The anticipated project schedule is that the City of Dubuque will execute a contract with the selected consultant by September 16, 2019 and the project will be completed by October 2020. Provide a project schedule outlining the period and estimated completion date of the proposed scope of work. This should include a schedule for and description of all deliverable products throughout the period. Products should be delivered in hardcopy and electronic formats compatible with the City's computer software and hardware. 6. Certificate of Insurance The selected firm will be required to meet the City's insurance requirements for professional services (see enclosed Insurance Schedule J in Appendix). A Certificate of Insurance is optional for inclusion with the proposal. One must be provided upon selection. 7. Fees and Compensation Provide a proposed fixed cost, plus reimbursable expenses budget for each strategy proposed to complete the requested scope of services. Breakdown costs by major scope Page 16 of 18 element and include a list of hourly rates for personnel assigned to the project. Quotation of fees and compensation shall remain firm for a period of at least 90 days from the proposal submission deadline. Remember to separate the proposed fees and compensation from the other portion of the RFP submittal. 8. Contract A proposed contract for services must be included in the submittal. It should include the City of Dubuque's Standard Terms and Conditions found in the Appendix. EVALUATION CRITERIA Proposals will be screened to ensure that they meet the minimum requirements of the proposal format. A selection committee will review qualifying proposals, and may interview the short-listed firms. Initial screening will be done without knowing the consultant's proposed fee for services to develop a short list. The short list of consultants may be invited to an interview with the selection committee. Factors to be considered by the committee may include the following: • Qualifications and experience ofthe firm and any sub-consultants. • Qualifications and experience ofthe principal consulting staff and sub-consulting staffthat will work on the project. • Results of interview process. • Information from references. • Grasp of project requirements and level of interest. • Design approach/methodology in completing the scope of services, including sustainability; creativity and problem-solving ability. • Status as a woman and/or minority owned business • Willingness and ability to subcontract for a portion of the work with a woman and/or minority owned business. • Proposed schedule required to complete the project. • Proposed cost to complete the project. SUBMISSION REQUIREMENTS The City of Dubuque reserves the right to reject any and all proposals and to negotiate changes with any firms. The City of Dubuque is not liable for any cost incurred by any firms prior to the execution of an agreement or contract. Nor shall the City of Dubuque be liable for any costs incurred by the firm that are not specified in the contract. The City of Dubuque is an Equal Employment Opportunity Employer. The proposal must be a document of not more than twenty (20) numbered 8-1/2 x 11-inch pages, with the exception of the project schedule which may be presented in 11 x 17-inch format. The numbered pages do not include the letter oftransmittal, index, dividers, front and back covers, and the separately sealed proposed fees and compensation. Proposals should not include any pre-printed or promotional materials. Proposals should include only materials that are recyclable. Page 17 of 18 QUESTIONS REGARDING THE RFP If you have any questions concerning this RFP, please submit your requests to the City's designated Project Manager, Planning Services Manager Laura Carstens, via email Icarsten@cityofdubuque.org. The City has used considerable efforts to ensure an accurate representation of information in this RFP. Each proposer is urged to conduct its own investigations into the material facts provided. No answers given in response to questions submitted shall be binding upon this RFP unless released in writing (letter, fax or email) as an officially numbered and titled addendum to the RFP by the City of Dubuque. Any questions concerning this proposal must be received on or before 5:00 p.m. CDT on August 8, 2019. Any inquiries received after this date will not be answered. When submitting a question, please include the Consultant contact information. PROPOSALSUBMISSION DEADLINE Submit one (1) original signed proposal, seven (7) copies, and an electronic .pdf version sealed and be clearly labeled: City of Dubuque Equitable Poverty Prevention Plan. Proposed fees and compensation shall be in included separately. Proposals shall be delivered by Noon CDT on August 16, 2019 to the address given below: Laura Carstens, PlanningServices Manager Planning Services Department City of Dubuque 50 W. 13th Street Dubuque, lA 52001 Each consultant assumes full responsibility for delivery and deposit of the completed proposal package on or before the deadline. The City of Dubuque is not responsible for any loss or delay with respect to delivery of the proposals. CONSULTANT SELECTION The City of Dubuque anticipates award ofthe contract to the successful consultant/firm for this project by September 16, 2019. Consultants/Firms whose proposals are not accepted will be notified shortly after the selected firm has been approved by the City Council. APPENDIX The following City of Dubuque documents are enclosed for reference: • STAR Technical Guide regarding Poverty Prevention and Alleviation • 2019 Living Wage Analysis Report • 2014 CDBG Citizen Participation Plan • Community Engagement Guiding Principles • Guiding Principles for Advancing Racial Equity • City of Dubuque Standard Contract Terms and Conditions • City of Dubuque Insurance Schedule J Page 18 of 18 • Dubuque, IA �n n�� ^nO�� Equitable Poverty Prevention Plan � avJ � �n� 0 August 16, 2019 kinq gootl Itleas woM(or the belte� 1. Transmittal Letter August 15, 2019 Laura Carstens, Planning Services Manager Planning Services Department City of Dubuque 50 W. 13'" Street Dubuque, lA 52001 Dear Ms. Carstens: Public Works LLC is pleased to submit the attached information in response to the City of Dubuque's Request for Proposals: Equitable Poverty Prevention Plan. We understand that Dubuque is seeking to create an Equitable Poverty Prevention Plan with an implementation strategy by engaging residents and collaborating with members of the community, businesses, govemment, non-profits, philanthropists, faith and school leaders, and community members who are living or have lived with the stresses of poverty. Public Works is one of the leading frms in the country developing anti-poverty strategies and completing adion-oriented assessments of the nature described in this RFP for municipal and state govemments across the U.S. In addition to having conduded comprehensive reviews of several state and local government entities encompassing multiple agencies, departments or statettederal programs—and conduding needs assessments for communities, ranging from Broward, FL to the state of Oregon —we also have extensive experience supporting neighborhoods and municipalities across the U.S. in addressing poverty, employment, quality of life, and other issues pertinent to this projed. We have conduded community needs assessments and developed strategic plans in a variety or relevant areas. Our personnel all come out of careers in the public or non-profit sedors, including as gubematorial chiefs of staff, state and county policy diredors, and state and local govemment agency heads. We hope the detailed information on our approach and experience will provide background for key decision makers as you move fonvard. Public Works is passionate about the issues in this RFP and looks fonvard to the opportunity to support Dubuque in conducting this project. You may contact me at Public Works, 1690 East Strasburg Road, West Chester, PA 1938Q 610296.9443 (p), 610296.9434 (f), eschnurer�public-works.orq. Sincerely, � <�� Eric B. Schnurer, President i c-works.org ::�u,• � �i � m,,. �.�.r.. � �ie2 T�I-� -a ,�.. yP+�� '• h �-�� . �. 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' �, - � ; ` .� . : � �s� ,.k -- ----- --- - • � 4�`� ' � � �:�,� � `�"'� - � _�- -=- _ . . et • ..\ 1 . .. �9�� .� � � - _ / :� � a�. . — _� � '.} , 'a" .. , '`� \ '� , � � � � � �- � \ ` �,� „'.` "� , - � � � �\\� -.. � �� I ' ;.- -- � � l_ ,.� •��- � �� . - . . . . � . . . . • . • - � • - � - - • � , . p�[�aoc� �o�� moking good ic7eas work (or the bette� Public Works LLC • August 16, 2019 TABLE OF CONTENTS 1. Transmittal Letter 2. Profile of Consultant....................................................................................................................................................1 3. Qualifications..................................................................................................................................................................3 Names, Qualifications, and Experience of Staff......................................................................................................................3 Firm Qualifications and Experience...............................................................................................................................................6 Experience with Economic Opportunity/Poverty Prevention Policies and Programs.....................................6 Experience Collaborating with Municipal Governments.................................................................................................9 Experience Engaging with Low-Income Minority Populations....................................................................................9 StrategicPlanning Experience...................................................................................................................................................10 Experience Partnering with Government, Private Sector, Labor, Non-Profit, and Education Sectors 11 Experience with Stakeholder Involvement...........................................................................................................................12 Ability to integrate this project into the consultanYs present workload ...............................................................12 References................................................................................................................................................................................................14 4. Project Methodology.................................................................................................................................................14 5. Timeline...........................................................................................................................................................................21 Cost Proposal Proposed Contract . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 REQUEST FOR PROPOSALS Dubuque, lowa, Equitable Poverty Prevention Plan Public Works is unique amongst consulting firms. The Public Works team brings to projects like this a rare combination of hard-edged analytic skills and experience with directly helping governments and communities encourage growth, create jobs, and prepare workers for the workforce, with a value-driven, progressive approach to economic policy. We have long been involved not just in policymaking at the highest levels of government, but also in promoting equity, sustainability, community, and justice in all areas of policymaking. We believe that this is not simply a matter of being moral and caring, but also of being smart and effective as a society. We also have experience in lowa, having carried out an extensive review of the entire state government and developed policies in a range of areas, including affordable housing and child care, for Governor Chet Culver. In short, we believe that we are the firm best-equipped to help Dubuque to develop and implement an equitable poverty prevention plan. 2. Profile of Consultant Public Works is entirely committed to helping the public sector function better, smarter, and more effectively and meeting the needs of all community members and stakeholders. This begins with our name: We believe that the public realm indeed works for improving people's lives —and our mission is to help it work even better. That is still reflected in our entire orientation. Our president, Eric B. Schnurer, founded the firm in 1995 after serving as a gubernatorial chief-of-staff, to bring to other governments the policy-focused approach he brought to his job in Pennsylvania state government. Our personnel all come out of careers in the public sector, including as gubernatorial chiefs of staff, state and county policy directors, and state and local government agency heads. We are not a collection of private-sector consultants trying to charge private-sector rates to give private-sector advice to public-sector clients. Schnurer—a former civil rights attorney and president of the Drum Major Institute (a think tank founded by Rev. Dr. Martin Luther King, Jr.) as well as an MPP graduate of Harvard's John F. Kennedy School of Government and an author, adjunct professor, and analyst for numerous national publications, leading universities, and think tanks — believes that the highest standards of policy analysis as a discipline can and should go hand-in-hand with a commitment to idealism and a devotion to improving people's lives through public service. It is why our firm's motto is "Making good ideas work for the better." We have provided creative policy advice on specific problems ranging from reinventing labor-standards enforcement in California to modernizing the school system in one of America's poorest states, from 1 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 working with Chicago's unions to save thousands of jobs to devising a program for county government in Cuyahoga County (Cleveland), Ohio, to provide college scholarships to needy county residents, and from reorienting economic development and housing and transit policies in New York City more toward the needs of working and middle class families to expanding access to health care in places like West Virginia, Georgia, and Louisiana. We understand how governments work, from the ground up to the highest levels, and we are committed to achieving actual results and producing outcomes, not just writing reports. This is because working with governments isn't just another line of business to us: It is public service, and our life's work. There is no better example of our commitment to , � � � ' � meeting the needs of not just our clients but also the _ public than our work helping Louisiana craft � extensive federal and state legislative responses within two weeks after Hurricane Katrina devastated � ' � ' • the state. As the adjoining article from the Kennedy _ _ __, _ . . �atrina School (Harvard University) magazine says, "We � � felt we had an opportunity to make a difference in a huge number of people's lives, but that also meant .� �) we had a huge duty." This founding — and fundamental —commitment to ' b "� •, �� .� advancing the greater good through the public , . �."k�_ ,��A�� sector is what we ultimately bring to our � '� v,,, „�,,,v �� uM00f. m.°=m�:� �.��„. management consulting and performance reviews. ,- ";�;R'^�;;;,,. „�, l.��' ti..,.,.,-.,�w,..,..,,.. w„ And we don't believe there is anyother consulting �-� = Jv�cs "°'°° '�° ;,� _`^ ,� a,.a firm that has carried out as much of this work for �4 �1 C '� ._ Ty°M1"TN�y„wn°^.V n�o. . "_ governments as we have — or embodies those ij�1v1 ,�t(�J��Y�`!'�'h�� 4 l"'.1YYYl�:r� n.��Y\ values as we do. In the quarter-century that our firm has been partnering with states, counties and local communities, we have slowly seen public opinion and government policy bend toward our values-driven, equity-oriented, progressive economic policy approach. We do what we do because we want to help continue that process. After all, as Dr. Martin Luther King said, "The moral arc of the universe is long but it bends toward justice." So too must economics. Public Works personnel have long been involved not just in policymaking at the highest levels of government, but also in promoting equity, sustainability, community, and justice in all areas of policymaking. We believe that it is not that a rising tide lifts all boats — it is that, in the long run, we are all in the same boat. The qualifications of our personnel and relevant experience of the firm are discussed in more detail in the next section. The requested information on the firm is as follows: z www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 Public Works 1690 East Strasburg Road West Chester, PA 19380 610-296-9443 (p), 610-296-9434 (� President & CEO: Eric B. Schnurer, ESchnurer(cDpublic-works.orq 3. Qualifications Names, Qualifications, and Experience of Staff > Our project manager for this effort, Jone Bosworth, J.D., has been changing howthe public sector serves disenfranchised populations for two decades. An award-winning children's services advocate, Jone has led equity-centered strategic planning for states, counties and served on President-elect Obama's Children's Policy Council. One innovative project Bosworth spearheaded involved enlisting Seattle's Hip Hop community to champion early childhood development. In Nevada, she worked with the community to create neighborhood community centers delivered family and children's mental health services; she was the founding director of the first Cabinet-level department of early learning in the nation (Washington State), a vanguard birth-up tapestry of poverty prevention programs. Early in her career, Jone led a pro bono legal project in Kansas and Missouri, assisting immigrants to obtain U.S. citizenship. Jone also served as a consultant to the Saudi Arabia Ministry of Health in the launching of its first college for native women to assume health field roles in country; and worked for eight years in Mexico, Kenya and Japan. Jone is a certified executive coach and mediator. > Our president, Eric B. Schnurer, is a former civil rights attorney who worked at the NAACP Legal Defense Fund (LDF) while in law school; handled the Supreme Court docket for the national legal office of the ACLU; and then started his own practice focusing on civil rights and constitutional law, working with LDF on Supreme Court filings and directly with LDF Director-Counsel Julius Chambers on constitutional theories to combat poverty. He preceded Johnny Mack (below) as president of the Drum Major Institute, the think tank founded by Rev. Dr. Martin Luther King, Jr. After serving as a gubernatorial chief-of-staff, Schnurer founded Public Works to continue his work on improving public policy especially in areas of human capital investment. Schnurer also founded, and the firm sponsors, the Greater Good Gatherinq, an annual conference on making the world better, held at Columbia University. He has taught at the Harris School of Public Policy Studies at the University of Chicago, the University of Pennsylvania, Drexel University, Temple University, and, most recently the Watson Institute for International and Public Affairs at Brown University—where he taught a course in the 2019-20 academic year on "Poverty, Redistribution, and the Future of Work." > Our Vice President and Senior Facilitator, Dr. Linda Rhodes, started her career working in the War on Poverty straight out of the John F. Kennedy Center in her hometown of Erie, Pennsylvania, before earning her doctorate in human development from Columbia University, and has over 40 years of experience as a leader in public policy, public engagement, and focus-group research. She was nominated by President Bill Clinton to serve as COO of the Social Security Administration, the nation's largest domestic agency, and is the founding director of the Hirtzell Institute on Health 3 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 Education & Aging at Mercyhurst University, for which she has developed numerous programs to attract and promote minority youth in the health professions. Dr. Rhodes is former Secretary of Aging for Pennsylvania, and has consulted on a wide range of strategic planning projects and authored numerous public policy reports for government and non-profit organizations throughout the country. She recently completed a 150-page report and year-long planning effort on the impact of technology on health care jobs for one of the largest unions in the country, for which she guided and facilitated three stakeholder half-day planning sessions with workforce providers and community college and university deans of nursing and allied health programs. The project included gaining insights from 1,300 front line workers in health care. She has spearheaded numerous policy initiatives as a cabinet secretary and as a consultant, one of which successfully preserved the Pennsylvania state health centers. > Senior Consultant Johnny J. Mack, is a social entrepreneur and scholar-practitioner with expertise in the subject areas of peace, conflict, and social change and movements. He is the former director of the Martin Luther King, Jr., Center for Nonviolent Social Change. He founded Communities Without Boundaries, International, a NGO that works to build peace through development, research, education, and technical assistance in under-privileged, conflict, and post-trauma-conflict communities around the globe. He has also served as president of the Drum Major Institute, founded by Dr. Martin Luther King, Jr. He is also a founding member of the board of directors of Realizing the Dream, Inc., with AmbassadorAndrewYoung and Martin Luther King, III. Dr. Mack also founded a global research and consulting firm that works across sectors — private, public, and community—focusing on strategic, advisory, development, and public affairs services to business, government, and nonprofit organizations. In addition to holding degrees in business and theology from Oakwood University, he earned a doctorate at the School for Conflict Analysis & Resolution at George Mason University. A certified public account, he also holds a certificate from the National Forum of Black Public Administrators' Executive Leadership Institute. He is the senior scholar at the Martin Luther King, Jr. Research and Education Institute, Stanford University and the Henry Hart Rice Fellow at George Mason University, a senior advisor on domestic policy to Search for Common Ground, and board member of YouthBuild USA. > Senior Consultant Daniela Glick has over fifteen years of experience in government. Daniela served as director of Cabinet Affairs and deputy director of Political, Policy and Legislative Affairs for Governor Bill Richardson. Daniela managed 33 executive agencies, 21 cabinet secretaries and 12 executive directors to ensure that priority policy initiatives were realized throughout state government. During this time, she designed and helped to pass legislation to reconfigure the Department of Workforce Solutions in order to provide a seamless system for service delivery and job training. She also served as the deputy cabinet secretary for the New Mexico Department of Economic Development, during which time she was responsible for growing New Mexico's economy by recruiting and retaining business through community development and capacity building. Daniela initiated and chaired New Mexico's Green Jobs Cabinet and led the development of New Mexico's Clean Economy Strategy, focusing on developing strategies to create a highly 4 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 trained and ready-to-work workforce in collaboration with the Public Education Department, Department of Higher Education, and Department of Workforce Solutions. > Senior Researcher Brennan Bratton, is also a doctoral candidate at the Mailman school of Public Health, Columbia University (CU), investigating the relationship between health and gentrification. During her tenure at CU, she has worked on numerous research projects that aim to address health inequities using a social justice framework, including the Black LIFE study (Linking Inequality, Feelings and the Environment); Going Beyond the Mold (community-based participatory research empowering New York City Housing Authority residents), and her own NIH-funded study of gentrification in New York City. In addition, for the past six years, Brennan has facilitated Self, Social, and Global Awareness workshops to provide students with the foundational knowledge and skills necessary for creating an inclusive environment through critical exploration of identity, privilege, and power with applications to systems of oppression that impact public health. Prior to her work at CU, she served as Assistant Community Program Manager of the community-based participatory study, Project HEED (Help Educate to Eliminate Diabetes), an NIH-funded study in East Harlem. Bratton worked as a case manager and outreach organizer for UNITY of New Orleans, where she helped to employ innovative strategies leading to an unprecedented humanitarian effort after Hurricane Katrina, rehousing over 300 individuals in 30 days. > Researcher Lacy Cano graduated Magna Cum Laude from Brown University with a degree in Education Policy, with specialized coursework focused on educational funding equity, community engagement, and program implementation. Lacy taught action civics for two years, leading a classroom of 30 students 2-3 days a week in projects of their choosing designed to enact change in their communities, including advocating for youth employment programs and pushing for laws banning domestic violence offenders from owning firearms. Lacy's work with Generation Citizen exposed her to programs effectively fostering community engagement and student and community empowerment in Providence schools, as well as opportunities to collaborate with local partners. > Researcher Lindy A. Colvin specializes in mutually enabling development strategies between urban and rural spaces through sustainable food system planning. She is currently working with the City of Austin's OFfice of Sustainability and the Austin-Travis County Food Policy Board to implement the United Nation's Food and Agriculture Organization's Framework for the Urban Food Agenda, which is intended to localize the Sustainable Development Goals. She is also collaborating with faculty at Cardiff University, School of Geography and Planning (Wales, UK), where she studied Food Politics and Sustainability, to research the means by which global sustainability frameworks can be implemented by urban and regional planners. Previously, she worked with the Oregon Department of Corrections on their award-winning Sustainability in Prisons Project, which involved inmate labor habitat restoration projects for the Silver-Spotted Butterfly, educational certification programs for adults in custody, and collaboration with the Sustainability in Prisons Network. She also worked with Friends of Family Farmers and the People's Food Cooperative in Portland, Oregon. There are no other firms involved in our proposal. s www.yu�ncw�ino.�ig . �� nn�� Dubuque, IA O O W � Equitable Poverty Prevention Plan making good iaeas work{or tne better AUgUSt 16, 2019 Firm Qualifications and Experience Experience with Economic Opportunity/Poverty Prevention Policies and Programs We are passionate about community-oriented economic development and have striven to apply ideals of equity and shared prosperity for decades, in projects ranging from neighborhood redevelopment in Auburn, Washington centered around community engagement and development of "social capital,"to working with the Oregon Office of the Governor to develop a strategic plan to empower and meaningfully engage historically unemployed and under-employed groups of Oregonians. We have also carried out a strategic planning process in Atlanta, Georgia to design anti- poverty initiatives including promoting tax credits focused on job creation and pursuing job training and workforce development opportunities. And we conducted an "environmental scan" of potential programs to address the needs of at-risk youth for the Center for Families and Children in Cleveland, Ohio. Our firm advised the West Virginian Government on raising asset limits for TANF and Medicaid and a comprehensive state plan to expand health care coverage, and devised affordable prescription drug programs for Georgia, California, and Delaware. Through all these engagements and others, we have looked at issues relating to poverty and inequality through myriad lenses, gained an understanding of the diverse ways that various social and economic policies overlap and intersect, and constantly evolved new practices to better and more equitably serve communities. Perhaps most emblematic of our commitment to these issues is our work (touched upon above) with the state of Louisiana following the devastation wrought by Hurricane Katrina. We worked pro bono for several years to help Louisiana recover from Hurricane Katrina — eventually guiding the Louisiana Housing Finance Authority in the construction of a state-of-the-art housing complex for the elderly displaced by the storm and conducted a complete review of the post-Katrina performance of the Louisiana Recovery School District in New Orleans, one of most challenged school districts in America. In another engagement in Louisiana, we wrote a report for the Governor's Summit on Solutions to Poverty describing poverty in the state, looking at what the state is doing to address the issue, and ultimately providing recommendations, next steps, and initial action plans and road maps. Our history of economic opportunity projects includes: • Assisting the New Mexico Governor's Poverty Task Force in identifying national best practices in key areas, generating several bold new policy proposals representing novel initiatives the Task Force could recommend and New Mexico could undertake, providing presentations on new ways to think about poverty at a public meeting of the Task Force, arranging input from additional national experts, researching proposals and requests by Task Force members, and writing and editing portions of the Task Force report. • Helping the Delaware Treasurer's OFfice develop an asset-building strategy for poor families and assembling a financial literacy and reverse-mortgage program for Delaware seniors. • Authoring reports for the Pennsylvania House of Representatives on curbing payday lending and creating greater retirement security. 6 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 • Providing ongoing assistance for the Indiana Family& Social Services Administration on social services and Medicaid for children, families, and seniors, and welfare-related policy development. • Authoring reports for the Center for National Policy on new frameworks for national policies to assist at-risk youth and to promote early childhood education. • Creating the "roadmap"for a comprehensive early childhood system in Eagle County, Colorado. • Identifying best practices and innovative approaches for the Washington Department of Early Learning on how childcare subsidies can be used to fund high-quality early learning programs for low-income children. • Working with the non-profit, Philadelphia Safe and Sound, and the City of Philadelphia to develop one of the nation's first Children's Budget, Children's Report Card, and Children's Investment Strategy programs, which instituted performance metrics to oversee and direct improved spending on the health and well-being of children across funding streams and program silos. • Conducting a comprehensive review of the West Virginia Department of Health & Human Resources that called for restructuring and policy improvements that have been credited with helping to turn around service delivery to the neediest West Virginians. • Working with the California Department of Social Services to solve problems in the state's welfare-to-work sanctions system by investing in more workforce supports. • Designing a college scholarship program for under-resourced students in Cuyahoga County (Cleveland), Ohio. • Working with the Drum Major Institute, the think tank founded by Dr. Martin Luther King, Jr., to launch anti-poverty initiatives around the country. • Studying minority health disparities for the Virginia Department of Health. • Developing recommendations for the Governor of Arkansas, on behalf of national non-profit Share Our Strength, on steps to reduce and alleviate child hunger and food insecurity in the state. • Helping the California Corporations Department to target anti-payday lending efforts. • And our very first project: designing a workforce training program for the non-profit Congreso de Latinos Unidos, in Philadelphia. • Developing urban agriculture and renewable energy policy papers for progressive mayors on behalf of the Mayors Innovation Project. • Creating a "Smart Growth Action Plan"for the State of Louisiana focusing primarily on initiatives that would create jobs and save taxpayer dollars while creating a better quality of life and environment in the state. • Outlining potential programs and strategies to improve children's environmental health for the state environmental department in Arizona. • Helping to develop the Greater Baltimore Region Environmental Justice and Transportation Project. • Developing affordable housing policies for the New Jersey Coalition for Affordable Housing and 7 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 the Environment. • Formulating recommendations to consolidate lowa's housing programs into the lowa Finance Authority to increase operational efficiencies, allow"one-stop" service delivery for customers, and ensure more coordinated policy and services. • Developing policies to allow more New Yorkers to become "capitalized" and improving availability of housing for the low-end, mobile workforce that traditionally fuel the City's further economic growth. • Playing an instrumental role in guiding the Louisiana Housing Finance Authority in the creation, design, and construction of a state-of-the-art housing complex for the elderly displaced by Hurricane Katrina. • Advising the West Virginia Government on rural transportation best practices and funding for state transportation. • Assisting New Mexico in the implementation of a plan to address the "social transportation" problem of ineeting the transit needs of older and disabled citizens by bringing together disparate bureaucracies. • Overseeing the New Mexico state governmenYs program of outreach to disadvantaged communities for obtaining funding under the American Recovery& Reinvestment Act of 2009 (ARRA), better known as the Obama stimulus bill. • Working on a multi-step project for the Pennsylvania Department of Labor & Industry that included findings and recommendations as to how Pennsylvania could develop a skill standard and credentials system. • Assisting California State University in better relating higher education in the state to the needs of the economy and preparing Californians for the 21 st century economy. • Working with the California Department of Industrial Relations to develop a new approach to increasing labor standards enforcement. • Writing a place-based progressive economic development plan for the Mayors Innovation Project. • Working with the Delaware Governor's Office to design a new capital access program for small businesses during the Great Recession. • Developing job-creation Tax Credit Plans for the Governors of lowa, North Carolina, Delaware, and New Mexico. • Advising the Governor of New Mexico on "family-friendly policies" that could incorporate business-friendly incentives rather than purely punitive mandates. • Writing a paper for the Center for State Innovation on "high road" growth strategies. • Completing a comprehensive human services Needs Assessment for the Broward County (FL) Human Service DepartmenYs strategic planning process, which served as a tool for providing the most comprehensive and cost-effective services to Broward's most vulnerable residents. • Working with the Oregon Governor's Office, the Department of Human Services, and the OFfice of Vocational Rehabilitation Services to develop a strategic plan for the Closing the Employment s www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 Gap (CEG) Initiative that assessed existing reform and planning efforts within the workforce system to empower historically unemployed and under-employed groups of Oregonians. • Overseeing a report and symposium for the Center for National Policy on policies to assist at- risk youth. Our experience on this topic is, obviously, extensive, and can only be touched upon briefly here. Experience Collaborating with Municipal Governments Public Works values working on issues hands-on and at ground-level to address the unique needs of individual communities. Our work with local governments has reached all corners of the U.S. and concerned wide-ranging issues including poverty and economic opportunity, workforce development, housing, and others. In each of these engagements, we adapted our proven approaches to a local context to holistically address the needs of the community. We have designed economic development, education, transportation and housing policies for New York City, developed an anti-poverty agenda for Atlanta, addressed housing and budget issues in Chicago, studied management and staffing issues for Miami-Dade County, proposed economic development reforms in Seattle, studied food sustainability for Portland (OR), recommended economic incentive reforms for Fayette County/Lexington and city/suburb service consolidations in Jefferson County/Louisville, studied infrastructure planning for New Castle County (Wilmington, DE), and conducted performance reviews in Binghamton, NY, and Glendale, CA, and of the entire Travis County (Austin, TX) county government. We believe in creating change at the local level that is bottom-up, and equity-driven, and are confident that our experience equips us properly to address the needs of Dubuque residents. Experience Engaging with Low-Income Minority Populations Public Works is committed to work that empowers, equips, and creates sustainable systems for marginalized communities, including low-income and minority populations. We are passionate about community-oriented economic development and have striven to apply ideals of equity and shared prosperity for decades, as evidenced by the projects mentioned above. From community engagement and development of"social capital,"to designing anti-poverty initiatives including promoting tax credits focused on job-creation and pursuing job training and workforce development opportunities, to developing a program involving college scholarships for low-income county residents, the breadth and depth of our work speaks to our values and commitment to alleviating poverty. Through these engagements cited and others, we have looked at issues relating to poverty and inequality through myriad lenses, gained an understanding of the diverse ways that various social and economic policies overlap and intersect, and constantly evolved new practices to better and more equitably serve communities. Our history of economic opportunity projects includes: • Helping the Delaware Treasurer's OFfice develop an asset-building strategy for poor families and assembling a financial literacy and reverse-mortgage program for seniors. • Authoring reports for the Pennsylvania House of Representatives on curbing payday lending 9 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 and creating greater retirement security. • Providing ongoing assistance for the Indiana Family& Social Services Administration on social services and Medicaid for children, families, and seniors, and welfare-related policies. • Authoring reports for the Center for National Policy on new frameworks for national policies to assist at-risk youth and to promote early childhood education. • Identifying best practices and innovative approaches for the Washington Department of Early Learning on how childcare subsidies can be used to fund high-quality early learning programs for low-income children. • Conducting a comprehensive review of the West Virginia Department of Health & Human Resources that called for restructuring and policy improvements that have been credited with helping to turn around service delivery to the neediest West Virginians. • Working with the California Department of Social Services to solve problems in the state's welfare-to-work sanctions system by investing in more workforce supports. • Working with the Drum Major Institute to launch anti-poverty initiatives. • Studying minority health disparities for the Virginia Department of Health. • Developing recommendations for the Governor of Arkansas, on behalf of Share Our Strength, on steps to reduce and alleviate child hunger and food insecurity in the state. • Helping the California Corporations Department to fight payday lending rip-offs. Public Works also has experience working with non-English speaking populations: • Assisting the New Mexico Governor's Poverty Task Force in identifying national best practices in key areas, generating several bold new policy proposals representing novel initiatives the Task Force could recommend, providing presentations on new ways to think about poverty at a public meeting, arranging input from additional national experts, researching proposals and requests, and writing and editing portions of the report. • Designing a workforce training program for the non-profit Congreso de Latinos Unidos, in Philadelphia, our very first project, and working with the Hopi Tribe in Arizona on an assessment of its school system, our most recent project. • One of the team members assigned to this project, Lacy Cano, is a Spanish speaker. Strategic Planning Experience Public Works has produced strategic policy plans for the West Virginia Governor's and Treasurer's Offices, Connecticut Secretary of the State, California Environmental Protection Agency, Broward County Department of Health, California State University's workforce development programs, City of Atlanta's anti-poverty initiatives, Rhode Island Governor's Workforce Board, and California Attorney General's Office. Public Works also provided wide-ranging strategic policy advice to the California Attorney General's OFfice. The firm also helped stage a two-day strategic planning conference on programs across the country that proved effective in addressing the behavior and problems of youth offenders, one outcome of which was a report that identified how programs have achieved success, and how such efforts might be replicated nationwide — providing a blueprint for a new way to approach social issues generally. 10 www.yu�ncw�ino.�ig . �� nn�� Dubuque, IA O O W � Equitable Poverty Prevention Plan making gootl itleas work fo�the be��er August 16, 2019 Additionally, Public Works is currently completing a project for the Service Employees International Union (SEIU) Training & Education Fund on the effects of technological change on the health care industry and the implications for the training and preparation of SEIU members for the future health care workplace. We currently are developing plans for the next ten years for SEIU to equip workers with the skills that will be needed to operate in this rapidly-changing environment. Perhaps most directly comparable, however, we oversaw a wide-ranging strategic planning process on behalf of the non—profit Philadelphia Safe & Sound, leading to the City of Philadelphia Children's Investment Strategy. This strategic planning effort included the development of a comprehensive Children's Budget to identify and categorize spending for children by federal, state, and local agencies, and to track trends in the public sector's investment in Philadelphia's children. The Children's Budget is developed in conjunction with an annual Children's Report Card measuring key indicators of childhood wellbeing: the former involved tracking all expenditures related to children at the city level regardless of funding source; the latter consisted of series of inetrics and performance measures, and; the Children's Investment program for the City of Philadelphia related the two and articulated an outcomes- based strategy for improving the delivery of these services. These tools assessed how well the spending initiatives related to the outcomes. They then were used in a comprehensive, multidisciplinary strategic planning process for improving opportunity for Philadelphia's children and young people, by revealing gaps in services, promoting opportunities for greater cooperation and collaboration, and identifying opportunities for new revenues. This on-going program also established a method for relating budget priorities to the outcomes of child welfare programs, creating a nationwide model for cities, states, and jurisdictions to ensure the well- being of children through effective budget priorities. Together, these spending and outcomes measures formed the foundation for Philadelphia's Children's Investment Strategy that put public money where the results were. We similarly conducted an "environmental scan" for the Center for Families & Children, based in Cleveland, OH, to study opportunities for new initiatives and revenue sources in areas of early childhood education and child care, welfare, mental health, substance abuse, and youth- at-risk. We have also helped the Center for National Policy develop national strategies for addressing the challenges of at-risk youth and early childhood programming. Experience Partnering with the Public, Private, Labor, Non-Profit, and Education Sectors This project calls for collaborative partnering across different sectors working towards a shared agenda. We have been responsible for fostering such coordination between groups, such as with the Chicago Labor-Management Cooperation Committee, which was established between labor and the City under the City's Collective Bargaining Agreement to develop ideas to save the city money through identifying efficiencies in government operations. Similarly, our workforce projects in New Mexico, Delaware, and Rhode Island also required us to work in cross-sector partnerships not just with business and labor groups, but also non-profits and the education sector. For example, the Rhode Island Governor's Workforce Board project involved meeting with workforce system providers and stakeholders from governmental, quasi-governmental, non-profit, and private sector organizations; developing the New Mexico workforce system entailed our long-term staffing of a collaboration between representatives of 11 www.yu�ncw�ino.�ig . �� nnO�� Dubuque, IA O O W O Equitable Poverty Prevention Plan making gootl itleas work for the better {�UgUSt �6� 20�9 business, labor, the legislature, the higher ed and K-12 communities, and the executive branch; our Delaware workforce project involved focus groups with the state's leading businesses. This type of collaboration and partnership is common, if not essential, in economic development and workforce efforts, and we have extensive experience in that, as noted earlier. In addition, virtually all of our performance and organizational review work involves collaborating closely with a wide range of stakeholders, including citizens and community members but particularly the public sector workforce and their unions. We strongly believe that organizational change does not occur without the active support of all stakeholders, especially the workforce, and so above, all our efforts are built around equity, broad-based involvement, and commitment to implementation. Finally, our team has extensive experience engaging "lived experience" stakeholders. One example is our early childhood work in Eagle County, Colorado, where 35% of the population is Spanish-speaking and struggled to access infant care within the context of high poverty, lack of housing, and dearth of bilingual educational opportunities. Experience with Stakeholder Involvement We are similarly well-versed in developing mechanisms to engage stakeholders of all backgrounds in the change-making process. In all our projects we incorporate stakeholder involvement at every level to ensure that our recommendations are met with widespread backing and can be practically carried out. We are firmly committed to ensuring that all stakeholders are considered and have the opportunity to receive better services. Our previous experience on this topic includes a report for the California Corporations Department on stakeholder views on financial literacy programs and extensive stakeholder involvement in our workforce projects in Rhode Island, Delaware, and New Mexico. As an example, in Rhode Island, Public Works conducted 10 stakeholder meetings with representatives of state government, industry, and the non-profit sector to discuss the state's workforce system. Focus group sessions lasted 90 to 120 minutes each. Each group discussed: 1) the strengths of the existing workforce system in Rhode Island; 2) challenges or weaknesses with the current workforce system; 3) recommendations for ways the system could be improved; and 4) examples of the workforce system experiences from their fields of expertise. Stakeholder meetings included: • Community-based Organizations • Higher Education • Industry Partners • Large Businesses • State Agencies • Small Businesses • Labor Organizations • NetWORKri Staff • Local Workforce Board Executive • Youth Services Providers Directors and Chairs Another relevant example, our 2017 project with the Hopi Nation project involved the collection and analysis of a wide range of stakeholder data and input, both qualitative and quantitative. With the Hopi Nation we used a participatory research approach as one component of our data-gathering: Hopi High School student surveys. Top students took the lead in asking their friends and classmates to complete the surveys. In two schools, more than 50 parent surveys each were completed at parent teacher and 12 www.yu�ncw�ino.�ig • Dubuque, IA �n n�� ^nO�� EquitableAugust 16, 2019 � �v� � �� Poverty Prevention Plan mok��g gooa meas wo.x Wrme oeuer advisory council meetings. In total, Hopi stakeholders completed 605 surveys: Parents and Guardians (204), Hopi High School students (165), Community Members (142), and Administrators and Teachers (94). Later, we held a "Gallery Walk" survey of comments by students, parents, and family members during the "Hopi Day School Shindig." Ability to integrete this project into the consultanYs present workload Public Works regularly manages total contrad volume up to 20 times the size of this projed, and has staffed projeds in a majority of states across the country. We do not propose to take on a client or projed without knowing that we will be able to satisfy the client 100%; in fad, our dedication to complete client satisfadion is well-known, as former lowa Govemor Chet Culver and his Administration can attest: When we were hired to conduct a review of the entire lowa state government, the papenvork for the project delayed its start by a month, and Govemor Culver decided part-way through that he wanted to move up announcement of the projed's results— so we had only 3-1/2 months to complete what was supposed to be a six-months project. What did we do? Work twice as hard and complete the project on the new timeline. 13 • Dubuque, IA �n n�� nnO�� EquitableAugust 16, 2019 � �vJ � �n� Q Poverty Prevention Plan aking gootl Itleas work(orthe betle� References cov.a,e[cwve� Forme�covemo� s1s nasloo rnet rne[awve� �ou .aom S[ffieoflowa �imLarew FortnerChief-of- (319)33]-]0]9 larewlaw(�Daolmm S[aff m Ne Gwemor SL[eof AnnWilliamson FortnerSecreLry, (225)931�394 annwilliamsonlcDu[ahaov Louisiana Departmenrof Social services; currentlg Execufive Direc[or,U[ah Departmen[of Human Servicas Atlan[a Shitleq Franklin FortnerMaqor (404)591-]53] bloqqinqwhileblue(c➢qmailmm. sfranklin(c➢pumc�sebuil[mmmuni[ies.orq BmwardCounry MichaelElwall FortnerDirec[or, (954)35]-63]5 melwelllcDbmward.om Departmen[of Human Services Chicago JorgeRamirez FortnerPrasiden[, (312)50664Q5 cmccarthv-cinatllcDacmlomm Chicago Federa0on of Labor formerCo- Chair,Chicago Labor-Managemen[ Cooperffiion Committee Cuyahoga JamesRobkis FortnerTreasurer (216)2933595 �mkakisriavotlandmnservanaom Coun NewOtleans AndyKopplin FortnerExecuOve (504)5984663 andv.k000linla�[eachforamenca.om Direc[or,Louisiana Recwery Au[honry�, currently,Presiden[ &CEO,Grea[er New Otleans Founda[ion ravisCounry, SarahEckhardt CounryJudge (512)8549555 Sarah.Eckhardtta�traoiscountvtxaw X 1199SEIU SandiVi[o Direc[or (212)8944369 Sandi.VirolcD1199fundsom raining& Educafion Funds cs[Virginia GayleManchin Chair(former) (304)5568463 acmanchinlcDamailmm SL[e Board of Educafion Rhodelsland RickBrool¢ Execu[iveDirec[or (401)4628]ffi RickBmol¢lcDohhsnawRiclBmol¢lcDohhsriaov Gwemofs (former) orkforce Board 4. Project Methodology Public Works begins every engagement with an on-site 'projed launch" meeting to ensure that the goals, objectives and details of projed implementation are adequately defined and understood. We will establish points-of-contact and lines of communication to ensure that processes such as data collection and interviews are completed as expeditiously as possible. Our team will conduct initial interviews with the City's project management team regarding perceived strengths, weakness, opportunities, and ideas for economic and workforce development and will follow up this process with additional interviews of senior managers and relevant parties. We also stress regular and on-going communication with the client throughout the projed; we typically offer frequent 'virtual huddles' between our project manager and the client project lead to ensure transparency and foster issues identification. Anticipating issues before they arise is a hallmark of our projed management. ia • Dubuque, IA �n n�� ^nO�� EquitableAugust 16, 2019 � �v� � �n� 0 Poverty Prevention Plan aklnq gootl Itleas woM(ortFe betle� Comprehensive Analysis of Existing Materials Public Works will review the existing inventory of information available to Dubuque. One of the key reasons we are proposing a working partnership with the City of Dubuque is the impressive work that has been done and the clear signal that City leadership are fully committed to equity. We will evaluate former initiatives to see what worked well, and where improvement was needed; trace patterns and trends on employment, education, and the economy to gain greater historical conteut; and assess any secondary data affliated with Dubuque and its constituent neighborhoods. We will also examine relevant topical studies; use this data to identify significant expenditures and opportunities for more effedive investment; and utilize knowledge from these materials to inform interviews and stakeholder engagement. We recognize the broad and deep engagement Dubuque has already conduded; we'll identify any stakeholder engagement gaps and co-design strategies for engaging '9ived experience" community members. Participatory Methods and Community/Stakeholder Involvement We understand that widespread stakeholder engagement achieved through participatory methods is at the heart of this strategic partnership with the City of Dubuque. Inclusion and empowerment of community members who are part of the City's equity target population to tell the story behind the data will be crucial to the City's action planning and implementation. We will collaborate with the City's Department of Housing and Community Development, the Community Foundation of Greater Dubuque and other key organizations to carry out the community engagement for the Equitable Poverty Prevention Plan. Part 1: Our team has reviewed and is committed to using the City of Dubuque's 2014 Citizen Participation Plan as a guide for types of community engagement and we have robust experience when it comes to public hearings. It is clear that provision of data gathered and analyzed as part of the community engagement will be in both written and verbal formats, and that a minimum of one Public Works team member will attend the public hearing to present the findings and answer questions. Part 2: Community Engagement will build on the Part 1 results and process. We will actively engage residents, members of the community, businesses, government, non-proft, philanthropist, faith organizations and school leaders. Community input, particularly from residents with '9ived experience" (expenencing the stress of poverty)will be sought using different strategies and in ways that are respedful of culture, race, and language. Theory of Change. Building upon Dubuque's robust efforts to date, we will create an adaptive community map that will outline essential inputs, adivities, outputs, assumptions, short-term goals and long-term goals about the Equitable Poverty Prevention Plan's impact, influence and leverage to implement social change in the current landscape. Through participatory collaboration, these items will help craft Dubuque's Theory of Change (ToC)to achieve the goal of becoming not only a leader in alleviating but also a municipal model that values diversity, equity, and inclusion. Dubuque's ToC will be a pradical and essential part of the City's successful and sustainable transformation effort and the is • Dubuque, IA �n n�� ^nO�� EquitableAugust 16, 2019 � �v� � W � Poverty Prevention Plan mpking gOOtl Itl205 wo:rt n L�e�ef�m overarching goal of this projed. It is essential that the consulting team exercise critical consciousness Theory of of both the social strudures within which residents live and the praxis of individuals within the City I ,N,�,,s organizations that will colledively work toward Q � equitable change. The ToC process must be driven by principles of Anti-Racism & Anti- Io�*o��s � � Oppression pradices (AOPs). Increasing a<a. ., ... • � ..^ ^ �" �S I capacity-building for authentic awareness of all °....°'�� ," ' participants' positionality, privilege and powerwill F�A��>*�� " ' ' � be key to engaging community residents in � ` �"` � " �� developing the community action plan and the City's implementation strategies. Public Works has an established history of facilitating such processes through some combination of: • Outside/constituency advisory groups. We have eutensive experience working with such groups, particularly on projects involving economic and/or workforce development, such as our work launching and coordinating the West Virginia P-20 Council and the New Mexico Workforce Coordination & Oversight Committee (COC)—both of which included not just government officials but also business leaders, educators and community members. • Focus groups of "consumers"/residents in separate groups, possibly conducted in different language groupings. In the case of ourworkforce projed in Rhode Island, Public Works conduded 10 stakeholder meetings, with focus group sessions lasting 90 to 120 minutes each and covering: 1)the strengths of the existing workforce system; 2) challenges or weaknesses with the current workforce system; 3) recommendations for ways the system could be improved; and 4) examples of the workforce system experiences from their felds of expertise. Stakeholder meetings included community-based organizations; industry partners; state agencies; labor organizations; local workforce board executive diredors and chairs; higher education; various business; and youth service providers. Wth Dubuque, all interview and focus group participants will be encouraged to tell the story behind the data; no initial contribution will be discouraged: Novel suggestions are to be welcomed to break impasses or explore new ground for agreement or solutions. As the discussion progresses, it is the role of the facilitator to help narrow the focus as successive layers of agreement are identifed, without artificially constricting the group's options. Facilitation aids—such as articulation of the desired end product, facilitation process self-checking benchmarks and milestones, decision cntena, and guiding documents to ensure a common frame of reference—will all be designed to identify and address disagreements and to foster consensus so that the resulting framework as a whole is compelling and useable. • E-surveys. We have found that on-line, eledronic surveys—or"E-surveys"—are an excellent tool for soliciting broad input and enables respondents across a large geographic area to easily is • Dubuque, IA n n Equitable August 16, 2019 pv��Q� �n OQ� Poverty Prevention Plan aking good�tleas work(ortFe belte� access the survey from a web link and to submit electronic responses anonymously, quickly, and simply. Public Works identifes appropriate channels for distribution, including posting on a website open to the public, so that anyone may submit a response. We typically experience extremely high response rates, in the range of 40-60%. • Strategic I Ilustration (sometimes referred to as graphic facilitation and recording) involves capturing visioning and planning content—in pidures. It is a tool for bridging Dubuque's planning experience with the world of visual thinking to illuminate key concepts, different perspedives, decisions and the colledive input of the participants. We've found that people are naturally curious and more engaged in strategic planning that includes Strategic Illustration in a way that a focus on words alone does not come close to catalyzing. Pu blic Works has found that plans with strategic illustrations often become a part of inedia campaigns, and that stakeholders use the results of work on a daily basis rather than putting a new plan on a shelf to gather dust. We welcome the chance to include one large gathering of Dubuque stakeholders where strategic illustration is used if the City finds the QNE �$ VISION MAP " ��W`:; approach compelling and there is � �,u,,,�,� e �� . ��.. .�u �o� 1 ��* �^'^„ � room for additional colledive " � � � w,�cawv " `� �' �� > funding of such a stakeholder- ��+ �r'r " ' � 1 "' driven event. If such an event �� r 1' �` �i - � ��-�— isMtfeasible, ourStrategic �}'� � �'� � �n � �� .� Illustratorcan createtem lates �,'` l(e,. � • +�. �� I� � P -,�✓ � '� _ �.�' forfocus groups and World Cafe :� �� _�___j��Rqqq, � conversations where images are �`��.�� /�+� �. •M1 '� lf� �gathered and incorporated into � �,�, ,�,��,�� r��,� . the graphic roadmap. • World Cafe. We often employ "VVorld Cafe" design pnnciples in our community-centered planning work. Again, Dubuque's eutensive prior work may have used this process and at projed launch we propose a deeper conversation about how to make this crucial Equitable Poverty Prevention Plan development different and energizing. The World Cafe methodology is an effedive, and flexible format for hosting large group townhall-style dialogue or smaller"in the community" settings. The seven design principles are an integrated set of ideas and pradices: setting the conteut; creating an equitable and hospitable space; exploring questions that matter; encouraging all voices; connecting diverse perspectives with words and illustrations; collectively listening for patterns; and harvesting and sharing collective discoveries. When World Cafe design principles are used well, they foster collaborative dialogue, adive engagement, and construdive possibilities for adion. This methodology will be an effedive process for developing the vision for Dubuque's Theory of Change/community adion plan. Notably, we're curious about how a World Cafe process at downtown businesses might 'fiY for Dubuque. In the n • Dubuque, IA �n n�� ^nO�� EquitableAugust 16, 2019 � �v� � �� Poverty Prevention Plan mok��g gooa meas wo.x Wrme oeuer past we've had the luxury of working with local businesses, such as a laundromat in Eastern Washington, where residents naturally go, and we can be met where they are. If a local business, the faith community or schools are willing, we can design a Wodd Cafe public- engagement approach that is not a standalone special event but instead, integrates with Dubuque's community life. • Participatory Research is another tool we'd like to discuss using as part of Dubuque's community engagement two-part process. As mentioned, we used participatory research effedively in our work with the Hopi Nation. We've also employed participatory research in neighborhoods where 'butsiders"would not have been as effedive in data gathenng efforts. We can train and empower local participatory researchers with '9ived expenence"to be co- researchers with us as part of this engagement. All engagement and data gathering will start from the premise that there are no bad ideas and that residents of Dubuque know Dubuque best. Further, unlike usual govemment RFPs, we see that the tools and approaches used in Dubuque must be confirmed by the steering committee and core projed team before being set in stone. Avoiding engagement fatigue and driving toward resonating adion plan and ToC elements with an equity lens means listening frst, then finalizing a projed plan authentically informed by and with the community. Research, Data Collection, and Analysis Public Works is a pioneer in high-level public policy development and analysis for governments in a consulting capacity. We start with an eutensive base of knowledge in cutting-edge policy in every area —economic development, workforce development, and, especially, fighting poverty and promoting economic opportunity— at the focus of this RFP. The research components of the project are conducted by team members steeped in research backgrounds; we have full access to Columbia University's online and campus libraries for academic sources. Research is followed by analysis and synthesis. Meta-analysis involves synthesizing quantitative research results to find common results and identify overall trends by considering the conceptual basis of the studies; their design components; the type of sampling, data colledion tools and data collection approaches used; and the characteristics of the sources. Techniques used include visual data displays such as data display matrices showing how each data source addresses common variables, and Venn diagrams that represent ovedapping concepts. The coding system we use allows us to "estimate"the likelihood of strategies resulting in improved provision of services that will contribute to the quality of economic development, workforce preparedness, and economic opportunity. Meta-synthesis results in mapping different agencies' role in serving various constituencies, the partnerships formed for service delivery, the extent of collaboration between and among agencies, services delivered through multi- agencies or by a single agency, and successful economic development programs. ie • Dubuque, IA ,,,,n n�� ^nO�� Equitable August 16, 2019 O��vJ �n� Poverty Prevention Plan `�✓ aklnq gootl Itleas woM(ortFe belter Create Action-Oriented Proposals Public Works will utilize the resutts of our comprehensive research, data analysis, and interviews to develop adionable plans and initiatives alongside stakeholders, the projed steering committee and City leadership. . We will incorporate evidence from our quantitative findings, as well as qualitative insights gained through interviews and focus groups, into composite plans that can be implemented and sustained. We will look for patterns across narratives and data sets and allow additional considerations to emerge and shape upcoming plans: for example, if quantitative data and/or interviews with young people reveal a lack of affordable and accessible transportation as a meaningful obstacle to stable employment, we will ensure that our action-oriented plans target transportation as a barrier. If the same sources reveal that the bus system is an asset of the community that not many people have information about, our plans can address this gap in knowledge so that community members can access an existing neighborhood resource. Again, we welcome the resource role we will play at the City's public heanng(s). We have vast experience developing policy at the national, state and local levels, having designed programs for national think tanks, served as an 'butside policy office"for a half-dozen Governor's Offices, and developed policy solutions for countless state and local govemments. (Summaries of most of our projeds are available at www.Public-Works.orq, under the "Knowledge Center"tab.) One projed that exemplifies our approach to policy development is our work with California Environmental Protedion Agency to develop and enact landmark brownfields legislation that would gain the assent of both business and environmentalists and pass the legislature: We devised a funding strategy for the new cleanup program that produced mauimum financial leverage for enabling projeds to proceed for the minimal funding available from the legislature, and proposed creation of a revolving fund to be paid back through Tax Increment Financing by successful projeds—which made it possible to stretch the initial public capitalization into years of additional cleanups. The new law was hailed by the nationwide Supertund Report as 'hovel," "unique," and 'precedent-setting" Develop Effective Metrics for Implementation and Evaluation Public Works understands that an essential component of every successful projed is effedive mechanisms for tracking collective progress. Dubuque's Equitable Poverty Prevention Plan is not an initiative separate and apart but another key component of the City's drive toward a connected and thriving community. The quality measurements within this plan will serve different purposes for different stakeholders; given their multiple uses and audiences, and pertormance metrics must be clear, simple, understandable, and aligned carefully and targeted. If everyone understands and sees themselves in the metrics, there is a greater likelihood of shared accountability/ownership and shared success. Metrics need to be adaptable enough to also be updated and amended as needed to refled changes and the conteut within the community over time. However, the community-driven metrics will build upon trends and best practices with an equity lens and will include annual performance measurements to track progress toward desired outcomes in fve years. is • Dubuque, IA �n n�� ^nO�� EquitableAugust 16, 2019 � �vJ � �n� � Poverty Prevention Plan OlOkln9 9000'�tlP05 wOek fp�tM1P bEL�E� Draft Reports Our reports include implementation strategies to use as a blueprint for making the community action plan and budgeting decisions. Draft written reports are developed and submitted with suffcient time for input from as wide an audience as possible. Since the report becomes the permanent record of the review, it is written not only for immediate use but also as a guide and a tool for follow-up to determine if recommendations are being fully implemented. Our reports go through a rigorous review and editing process before public distribution with ample opportunities for the client to review and comment before fnalizing. Finally, we will solicit suggestions from the City's team as to reports to benchmark the final draft's style and use of visual images; the Share Our Prospenty Philadelphia plan, for instance, may be a report Dubuque's team finds particularly creative and meaningful. zo • Dubuque, IA „_,n n�� nnO�� Equitable August 16, 2019 �»�v� �� Poverty Prevention Plan ��✓ avm9 9ooa��aeas woru�or me eeuer 5. Timeline � SepOctNovDecJanFebMarAprMa� Je JulAugSepOct ie-aa � Identify causes/anatysis of conditions, oulcomes, �'� services,etc.and 6est practices Create lisl or matrix of community initia�ives, enlities, 12 programs, projects, and services relaled to poverty, with contact information antl tlescriptions Itlentify overlaps antl gaps in the above list or matrix, and recommendi opportunilies lo improve effciency, 1'3 effectiveness and service delivery to persons living in paverty Reseamh, analysis,evaluation and recommendations regarding of[he challenge oi poverty, currenl Irends 1.4 and best pradices, programs and ini�iatives, poverty Ihreshold measures, and lhe poverty narrative with a fows on ihe Dubuque community - Part 1 2.1 Produce Community Engagemenl Plan Z Z Conducl Community Engagemenl in accord wi[h Plan and this Proposal I 2 3 Summarize collec[ed and analyzed community engagement information irom Pad 1 in written form 2 4 Public hearing held before the Community Development Advisory Commission Part 2 Cwrdinate with the CFGD in�heir update of lhe 2015 3.1 Communiry Equity Pmfle and crea[ion of Ihe Grea�er Dubuque Communiry Intlicators repotl through tlata sharing and pmcess coordinalion Conlinue Community Engagement in accord wi[h Plan 32 and ihis Pmposal 3.1 Research and developmen�of Ac�ion Plan and Implementation Slrategy Pmduce draft Adion Plan and Implementalion 32 Stra�egy, including recommended budget and phasing for implementation 3.3 Con�inue Communily Engagemenl in accord with Plan and�his Proposal,to validate Plan &a � 3 4 Action Plan and Implementa[ion SUalegy validated with community input Executive Summary suitable for public distribufion Consultant presentation to Ciry Council Completion of plan and all deliverables Adoption of Final Plan by City Council 21 www.publicworks.org AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN the CITY OF DUBUQUE, IOWA AND PUBLIC WORKS LLC THIS AGREEMENT (the Agreement), dated for reference purposes the 19�h day of September, 2019, by and between Public Works LLC ("Service Provider") and City of Dubuque, lowa ("City"). WHEREAS, City desires to engage Service Provider to provide professional services for consultinq on Citv's Equitable Povertv Prevention Plan; and WHEREAS, the accomplishment of the hereinafter described work and services is authorized by execution of this Agreement between City and Service Provider. NOW THEREFORE IT IS AGREED AS FOLLOWS: SECTION 1. SERVICE PROVIDER'S SERVICES 1.1. Service Provider's Services. (1) Service Provider's services consist only of those Services pertormed by Service Provider, Service Provider's employees and Service Provider's Service Providers as enumerated in Exhibit "A" of this Agreement (hereinafter, "Services".) (2) Service Provider will assign qualified and experienced personnel to pertorm the Services. Where Exhibit "A" identifies specific Service Provider personnel, those individuals will remain assigned to provide the Services throughout the term of this Agreement, in accordance with their roles and responsibilities identified in Exhibit "A," unless otherwise approved in writing by City. However, if City objects to the manner of pertormance of any Service Provider personnel (including any third-party contractors or agents of Service Provider), Service Provider will promptly take all necessary actions to rectify the objection, including, if requested by City, the prompt removal of the individual from the provision of Services to City. If it becomes necessary to replace any personnel, Service Provider will provide as a replacement a person with equivalent or better qualifications, as approved by City (such approval not to be unreasonably withheld). 071519ba1 (3) Service Provider warrants to City that Service Provider has sufficient experience and financial resources to complete the Services required by this Agreement. (4) Service Provider will pertorm the Services in a timely manner and in accordance with any schedule set forth in Exhibit "A." The parties agree that time is of the essence with respect to Service Provider's performance. (5) Service Provider warrants that it will pertorm the Services in a diligent and highly professional manner, in accordance with applicable law and through experienced individuals trained to pertorm the Services. Service Provider will obtain all required governmental and third-party licenses, approvals and permits appropriate for the provision of Services and deliverables. (6) Service Provider warrants that all deliverables will be developed in accordance with the quality standards of the applicable industry, and will meet in all respects the requirements set forth in Exhibit "A." Service Provider further warrants that the Services and deliverables will not infringe or misappropriate the rights of any third party, and that Service Provider has all power and authority to convey ownership of the Services and deliverables to City in accordance with thisAgreement. (� City will have a reasonable opportunity, not to exceed thirty (30) days, unless otherwise specified in Exhibit "A," to review all deliverables or Services provided to City under this Agreement. If City informs Service Provider of a deficiency in the deliverables or Services, Service Provider will promptly make corrections and resubmit them to City for review and approval. Service Provider will not charge City for the time and expense in making corrections to deliverables that fail to comply with the requirements of this Agreement. If Service Provider is not able to timely make all appropriate corrections, Service Provider will promptly refund any amounts previously paid by City for work not pertormed in accordance with this Agreement. Nothing in Section 1 .1 (5). will excuse Service Provider from meeting any delivery or project schedule set forth in Exhibit"A." 1.2. Additional Services. (1) Service requested by City which is not described on Exhibit "A" as part of Service Provider's services shall be considered as additional services of Service Provider for which Service Provider may request additional compensation to be paid. Service Provider shall not perform additional services requiring additional compensation without a written orderto do so signed by City's Project Managerwhich contains a mutually agreeable amount of additional compensation for the work. Any work performed by Service Provider for which a written order with a stated amount of compensation has not been issued shall be conclusively presumed to be part of Service Provider's Services as set forth in Exhibit "A" and for which no additional compensation shall be due from City. z (2) If Exhibit "A" contains provisions for contingent basic services, such services shall not be performed without a written order to pertorm the work signed by the Project Manager. SECTION 2. CITY'S RESPONSIBILITIES. 2.1. City shall provide full information regarding requirements for the Services, including a program which shall set forth City's objectives, schedule, constraints and criteria, including any special requirements, any previous reports or data relative to the Services, flexibility, and expendability of the Services. City may request the assistance of Service Provider to define the scope of information needed. 22. City shall establish and update an overall budget for the Services, and City's other costs and reasonable contingencies related to all of these costs. City may request the assistance of Service Providerto estimate Servicecosts. 2.3. City shall designate a city representative as the "Project Manager" authorized to act on City's behalf with respect to the Services. City or such authorized city representative shall render decisions and inform Service Provider of the same in a timely manner pertaining to questions or documents submitted by Service Provider in order to avoid unreasonable delay in the orderly and sequential progress of Service Provider'sServices. 2.4. City may require and Service Provider shall execute, as part of its Services hereunder, any certificates or certifications customarily, commonly, or reasonably required by seroices of this type. The proposed language of any certificates or certifications requested of Service Provider or Service Provider's Service Providers shall be submitted to Service Provider for review and approval at least 14 days prior to execution. City shall not request certifications beyond the scope of Service Provider's Services under this Agreement. 2.5 Notwithstanding anything to the contrary in this Section 2, City shall be required to furnish information or services described in this Section 2 only to the extent that such information or service is both reasonably required and actually requested by Service Provider in order to perform Service Provider's Services under this Agreement. SECTION 3. OWNERSHIP AND USE OF DOCUMENTS. 3.1 . All deliverables to be provided under this Agreement, and any invention, improvement, discovery, or innovation (whether or not patentable) made, conceived or actually reduced to practice by Service Provider in the pertormance of Services hereunder (collectively, "Work ProducY') will be owned exclusively by City, including all proprietary and intellectual property rights therein. To the extent not automatically vest in City, Service Provider hereby assigns to City all right, title and interest in and to the Work Product, including, without limitation, copyright, patent and trade secret rights. Upon City's request, Service Provider will execute any additional documents necessary for City to pertect its ownership rights. 3 3.2 Notwithstanding the foregoing, Service Provider will retain ownership of it pre-existing and proprietary materials and other intellectual property that may be incorporated into the Work Product. 3.3. Copies of City-furnished data that may be relied upon by Service Provider are limited to the printed copies (also known as hard copies) that are delivered to Service Provider. Files in electronic media format of text, data, graphics, or of other types that are furnished by City to Service Provider are only for convenience of Service Provider. Any conclusion or information obtained or derived from such electronic files will be at the user's sole risk. 3.4. All sketches, tracings, plans, specifications, reports on special studies and other data prepared under this Agreement shall become the property of City and shall be delivered to the Project Manager upon completion of the plans or termination of the services of Consultant. There shall be no restriction or limitations of their future use by City, except any use on extensions of the project or on any other project without written verification or adaptation by Consultant for the specific purpose intended will be City sole risk and without liability or legal exposure to Consultant. SECTION 4. SERVICE PROVIDER'S CLAIMS AND ARBITRATION. 4.1. If any instruction or decision by the Project Manager gives rise to a claim by Service Provider for additional compensation or time to complete the Services, such claim shall be made in writing to the Project Manager. The claim shall state the amount of additional compensation or time requested and the reasons for the claim. The claim must be filed within ten days of the decision or instruction by the Project Manager giving rise to the claim or it shall be deemed waived by Service Provider and shall not be subject to any arbitration or litigation. 42 In the case of a claim made by Service Provider, the Project Manager shall confer with Service Provider for the purpose of resolving the claim by mutual agreement. If the parties are able to agree, the Project Manager shall reduce the agreement to writing and it must be signed by both parties to be effective. If the parties are unable to agree the Project Manager shall render a decision in writing. The Project Manager shall make their decision and provide a copy thereof to Service Provider within ten days of the filing of the claim. 4.3. The decision of the Project Manager shall be final and binding upon Service Provider unless Service Provider appeals the decision of the Project Manager to the City Manager. Such appeal shall be taken within seven days from the Project Manager's decision by filing with the City Manager a request for review of the Project Manager's decision and full statement of the facts surrounding the claim and the amount of the claim. The City Manager shall fix a date, time and place to hear the matter, which date shall be not less than eleven days from receipt of the request for review. If the matter is not heard within eleven days or a decision not rendered by the City Manager within seven days of the hearing, the claim shall automatically be deemed denied by the CityManager. a 4.4. The decision of the City Manager shall be final and binding upon Service Provider unless within one month from the date of the decision of the City Manager or such additional time as the City Manager may agree upon, the City Manager and Service Provider agree in writing to arbitration or Service Provider files suit in the lowa District Court for Dubuque County which the parties agree is the exclusive venue for any suchaction. 4.5. All time limits herein may be extended or shortened by agreement between the City Manager and Service Provider. 4.6 Any other dispute not involving additional compensation or time to complete the Project shall be brought to the attention of City or Service Provider in writing as soon as the party becomes aware a dispute exists. The Project Manager shall confer with Service Provider for the purpose of resolving the dispute by mutual agreement. If the parties are able to agree, the Project Manager shall reduce the agreement to writing and it must be signed by both parties to be effective. If the parties are unable to agree, the Project Manager shall render a decision in writing. The Project Manager shall make the decision and provide a copy thereof to Service Provider within ten days of the presentation of the dispute. Thereafter, the provisions of Sections 4.3 and 4.4. shallapply. 4.7. All claims, disputes and other matters in question between City and Service Provider, arising out of or relating to this Agreement or the breach thereof, may be decided by mediation or arbitration, only if City and Service Provider can mutually agree in writing upon the time, places, mediators or arbitrators, and various rules of inediation or arbitration conduct, any other paragraph, law or rule to the contrarynotwithstanding. SECTION 5. TERMINATION, SUSPENSION OR ABANDONMENT. 5.1. This Agreement may be terminated by either party upon not less than seven days' written notice should the other party fail substantially to pertorm in accordance with the terms of this Agreement through no fault of the party initiating thetermination. 52. If the Services are suspended by City for more than 30 consecutive days, Service Provider shall be compensated for Services performed prior to notice of such suspension. When the Services are resumed, Service Provider's compensation shall be equitably adjusted to provide for expenses incurred in the interruption and resumption of Service Provider's services. 5.3. This Agreement may be terminated by City upon not less than seven days' written notice to Service Provider in the event that the Project is permanently abandoned. If the Project is abandoned by City for more than 90 consecutive days, Service Provider may terminate this Agreement by giving written notice. 5.4. Failure of City to make payments to Service Provider in accordance with this Agreement shall be considered substantial nonpertormance and cause fortermination. s 5.5. This Agreement may also be terminated by City upon seven days written notice, without regard to any fault or failure to perform by any party, and solely for City's convenience. In the event of such termination, Service Provider shall be paid compensation in the same manner as set out in Section 5.7, and City shall have no further liability for compensation expenses, or fees to Service Provider hereunder except as set out under paragraph 5.8. 5.6. If City fails to make payment when due Service Provider for Services, Service Provider may, upon seven days' written notice to City, suspend performance of Services under this Agreement. Unless payment in full is received by Service Provider within seven days of the date of the notice, the suspension shall take effect without further notice. In the event of a suspension of Services, Service Provider shall have no liability to City for delay or damage caused City because of such suspension ofServices. 5.7. In the event of termination not the fault of Service Provider, Service Provider shall be compensated for Services pertormed prior to termination, together with reimbursable expenses incurred and due and termination expenses. 5.8. In the event of any termination under this Section 5, Service Provider consents to City's selection of another Service Provider of City's choice to assist City in any way in completing the Project. Service Provider further agrees to cooperate and provide any information requested by City in connection with the completion of the Project. Any services provided by Service Provider which are requested by City after termination shall be fairly compensated by City. 5.9. In the event of termination due to the failure of Service Provider to abide by the provisions of this agreement, City may at its option: Compensate Service Provider for all Services satisfactorily pertormed prior to date of termination plus all reimbursable expenses directly associated therewith and proceed with the Project utilizing the services of other Service Providers, reserving unto itself the right to seek from Service Provider any damages it may be lawfully entitled to receive. 5.10. In the event of termination, regardless of cause, Service Provider shall deliver to City all documents as specified in Paragraph 3.1 for which City has compensated Service Provider. 5.11. Termination expenses are in addition to compensation for Services and include expenses which are directly attributable to termination. Termination expenses shall be actual out-of-pocket costs or expenses incurred by Service Provider as a result of termination not Service Provider's fault. SECTION 6. MISCELLANEOUS PROVISIONS. 6.1. This Agreement shall be governed by the laws of the State of lowa. 6 6.2. The lowa District Court for Dubuque County, lowa shall be the exclusive venue for any litigation between City and Service Provider over any matter arising out of this Agreement. 6.3. This is a contract for services. Therefore, City shall not be bound to the successors, executors, administrators, assigns or legal representatives of Service Provider in respect to the covenants and obligations of this Agreement absent specific written agreement to be so bound. 6.4. Neither City nor Service Provider shall assign or transfer any rights under or interest in (including, but without limitation, moneys that may become due or moneys that are due) this Agreement without the written consent of the other except to the extent that the effect of this limitation may be restricted by law. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement. Nothing contained in this paragraph shall prevent Service Provider from employing such independent Service Providers, associates and subcontractors as he may deem appropriate to assist him in the pertormance of services hereunder. 6.5. This Agreement represents the entire and integrated agreement between City and Service Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both City and Service Provider. 6.6. Nothing contained in this Agreement shall create a contractual relationship with or a cause of action in favor of a third party against either City or Service Provider. 6.7. Service Provider shall have the right to include representations of the Services, among Service Provider's promotional and professional materials. Service Provider's materials shall not include City's confidential or proprietary information if City has previously advised Service Provider in writing of the specific information considered by City to be confidential or proprietary. Service Provider shall not use the design materials in any way which may jeopardize City's entitlement to state or federalfunds. 6.8. Service Provider agrees to assist and cooperate with City in any arbitration or litigation involving another person and arising out of services pertormed by Service Provider under this Agreement. City agrees to pay Service Provider for all services rendered in accordance with the provisions of Section 8.2(3)(c). If, however, negligence by Service Provider is found to exist by the factfinder, City shall have no obligation to reimburse Service Provider for services rendered in defending thatallegation. 6.9. Neither the Project Manager nor City's review, approval or acceptance of, nor payment for, any of the services required under this Agreement shall be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the pertormance of this Agreement, and Service Provider shall be and remain liable to � City in accordance with applicable law for all damages to City caused by Service Provider's negligent performance of any of the services furnished under thisAgreement. 6.10. The rights and remedies of City provided for under this Agreement are in addition to any other rights and remedies provided by law. 6.11. Both parties shall be absolved from liability for any act, omission, or circumstances occasioned by any cause whatsoever not within the control of the party affected thereby and which such party could not, by reasonable diligence, have avoided. Such acts, omissions, or circumstances, however, shall not relieve such party of liability in the event of its failure to use reasonable diligence to remedy the situation and remove the cause in an adequate manner and with all reasonable dispatch and to give notice and full particulars of the same in writing to the other party as soon as possible after the occurrence of the caused relied on. The requirement that any force majeure be remedied with all reasonable dispatch shall not require the settlement of strikes or labor controversies by acceding to the demands of the opposing party or parties. 6.12. All Services described on Exhibit "A" under basic services shall be completed by the time specified in Exhibit "A". If additional services are requested which delay Service Provider in meeting any of these dates, Service Provider shall be entitled to more time to complete the Services specified. 6.13. Service Provider shall not be responsible for the acts or omissions of City, City's other Service Providers, contractors, and subcontractors, any of their agents or employees, or any other persons pertorming any of the work other than those parties identified in Section 1 .1(1) above. 6.14. It is recognized that neither Service Provider nor City has control over the cost of labor materials or equipment, over Service Provider's methods of determining bid prices, or over competitive bidding, market or negotiation conditions. Accordingly, Service Provider cannot and does not warrant or represent that bids or negotiated prices will not vary from the project budget proposed, established or approved by City, if any, or from any other cost estimate prepared by Service Provider. However, if Service Provider's Services require the project to be designed within a set budget, Service Provider shall be required to re-design the project to bring the cost within the budget at no additional expense to City. 6.15 In the case of a conflict between the provisions herein and any other attachment to this Agreement, the provisions set forth above will govern, unless otherwise specifically agreed to in writing. SECTION 7. INSURANCE AND INDEMNIFICATION 7.1. Service Provider shall procure and maintain during the term of this Agreement insurance as required by the Insurance Schedule set forth in Exhibit C. s 72. Indemnification - To the fullest extent permitted by law, Service Provider shall indemnify and hold harmless City, its officers and employees, from and against all claims, damages, losses and expenses, including but not limited to attorneys' fees, arising out of or resulting from pertormance of the Agreement, provided that such claim, damages, loss or expense is attributable to bodily injury, sickness, disease or death, or injury to or destruction of property, including loss of use resulting therefrom, but only to the extent caused in whole or in part by negligent acts or omissions of Service Provider, or anyone directly or indirectly employed by Service Provider or anyone for whose acts Service Provider may be liable, regardless of whether or not such claim, damage, loss or expense is caused in part by a party indemnified hereunder. SECTION 8. PAYMENTS TO SERVICE PROVIDER 8.1. Reimbursable Expenses. Reimbursable expenses are actual expenses incurred by Service Provider and Service Provider's employees and Service Providers in the interests of the Project, as identified in Exhibit"A" or as agreed for additional services. If reimbursable expenses are not itemized on Exhibit "B", no charge for reimbursable expenses may be made by Service Provider for basicservices. 82. Method Of Payments For Services And Expenses Of Service Provider. (1) City shall pay Service Provider for basic services pertormed as described on Exhibit "A", a maximum amount as set forth on Exhibit "B". Exhibit "B", "Service Provider's Project BudgeY' attached hereto, which is a part of this Agreement, sets forth the costs of services, special Service Providers, a reimbursable expenses budget, and a grand total. Billings for services shall be on the basis of the charges set forth therein. The absolute maximum amount payable to Service Providerforthe basic services contemplated by the Agreement is the total sum stated on Exhibit "B". Service Provider assumes complete responsibility for the accuracy of the budget. City is entitled to any savings in the budgeted figures realized during the course of the Project. (2) City shall pay Service Provider for contingent basic services pertormed as described on Exhibit "A", under the heading of "Description of Contingent Basic Services", if any, a maximum amount as set forth on Exhibit"B". Exhibit"B", "Service Provider's Project BudgeY' under the heading "Contingent Basic Services Fee" attached hereto, which is a part of this Agreement, and which sets forth the costs of services, special Service Providers, a reimbursable expenses budget and a grand total. If reimbursable expenses are not itemized on Exhibit "B" no charge for reimbursable expenses may be made by Service Provider for contingent basic services. Billings for services shall be on the basis of the charges set forth therein. The absolute maximum amount payable to Service Provider for the contingent basic services contemplated by the Agreement is the total sum stated on Exhibit "B". Service Provider assumes complete responsibility for the accuracy of the budget. City is entitled to any savings in the budgeted figures realized during the course of the Project. 9 (3) Additional Services. In the event additional services are desired by City, the same shall be requested by written order which shall specify the additional services and maximum charge therefore including any special Service Providers and reimbursable expenses and shall be signed by Service Provider and Project Manager. City shall pay Service Provider for additional services rendered under Section 1 as follows: (a) For additional services rendered by Service Provider, the charges set forth in Exhibit "B" for basic services shall be the basis for determining the charges for additional services plus agreed upon reimbursableexpenses. (b) For additional services and reimbursable expenses of a special Service Provider employed by Service Provider as part of additional services, the amount billed to Service Providertherefor. (c) For the services rendered by principals and employees as Service Providers or witnesses in any litigation, hearing or proceedings in accordance with Section 6.8, at a rate to be negotiated. 8.3. Service Provider shall submit monthly statements for basic and additional services rendered and for allowable reimbursable expenses incurred to the Project Manager based upon actual work completed during the billing period. City shall make prompt monthly payments in response to Service Provider's monthly statements. 8.4. If City fails to make any payment due Service Provider for services and expenses within thirty days after receipt of Service Provider's bill therefor, the amounts due Service Provider shall include a charge at the rate of 1 °k per month from said thirtieth day, and in addition, Service Provider may, after giving seven days' written notice to City, suspend services underthisAgreement until he has been paid in full all amountsdue Service Provider for services and expenses. SECTION 9. HAZARDOUS ENVIRONMENT. 9.1. City has disclosed to the best of its knowledge to Service Provider the existence of all asbestos, PCBs, petroleum, hazardous waste, or radioactive material located at, on, or near the site, including type, quantity and location. No additional compensation to perform the services shall be allowed to Service Provider based upon all disclosed hazardous materials. Service Provider warrants that Service Provider has given due consideration to the disclosure in preparing Exhibit"B". 92 If there has been no disclosure prior to the date of this agreement, City represents to Service Providerthat to the best of its knowledge a hazardous environmental condition does not exist. 10 9.3. If a hazardous environmental condition is encountered or alleged, Service Provider shall have the obligation to notify City and, to the extent of applicable Laws and Regulations, appropriate governmental officials. 9.4. If there has been no disclosure of a known hazardous environmental condition, Service Provider's scope of service does not include any services related to a hazardous environmental condition. In the event Service Provider or any other party encounters a hazardous environmental condition, Service Provider may, at its option and without liability for consequential or any other damages, suspend pertormance of services on the portion of the Project affected thereby until City: (i) retains appropriate specialist Service Provider(s) or contractor(s) to identify and, as appropriate, abate, remediate, or remove the hazardous environmental condition; and (ii) warrants that the site is in full compliance with applicable laws and regulations. 9.5. If Service Provider's services underthis agreement cannot be pertormed because of a hazard environmental condition, the existence of the condition shall justify Service Provider terminating this agreement for cause on 30 days' notice. The provisions of paragraph 5.7 shall apply. CITY OF DUBUQUE, IOWA SERVICE PROVIDER Public Works LLC Michael C. Van Milligen, City Manager by: Eric B. Schnurer, President 11 EXHIBIT A SCOPE OF SERVICES See proposal of Public Works LLC. 12 EXHIB IT B FEES See proposal of Public Works LLC. We are proposing a total cost of$74,750, budgeted as follows: � • � • • . • ' • "� � _. . �. . - • ... _ $20,000 0 $20,000 � • . � = $26,000 $5,000 $31,000 $13,000 $750 $13,750 • � • � $8,500 $1,500 $10,000 $67,500 $7,250 $74,750 Hourly rates for staff are as follows: Jone Bosworth $250 Eric B. Schnurer $250 Johnny J. Mack $225 Dr. Linda Rhodes $225 Daniela Glick $195 Brennan Bratton $175 Lacy Cano $125 Lindy Colvin $125 Graphic Illustration $200 Reference: Former Governor Chet Culver, the Chet Culver Group Interviewer: Rahim Akrami, ICMA Fellow, Dubuque, IA Phone Call: 1:30-1:47pm Date: Sept. 4, 2019 QUESTIONS FOR REFERENCE CHECKS FIRM NAME: Public Works, LLC REFERENCE NAME/POSITION: Former Governor Chet Culver COMMUNITY: State of lowa PROJECT: Housin�, Efficiencv, Bud�etin�, other What was your role/level of involvement in this project? Former Governor Chet Culver (referred to as the governor hereafter) said he has worked with Public Works, LLC (referred to as the firm hereafter) on various occasions. Public Works has worked on several projects during the governor's tenure, work related more specifically to modernizing and reorganizing state government initiatives. The governor said he was 'very happy with the firm's ideas, solutions, and recommendations'. The firm played a critical role in the state's housing streamlining process,the overall reorganization of the government processes and were heavily involved with the government's efficiency efforts. Which member(s) of the firm did you work with? In what capacity? The governor has worked with various members of the firm in the past, including the Senior Vice president Joe Colin and CEO Eric B. Schnurer. The governor has also worked with other senior managers and was impressed with the overall team performance and professionalism from 'top down'. How would you rate their communication skills? The governor said the team was very responsive. The firm also responded to a 'time crunch' and 'were on the ground'to meet deadlines. How would you rate their technical skills? Creativity? The governor was very impressed with the firm's technical skills and their ability to produce excellent documents, reports, executive summaries and chart graphs. The firm also employed user friendly products. The governor felt the team added 'real value to what we were trying to accomplish'. The firm played a significant role not only with housing, but overall efficiency process. The State was in critical phase of streamlining the budgeting process, and 'doing anything to save, reduce duplication". The firm's efforts were very successful. Was the project completed on time (how long)?Within budget (how much)? If not, why? Yes, yes. Would you rehire this firm?Why or why not? The governor said he would highly recommend the firm and that he enjoyed working with them, and the firm 'cared about we were trying to do'. Would you recommend them for our project?Why or why not? The governor said he would recommend the firm based on its extensive experience and quality of work. Anything else you would like to share with us about your project or this firm? The governor said he would be willing to respond if there were additional questions/comments. AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN the CITY OF DUBUQUE, IOWA AND PUBLIC WORKS LLC THIS AGREEMENT (the Agreement), dated for reference purposes the 16�n day of September, 2019, by and between Public Works LLC ("Service Provider") and City of Dubuque, lowa ("City"). WHEREAS, City desires to engage Service Provider to provide professional services for consultinq on Citv's Equitable Povertv Prevention Plan; and WHEREAS, the accomplishment of the hereinafter described work and services is authorized by execution of this Agreement between City and Service Provider. NOW THEREFORE IT IS AGREED AS FOLLOWS: SECTION 1. SERVICE PROVIDER'S SERVICES 1.1. Service Provider's Services. (1) Service Provider's services consist only of those Services performed by Service Provider, Service Provider's employees and Service Provider's Service Providers as enumerated in Exhibit "A" of this Agreement (hereinafter, "Services".) (2) Service Provider will assign qualified and experienced personnel to pertorm the Services. Where Exhibit "A" identifies specific Service Provider personnel, those individuals will remain assigned to provide the Services throughout the term of this Agreement, in accordance with their roles and responsibilities identified in Exhibit "A," unless otherwise approved in writing by City. However, if City objects to the manner of performance of any Service Provider personnel (including any third-party contractors or agents of Service Provider), Service Provider will promptly take all necessary actions to rectify the objection, including, if requested by City, the prompt removal of the individual from the provision of Services to City. If it becomes necessary to replace any personnel, Service Provider will provide as a replacement a person with equivalent or better qualifications, as approved by City (such approval not to be unreasonably withheld). 071519ba1 (3) Service Provider warrants to City that Service Provider has sufficient experience and financial resources to complete the Services required by this Agreement. (4) Service Provider will pertorm the Services in a timely manner and in accordance with any schedule set forth in Exhibit "A." The parties agree that time is of the essence with respect to Service Provider's performance. (5) Service Provider warrants that it will pertorm the Services in a diligent and highly professional manner, in accordance with applicable law and through experienced individuals trained to pertorm the Services. Service Provider will obtain all required governmental and third-party licenses, approvals and permits appropriate for the provision of Services and deliverables. (6) Service Provider warrants that all deliverables will be developed in accordance with the quality standards of the applicable industry, and will meet in all respects the requirements set forth in Exhibit "A." Service Provider further warrants that the Services and deliverables will not infringe or misappropriate the rights of any third party, and that Service Provider has all power and authority to convey ownership of the Services and deliverables to City in accordance with thisAgreement. (� City will have a reasonable opportunity, not to exceed thirty (30) days, unless otherwise specified in Exhibit "A," to review all deliverables or Services provided to City under this Agreement. If City informs Service Provider of a deficiency in the deliverables or Services, Service Provider will promptly make corrections and resubmit them to City for review and approval. Service Provider will not charge City for the time and expense in making corrections to deliverables that fail to comply with the requirements of this Agreement. If Service Provider is not able to timely make all appropriate corrections, Service Provider will promptly refund any amounts previously paid by City for work not pertormed in accordance with this Agreement. Nothing in Section 1 .1 (5). will excuse Service Provider from meeting any delivery or project schedule set forth in Exhibit"A." 1.2. Additional Services. (1) Service requested by City which is not described on Exhibit "A" as part of Service Provider's services shall be considered as additional services of Service Provider for which Service Provider may request additional compensation to be paid. Service Provider shall not pertorm additional services requiring additional compensation without a written orderto do so signed by City's Project Managerwhich contains a mutually agreeable amount of additional compensation for the work. Any work performed by Service Provider for which a written order with a stated amount of compensation has not been issued shall be conclusively presumed to be part of Service Provider's Services as set forth in Exhibit "A" and for which no additional compensation shall be due from City. z (2) If Exhibit "A" contains provisions for contingent basic services, such services shall not be pertormed without a written order to pertorm the work signed by the Project Manager. SECTION 2. CITY'S RESPONSIBILITIES. 2.1. City shall provide full information regarding requirements for the Services, including a program which shall set forth City's objectives, schedule, constraints and criteria, including any special requirements, any previous reports or data relative to the Services, flexibility, and expendability of the Services. City may request the assistance of Service Provider to define the scope of information needed. 22. City shall establish and update an overall budget for the Services, and City's other costs and reasonable contingencies related to all of these costs. City may request the assistance of Service Providerto estimate Servicecosts. 2.3. City shall designate a city representative as the "Project Manager" authorized to act on City's behalf with respect to the Services. City or such authorized city representative shall render decisions and inform Service Provider of the same in a timely manner pertaining to questions or documents submitted by Service Provider in order to avoid unreasonable delay in the orderly and sequential progress of Service Provider'sServices. 2.4. City may require and Service Provider shall execute, as part of its Services hereunder, any certificates or certifications customarily, commonly, or reasonably required by seroices of this type. The proposed language of any certificates or certifications requested of Service Provider or Service Provider's Service Providers shall be submitted to Service Provider for review and approval at least 14 days prior to execution. City shall not request certifications beyond the scope of Service Provider's Services under this Agreement. 2.5 Notwithstanding anything to the contrary in this Section 2, City shall be required to furnish information or services described in this Section 2 only to the extent that such information or service is both reasonably required and actually requested by Service Provider in order to pertorm Service Provider's Services under this Agreement. SECTION 3. OWNERSHIP AND USE OF DOCUMENTS. 3.1 . All deliverables to be provided under this Agreement, and any invention, improvement, discovery, or innovation (whether or not patentable) made, conceived or actually reduced to practice by Service Provider in the pertormance of Services hereunder (collectively, "Work ProducY')will be owned exclusively by City, including all proprietary and intellectual property rights therein. To the extent not automatically vest in City, Service Provider hereby assigns to City all right, title and interest in and to the Work Product, including, without limitation, copyright, patent and trade secret rights. Upon City's request, Service Provider will execute any additional documents necessary for City to pertect its ownership rights. 3 3.2 Notwithstanding the foregoing, Service Provider will retain ownership of it pre-existing and proprietary materials and other intellectual property that may be incorporated into the Work Product. 3.3. Copies of City-furnished data that may be relied upon by Service Provider are limited to the printed copies (also known as hard copies) that are delivered to Service Provider. Files in electronic media format of text, data, graphics, or of other types that are furnished by City to Service Provider are only for convenience ofService Provider. Any conclusion or information obtained or derived from such electronic files will be at the user's sole risk. 3.4. All sketches, tracings, plans, specifications, reports on special studies and other data prepared under this Agreement shall become the property of City and shall be delivered to the Project Manager upon completion of the plans or termination of the services of Consultant. There shall be no restriction or limitations of their future use by City, except any use on extensions of the project or on any other project without written verification or adaptation by Consultant for the specific purpose intended will be City sole risk and without liability or legal exposure to Consultant. SECTION 4. SERVICE PROVIDER'S CLAIMS AND ARBITRATION. 4.1. If any instruction or decision by the Project Manager gives rise to a claim by Service Provider for additional compensation or time to complete the Services, such claim shall be made in writing to the Project Manager. The claim shall state the amount of additional compensation or time requested and the reasons for the claim. The claim must be filed within ten days of the decision or instruction by the Project Manager giving rise to the claim or it shall be deemed waived by Service Provider and shall not be subject to any arbitration or litigation. 42 In the case of a claim made by Service Provider, the Project Manager shall confer with Service Provider for the purpose of resolving the claim by mutual agreement. If the parties are able to agree, the Project Manager shall reduce the agreement to writing and it must be signed by both parties to be effective. If the parties are unable to agree the Project Manager shall render a decision in writing. The Project Manager shall make their decision and provide a copy thereof to Service Provider within ten days of the filing of the claim. 4.3. The decision of the Project Manager shall be final and binding upon Service Provider unless Service Provider appeals the decision of the Project Manager to the City Manager. Such appeal shall be taken within seven days from the Project Manager's decision by filing with the City Manager a request for review of the Project Manager's decision and full statement of the facts surrounding the claim and the amount of the claim. The City Manager shall fix a date, time and place to hear the matter, which date shall be not less than eleven days from receipt of the request for review. If the matter is not heard within eleven days or a decision not rendered by the City Manager within seven days of the hearing, the claim shall automatically be deemed denied by the CityManager. a 4.4. The decision of the City Manager shall be final and binding upon Service Provider unless within one month from the date of the decision of the City Manager or such additional time as the City Manager may agree upon, the City Manager and Service Provider agree in writing to arbitration or Service Provider files suit in the lowa District Court for Dubuque County which the parties agree is the exclusive venue for any suchaction. 4.5. All time limits herein may be extended or shortened by agreement between the City Manager and Service Provider. 4.6 Any other dispute not involving additional compensation or time to complete the Project shall be brought to the attention of City or Service Provider in writing as soon as the party becomes aware a dispute exists. The Project Manager shall confer with Service Provider for the purpose of resolving the dispute by mutual agreement. If the parties are able to agree, the Project Manager shall reduce the agreement to writing and it must be signed by both parties to be effective. If the parties are unable to agree, the Project Manager shall render a decision in writing. The Project Manager shall make the decision and provide a copy thereof to Service Provider within ten days of the presentation of the dispute. Thereafter, the provisions of Sections 4.3 and 4.4. shallapply. 4.7. All claims, disputes and other matters in question between City and Service Provider, arising out of or relating to this Agreement or the breach thereof, may be decided by mediation or arbitration, only if City and Service Provider can mutually agree in writing upon the time, places, mediators or arbitrators, and various rules of inediation or arbitration conduct, any other paragraph, law or rule to the contrarynotwithstanding. SECTION 5. TERMINATION, SUSPENSION OR ABANDONMENT. 5.1. This Agreement may be terminated by either party upon not less than seven days' written notice should the other party fail substantially to perform in accordance with the terms of this Agreement through no fault of the party initiating thetermination. 52. If the Services are suspended by City for more than 30 consecutive days, Service Provider shall be compensated for Services performed prior to notice of such suspension. When the Services are resumed, Service Provider's compensation shall be equitably adjusted to provide for expenses incurred in the interruption and resumption of Service Provider's services. 5.3. This Agreement may be terminated by City upon not less than seven days' written notice to Service Provider in the event that the Project is permanently abandoned. If the Project is abandoned by City for more than 90 consecutive days, Service Provider may terminate this Agreement by giving written notice. 5.4. Failure of City to make payments to Service Provider in accordance with this Agreement shall be considered substantial nonpertormance and cause fortermination. s 5.5. This Agreement may also be terminated by City upon seven days written notice, without regard to any fault or failure to pertorm by any party, and solely for City's convenience. In the event of such termination, Service Provider shall be paid compensation in the same manner as set out in Section 5.7, and City shall have no further liability for compensation expenses, or fees to Service Provider hereunder except as set out under paragraph 5.8. 5.6. If City fails to make payment when due Service Provider for Services, Service Provider may, upon seven days' written notice to City, suspend performance of Services under this Agreement. Unless payment in full is received by Service Provider within seven days of the date of the notice, the suspension shall take effect without further notice. In the event of a suspension of Services, Service Provider shall have no liability to City for delay or damage caused City because of such suspension ofServices. 5.7. In the event of termination not the fault of Service Provider, Service Provider shall be compensated for Services pertormed prior to termination, together with reimbursable expenses incurred and due and termination expenses. 5.8. In the event of any termination under this Section 5, Service Provider consents to City's selection of another Service Provider of City's choice to assist City in any way in completing the Project. Service Provider further agrees to cooperate and provide any information requested by City in connection with the completion of the Project. Any services provided by Service Provider which are requested by City after termination shall be fairly compensated by City. 5.9. In the event of termination due to the failure of Service Provider to abide by the provisions of this agreement, City may at its option: Compensate Service Provider for all Services satisfactorily pertormed prior to date of termination plus all reimbursable expenses directly associated therewith and proceed with the Project utilizing the services of other Service Providers, reserving unto itself the right to seek from Service Provider any damages it may be lawfully entitled to receive. 5.10. In the event of termination, regardless of cause, Service Provider shall deliver to City all documents as specified in Paragraph 3.1 for which City has compensated Service Provider. 5.11. Termination expenses are in addition to compensation for Services and include expenses which are directly attributable to termination. Termination expenses shall be actual out-of-pocket costs or expenses incurred by Service Provider as a result of termination not Service Provider's fault. SECTION 6. MISCELLANEOUS PROVISIONS. 6.1. This Agreement shall be governed by the laws of the State of lowa. 6 6.2. The lowa District Court for Dubuque County, lowa shall be the exclusive venue for any litigation between City and Service Provider over any matter arising out of this Agreement. 6.3. This is a contract for services. Therefore, City shall not be bound to the successors, executors, administrators, assigns or legal representatives of Service Provider inrespect to the covenants and obligations of this Agreement absent specific written agreement to be so bound. 6.4. Neither City nor Service Provider shall assign or transfer any rights under or interest in (including, but without limitation, moneys that may become due or moneys that are due) this Agreement without the written consent of the other except to the extent that the effect of this limitation may be restricted by law. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement. Nothing contained in this paragraph shall prevent Service Provider from employing such independent Service Providers, associates and subcontractors as he may deem appropriate to assist him in the pertormance of services hereunder. 6.5. This Agreement represents the entire and integrated agreement between City and Service Provider and supersedes all prior negotiations, representations or agreements, either written or oral. This Agreement may be amended only by written instrument signed by both City and Service Provider. 6.6. Nothing contained in this Agreement shall create a contractual relationship with or a cause of action in favor of a third party against either City or Service Provider. 6.7. Service Provider shall have the right to include representations of the Services, among Service Provider's promotional and professional materials. Service Provider's materials shall not include City's confidential or proprietary information if City has previously advised Service Provider in writing of the specific information considered by City to be confidential or proprietary. Service Provider shall not use the design materials in any way which may jeopardize City's entitlement to state or federalfunds. 6.8. Service Provider agrees to assist and cooperate with City in any arbitration or litigation involving another person and arising out of services performed by Service Provider under this Agreement. City agrees to pay Service Provider for all services rendered in accordance with the provisions of Section 8.2(3)(c). If, however, negligence by Service Provider is found to exist by the factfinder, City shall have no obligation to reimburse Service Provider for services rendered in defending thatallegation. 6.9. Neither the Project Manager nor City's review, approval or acceptance of, nor payment for, any of the services required under this Agreement shall be construed to operate as a waiver of any rights under this Agreement or of any cause of action arising out of the pertormance of this Agreement, and Service Provider shall be and remain liable to � City in accordance with applicable law for all damages to City caused by Service Provider's negligent performance of any of the services furnished under thisAgreement. 6.10. The rights and remedies of City provided for under this Agreement are in addition to any other rights and remedies provided by law. 6.11. Both parties shall be absolved from liability for any act, omission, or circumstances occasioned by any cause whatsoever not within the control of the party affected thereby and which such party could not, by reasonable diligence, have avoided. Such acts, omissions, or circumstances, however, shall not relieve such party of liability in the event of its failure to use reasonable diligence to remedy the situation and remove the cause in an adequate manner and with all reasonable dispatch and to give notice and full particulars of the same in writing to the other party as soon as possible after the occurrence of the caused relied on. The requirement that any force majeure be remedied with all reasonable dispatch shall not require the settlement of strikes or labor controversies by acceding to the demands of the opposing party or parties. 6.12. All Services described on Exhibit "A" under basic services shall be completed by the time specified in Exhibit "A". If additional services are requested which delay Service Provider in meeting any of these dates, Service Provider shall be entitled to more time to complete the Services specified. 6.13. Service Provider shall not be responsible for the acts or omissions of City, City's other Service Providers, contractors, and subcontractors, any of their agents or employees, or any other persons pertorming any of the work otherthan those parties identified in Section 1 .1(1) above. 6.14. It is recognized that neither Service Provider nor City has control over the cost of labor materials or equipment, over Service Provider's methods of determining bid prices, or over competitive bidding, market or negotiation conditions. Accordingly, Service Provider cannot and does not warrant or represent that bids or negotiated prices will not vary from the project budget proposed, established or approved by City, if any, or from any other cost estimate prepared by Service Provider. However, if Service Provider's Services require the project to be designed within a set budget, Service Provider shall be required to re-design the project to bring the cost within the budget at no additional expense to City. 6.15 In the case of a conflict between the provisions herein and any other attachment to this Agreement, the provisions set forth above will govern, unless otherwise specifically agreed to in writing. SECTION 7. INSURANCE AND INDEMNIFICATION 7.1. Service Provider shall procure and maintain during the term of this Agreement insurance as required by the Insurance Schedule set forth in Exhibit C. s 72. Indemnification - To the fullest extent permitted by law, Service Provider shall indemnify and hold harmless City, its officers and employees, from and against all claims, damages, losses and expenses, including but not limited to attorneys' fees, arising out of or resulting from pertormance of the Agreement, provided that such claim, damages, loss or expense is attributable to bodily injury, sickness, disease or death, or injury to or destruction of property, including loss of use resulting therefrom, but only to the extent caused in whole or in part by negligent acts or omissions of Service Provider, or anyone directly or indirectly employed by Service Provider or anyone for whose acts Service Provider may be liable, regardless of whether or not such claim, damage, loss or expense is caused in part by a party indemnified hereunder. SECTION 8. PAYMENTS TO SERVICE PROVIDER 8.1. Reimbursable Expenses. Reimbursable expenses are actual expenses incurred by Service Provider and Service Provider's employees and Service Providers in the interests of the Project, as identified in Exhibit"A" or as agreed for additional services. If reimbursable expenses are not itemized on Exhibit "B", no charge for reimbursable expenses may be made by Service Provider for basicservices. 82. Method Of Payments For Services And Expenses Of Service Provider. (1) City shall pay Service Provider for basic services pertormed as described on Exhibit "A", a maximum amount as set forth on Exhibit "B". Exhibit "B", "Service Provider's Project BudgeY' attached hereto, which is a part of this Agreement, sets forth the costs of services, special Service Providers, a reimbursable expenses budget, and a grand total. Billings for services shall be on the basis of the charges set forth therein. The absolute maximum amount payable to Service Provider for the basic services contemplated by the Agreement is the total sum stated on Exhibit "B". Service Provider assumes complete responsibility for the accuracy of the budget. City is entitled to any savings in the budgeted figures realized during the course of the Project. (2) City shall pay Service Provider for contingent basic services pertormed as described on Exhibit "A", under the heading of "Description of Contingent Basic Services", if any, a maximum amount as set forth on Exhibit"B". Exhibit"B", "Service Provider's Project BudgeY' under the heading "Contingent Basic Services Fee" attached hereto, which is a part of this Agreement, and which sets forth the costs of services, special Service Providers, a reimbursable expenses budget and a grand total. If reimbursable expenses are not itemized on Exhibit "B" no charge for reimbursable expenses may be made by Service Provider for contingent basic services. Billings for services shall be on the basis of the charges set forth therein. The absolute maximum amount payable to Service Provider for the contingent basic services contemplated by the Agreement is the total sum stated on Exhibit "B". Service Provider assumes complete responsibility for the accuracy of the budget. City is entitled to any savings in the budgeted figures realized during the course of the Project. 9 (3) Additional Services. In the event additional services are desired by City, the same shall be requested by written order which shall specify the additional services and maximum charge therefore including any special Service Providers and reimbursable expenses and shall be signed by Service Provider and Project Manager. City shall pay Service Provider for additional services rendered under Section 1 as follows: (a) For additional services rendered by Service Provider, the charges set forth in Exhibit "B" for basic services shall be the basis for determining the charges for additional services plus agreed upon reimbursableexpenses. (b) For additional services and reimbursable expenses of a special Service Provider employed by Service Provider as part of additional services, the amount billed to Service Providertherefor. (c) For the services rendered by principals and employees as Service Providers or witnesses in any litigation, hearing or proceedings in accordance with Section 6.8, at a rate to be negotiated. 8.3. Service Provider shall submit monthly statements for basic and additional services rendered and for allowable reimbursable expenses incurred to the Project Manager based upon actual work completed during the billing period. City shall make prompt monthly payments in response to Service Provider's monthly statements. 8.4. If City fails to make any payment due Service Provider for services and expenses within thirty days after receipt of Service Provider's bill therefor, the amounts due Service Provider shall include a charge at the rate of 1 °k per month from said thirtieth day, and in addition, Service Provider may, after giving seven days' written notice to City, suspend services underthisAgreement until he has been paid in full all amountsdue Service Provider for services and expenses. SECTION 9. HAZARDOUS ENVIRONMENT. 9.1. City has disclosed to the best of its knowledge to Service Provider the existence of all asbestos, PCBs, petroleum, hazardous waste, or radioactive material located at, on, or near the site, including type, quantity and location. No additional compensation to perform the services shall be allowed to Service Provider based upon all disclosed hazardous materials. Service Provider warrants that Service Provider has given due consideration to the disclosure in preparing Exhibit"B". 92 If there has been no disclosure prior to the date of this agreement, City represents to Service Providerthat to the best of its knowledge a hazardous environmental condition does not exist. 10 9.3. If a hazardous environmental condition is encountered or alleged, Service Provider shall have the obligation to notify City and, to the extent of applicable Laws and Regulations, appropriate governmental officials. 9.4. If there has been no disclosure of a known hazardous environmental condition, Service Provider's scope of service does not include any services related to a hazardous environmental condition. In the event Service Provider or any other party encounters a hazardous environmental condition, Service Provider may, at its option and without liability for consequential or any other damages, suspend pertormance of services on the portion of the Project affected thereby until City: (i) retains appropriate specialist Service Provider(s) or contractor(s) to identify and, as appropriate, abate, remediate, or remove the hazardous environmental condition; and (ii) warrants that the site is in full compliance with applicable laws and regulations. 9.5. If Service Provider's services underthis agreement cannot be pertormed because of a hazard environmental condition, the existence of the condition shall justify Service Provider terminating this agreement for cause on 30 days' notice. The provisions of paragraph 5.7 shall apply. CITY OF DUBUQUE, IOWA SERVICE PROVIDER Public Works LLC Michael C. Van Milligen, City Manager by: Eric B. Schnurer, President 11 EXHIBIT A SCOPE OF SERVICES See proposal of Public Works LLC. 12 EXHIBIT B FEES See proposal of Public Works LLC. 13