Equitable Poverty Prevention Plan Status UpdateCity of Dubuque
ITEM TITLE:
SUMMARY:
SUGGESTED DISPOSITION:
Copyrighted
June 1, 2020
Consent Items # 10.
Equitable Poverty Prevention Plan Status Update
City Manager transmitting an update on the Equitable
Poverty Prevention Plan which highlights a newly adopted
hybrid approach to conduct the second phase of
community engagement in response to the COVI D-19
pandemic, along with a revised project completion timeline
in light of those changes.
Suggested Disposition: Receive and File
ATTACHMENTS:
Description
Equity Poverty Prevention Plan Status Update-MVM
Memo
Staff Memo
Equity Poverty Prevention Plan Schedule
Caucus for Community Prospectus
8 Determinants of Poverty
Equity Poverty Prevention Plan RFP
Type
City Manager Memo
Staff Memo
Supporting Documentation
Supporting Documentation
Supporting Documentation
Supporting Documentation
Masterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Equitable Poverty Prevention Plan Status Update
DATE: May 27, 2020
Dubuque
bitil
All-A.aia City
111111
2007.2012.2013
2017*2019
ICMA Intergovernmental Management Fellow Rahim Akrami and Public Works LLC
Project Manager Linda Rhodes are transmitting an update on the Equitable Poverty
Prevention Plan which highlights a newly adopted hybrid approach to conduct the
second phase of community engagement in response to the COVID-19 pandemic,
along with a revised project completion timeline in light of those changes.
7--
Mic ael C. Van Milligen
wk
MCVM:jh
Attachment
cc: Crenna Brumwell, City Attorney
Teri Goodmann, Assistant City Manager
Cori Burbach, Assistant City Manager
Rahim Akrami, ICMA Intergovernmental Management Fellow
Wally Wernimont, Planning Services Manager
Masterpiece on the Mississippi
TO:
FROM:
SUBJECT:
DATE:
Michael C. Van Milligen, City Manager
Rahim Akrami, ICMA Intergovernmental Management Fellow
Linda Rhodes, Ed.D., Project Manager, Public Works LLC
Equitable Poverty Prevention Plan Status Update
May 26, 2020
INTRODUCTION
Dubuque
bitbd
AII•Aaweriea City
111111
2007.2012*2013
2017*2019
The purpose of this memo is to provide an update on the Equitable Poverty Prevention Plan and
highlight a newly adopted hybrid approach to conduct the second phase of Community
Engagement in response to the COVID-19 Pandemic along with a revised project completion
timeline in light of those changes.
BACKGROUND
The Dubuque City Council has retained Public Works, LLC as the consulting firm to help create
an Equitable Poverty Prevention Plan (EPPP) for the community in the amount of $85,250. This
plan is a Top Priority on the Council's 2018 - 2020 Policy Agenda. 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 including a budget and phasing for review and
adoption by the City Council.
DISCUSSION
Community engagement is an essential part of the EPPP process to gain feedback from
populations experiencing and living in poverty and those providers/stakeholders who offer direct
services to such individuals. Two essential phases of Community Engagement are core to this
project. Below is a brief update on each phase.
A. Phase One: Understanding the Lay of the Land
1
The first phase of the EPPP project to gather insights from community leaders via Key
Informant Interviews and persons experiencing poverty via Focus Groups has been
completed. The Public Works Team has been on the ground in the City of Dubuque for
five onsite visits during the Fall of 2019 and February 2020. During that time 8 focus
groups were held with persons experiencing poverty involving 45 persons. Key Informant
interviews have been held either in -person or in-depth phone sessions with 55 people.
The EPPP project also required e-surveys to be developed, deployed and analyzed by
Public Works. As a result, 4 surveys were developed: a publicly posted survey on the
City of Dubuque website (236 responses) a Key Informant Survey template for
interviews, a survey for teachers K-12 designed for the school district that wasn't
deployed as the district offered, instead, statistical data gathered from other sources,
and a Community Service Agency survey that will be deployed via an email from the
Mayor in June 2020 reaching nearly 230 agencies. All surveys were designed with input
from the EPPP Steering Committee.
Currently, infographics of key points learned from each focus group are being completed
and an analysis of what was learned through all of the key informant interviews. These
key points are being synthesized with highlights from past studies and reports on poverty
in Dubuque, which will culminate in a trend analysis of the nature of poverty in the City
focusing on how people fall into poverty, and what determinants cause them to remain
within the cycle of poverty.
In addition, Public Works created a "Matrix of Community Resource Agencies"
identifying 230 organizations and programs offering direct services to persons
experiencing poverty. These were categorized among 35 service areas and 25
population segments. City Planning will identify those organizations receiving City funds
to augment funding data of all service organizations gleaned from the survey deployed
by the Mayor. The goal is to better assess who is providing what services to which
populations and the funding sources used to provide those services.
There are eight determinants of poverty being studied for the project and are shown in
the graphic below:
Generational
& Situational
Poverty
Child Care
Childhood
Development
Affordable
Housing/Shelters
Safe Neighborhood
Economic
Insecurity:
Jobs
Living Wage
Determinants
ci Poverty
Institutional
Bias
Racism
Justice System
Phase Two: Gaining Insights on a Path Forward
Transportation
Public Transit
Car Ownership
Education
& Skills
Training
Physical &
Brain Health
Food Insecurity
The second phase of Community Engagement focuses on identifying a "path forward" out of
poverty that resonates with those most affected by poverty. This includes identifying best
2
practices that empower people to move forward and then gaining insights from stakeholders
and those experiencing poverty as to those best practices that they believe will be most
successful in their community.
Prior to COVID-19, Public Works was poised to begin holding both a large conference in May
and small community events (July and August) that included a booth at an annual summer
festival to gather feedback from those impacted by poverty, social service providers, and civic
leaders on their views towards best practices giving those experiencing poverty a path forward
from it. The results would then culminate into a Menu of Options for the City Administration that
would include benchmarks, outcome measures and projected budgets over a five-year period.
Today, however, given the highly contagious nature of COVID-19 and the unpredictability of
recurrence once restrictions are lifted, the EPPP Steering Committee in concert with Public
Works, has opted to no longer hold a large community conference or small gatherings to
explore best practice ideas of addressing and preventing poverty. Instead, the Committee
recommends and the City Manager has approved a new "virtual hybrid strategy" to conduct the
second phase of Community Engagement.
Public Works LLC will now implement a "Caucus for Community" initiative that offers small
neighborhood caucuses for consumers experiencing poverty to
provide their feedback on best practice ideas along with
stakeholders who provide services to address and prevent
poverty. This will be done remotely using such platforms as Zoom,
Go -to -Meetings, What's App, Google Meets any of which reaches
consumers of poverty -related services,
This new direction requires creating a "Caucus for Community
ToolKit" that will include a video describing the state of poverty in
the City of Dubuque, resources to address it and presents best
practice ideas for stakeholders to consider. The six to eight -minute
video provides factual content, context and ideas that can be shared among providers,
consumers, and civic leaders. It will be used as a discussion -starter to gain feedback from both
people experiencing poverty and stakeholders tasked with preventing and addressing the
impact of poverty on the Dubuque community. The Toolkit will also include a facilitator's
discussion guide and infographics that capture the highlights of the content presented in the
video.
POST—COVID-19 IMPACT ANALYSIS
The COVID-19 Pandemic is impacting all communities, in particular vulnerable populations
experiencing poverty and persons who now find themselves unemployed. A post-COVID-19
world will likely be different from a pre-COVID-19 one and is anticipated to have devastating
impacts on vulnerable population groups. In order to assess the impact of the crisis on the City
of Dubuque's population experiencing poverty, the EPPP Steering Committee, City Planning
and Public Works will review new data made available by policy -making and governmental
bodies that analyze the impact of COVID-19 on vulnerable populations. For example, the
Federal Reserve Bank of Philadelphia recently issued a report identifying the "Fifteen Largest
Economically At -Risk Occupations in the U.S." and Brookings has released a paper on "Class
and COVID: How the Less Affluent Face Double Risks." Monitoring and analyzing the relevance
of such reports on the City of Dubuque's vulnerable populations will be an ongoing focus of the
EPPP project. Public Works will add 2-5 questions exploring COVID-19 impact on poverty to the
Matrix of Community Agency survey being sent out by the Mayor in June 2020.
3
SCOPE OF WORK
Below is a revised Scope of Work timeline to accommodate the hybrid strategy proposed by
Public Works LLC project manager, Dr. Linda Rhodes:
CAUCUS FOR COMMUNITY & VIDEO
EPPP REPORT
MAY
1.
Research and secure template for animating
1.
Complete Focus Group Infographics
2.
graphics
Research most effective ways of reaching
people experiencing poverty via social media
2.
Identify trends/themes from focus groups,
surveys and Key Informant Interviews and
previous reports.
and best apps for virtual chats.
3.
Use (2) and (3) to develop storyboard
3.
Reach out to past focus group participants to
set up video interviews
4.
Continue "Best Practice" research for each of
the eight determinants.
4.
Identify segments of Los Angeles Times to
include in video — write permission letter for
5.
Finalize statistical info for report — reach out to
Childhood Poverty Opportunity Index group &
City Planning to send to the LA Times.
Sparks group.
6.
Identify /analyze reports on COVID-19 impact on
poverty.
JUNE
1. Develop Storyboard and send to client for
approval
2. Develop animated statistics for video
1.
Launch e-survey to "Matrix of Agencies" from
the Mayor. Over 200 agencies will receive the
survey.
3. Identify potential local in -person
community caucus groups
2.
Share (2 and 3) above with Steering Committee
and gain their insights via remote meeting.
4. Identify interviews with civic leaders per
3.
Use info from (May 1-5) to develop storyboard.
the client's needs (e.g. Mayor, City
Manager and others).
4.
Present storyboard to client for approval and
suggestions.
5. Identify and secure b-roll of the City of
5.
Continue working on writing the report.
Dubuque for venue context throughout
storyboard.
6.
Analyze survey results from Matrix of Agencies —
share with client.
7.
Receive City's funding data as to the "Matrix of
Agencies."
JULY
1. Conduct and video remote interviews of
civic leaders.
1.
Finalize Best Practice ideas for Eight
Determinants of Poverty; present to the
2. Edit civic leader videos and incorporate
into storyboard.
Steering Committee to gain their insights — mid -
July.
3. Incorporate venue b-roll and poverty
statistics
4. Produce video for Caucus Discussion
sessions
2.
Develop Tool Kit for "Caucus for Community"
sessions
o Poverty 101 Handout for participants
(Includes Best Practices).
o Facilitators Discussion Guide and Note
Taking Form
AUGUST
1. Launch caucuses with people experiencing
1.
Continue writing report
4
poverty to gain "Best Practice" validation,
insights and changes.
2. One session will be a dinner at each
person's kitchen table. We will have a
meal delivered to their home. Dr. Rhodes
will host the remote dinner and guide the
discussion.
3. Edit the caucus videos and incorporate
into storyboard.
2.
3.
4.
Perform logistics for setting up remote and/or
in -person caucus sessions.
Conduct interviews; work with on -the -ground
facilitators for in -person sessions.
Update data on COVID-19 impact on poverty.
SEPTEMBER
1.
Production of full video: edits, sound-
track, rolling credits.
1.
Work with video producer to finalize
production.
2.
Present to client
2.
Write final draft of report — present to client.
3.
Make edits
3.
Hold session with Steering Committee to review
OCTOBER
1.
Make final edits to report: Prepare as both
1.
Make any final changes necessary to video
Word and PDF document
2.
Submit to client by October 23, 2020
2.
Develop PowerPoint by consultant and City staff
to present to City Council
3.
Submit to client by October 23, 2020
BUDGET IMPACT
Considering the new deliverables for the EPPP community engagement process, the following
items will be provided within the previously set community engagement budget of $10,500. This
amount remains within the $85,250 contract with Public Works LLC for creation of an EPPP.
Project Deliverables
Amount
Video production (research and storyboard), video filming, photography,
graphics, sound -tracks, editing and purchase of stock photo, video and
animation.
$7,750
Print materials for infographics and handouts
Stipends for participants who are experiencing poverty (75 people @ $30
each via of remote caucus sessions, interviews and survey participation).
Total
$500
$2,250
$10,500
cc: Wally Wernimont, Planning Services Manager
5
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making good ideas work for the better
5. Timeline
Dubuque, Iowa, Equitable Poverty
Prevention Plan
Research Phase
Identify causes/analysis of conditions, outcomes,
1.1 services, etc. and best practices
Create list or matrix of community initiatives, entities,
1.2 programs, projects, and services related to poverty,
with contact information and descriptions
Identify overlaps and gaps in the above list or matrix,
and recommendi opportunities to improve efficiency,
1.3 effectiveness and service delivery to persons living in
poverty
Research, analysis, evaluation and recommendations
regarding of the challenge of poverty, current trends
1.4 and best practices, programs and initiatives, poverty
threshold measures, and the poverty narrative with a
focus on the Dubuque community
Community Engagement Phase
Part 1
2.1 Produce Community Engagement Plan
2.2 Conduct Community Engagement in accord with Plan
and this Proposal
2.3 Summarize collected and analyzed community
engagement information from Part 1 in written form
2.4 Public hearing held before the Community
Development Advisory Commission
Part 2
3.1
3.2
Coordinate with the CFGD in their update of the 2015
Community Equity Profile and creation of the Greater
Dubuque Community Indicators report through data
sharing and process coordination
Continue Community Engagement in accord with Plan
and this Proposal
Community Planning Phase
3.1 Research and development of Action Plan and
Implementation Strategy
Produce draft Action Plan and Implementation
3.2 Strategy, including recommended budget and phasing
for implementation
3.3 Continue Community Engagement in accord with Plan
and this Proposal, to validate Plan &c.
3.4 Action Plan and Implementation Strategy validated
with community input
Adoption Phase
Executive Summary suitable for public distribution
Consultant presentation to City Council
Completion of plan and all deliverables
Adoption of Final Plan by City Council
Dubuque, IA
Equitable August 16, 2019
Poverty Prevention Plan
2019 2020
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"Caucus for Community" Initiative
City of Dubuque Equitable Poverty Prevention Plan
Community Engagement Component in light of COVID-19
Proposed by Public Works Consulting
I. BACKGROUND
One component of the City of Dubuque Equitable Poverty Prevention Plan is to involve those
experiencing poverty in the planning of adopting best practice strategies to empower them towards a
path out of poverty. This is based on the premise that the most effective programs in poverty
prevention engage people experiencing poverty as planning partners along with service providers and
civic leaders, in finding ways to fully understand what leads to poverty, what keeps people in poverty,
and how to create paths out of poverty.
To that end, Public Works has conducted surveys, key informant interviews and focus groups that
include people experiencing poverty. Ninety percent of the focus groups were persons experiencing
poverty. Currently, Public Works is synthesizing what was learned via these three methodologies of
gaining community input and insights.
The Scope of Work for this project called for Public Works to organize and facilitate a Community
Engagement Conference with key stakeholders serving people in poverty along with the consumers of
these services who are experiencing poverty. The conference would showcase the findings from all of
the focus groups, surveys, key Informant Interviews and research conducted by Public Works over the
past six months and gain insights from providers, civic leaders and consumers on a menu of equitable
poverty prevention best practice strategies identified by Public Works through a national search.
At the conference, groups would be organized around eight determinants of poverty and directed to
discuss and refine which strategies make the most sense for the citizenry of Dubuque. Public Works
would then integrate the results of the proceedings with the entire report which would culminate into a
blueprint to equitably prevent poverty. The City would sponsor the event with the Greater Dubuque
Community Foundation which would provide outreach to gather attendees and assist with logistics
including finding facilitators for each of the breakout sessions.
Following a Conference Steering Committee meeting with the Foundation (Feb 25th), it was decided that
a full -day event would be too long and ambitious for providers and based upon past experience, it
would be challenging to gain the involvement of people experiencing poverty to attend such an event.
As a result, Dr. Rhodes was asked to rethink the process as to how the Community Engagement
component of the project could be delivered.
1
Dr. Rhodes proposed a "Caucus for Community" format with much smaller groups to be held in
neighborhoods and using a video rather than the graphic illustrator previously arranged for the large
conference setting. She shared this idea with Laura and Wally who liked the idea and asked her to write
a prospectus on this concept to share with the Steering Committee.
But then, a week later, COVID-19 cases began to appear in the United States, and today, any type of
conference or even small community caucuses are no longer feasible, at least for several months.
At this juncture, we are proposing two alternative strategies to gain input from the community using the
"Caucus for Community" concept. But first, let's review the rationale behind this concept:
II. THE "CAUCUS FOR COMMUNITY" RATIONALE
One of the overriding findings made clear from focus groups, surveys and key informant interviews is
that a culture of "community" and "neighborhood" is needed in areas highly populated with people
experiencing poverty. There are a number of factors contributing to this need:
■ A significant segment of the population has migrated over the past decade from Chicago and
other urban areas. The norms, services and infrastructure of large urban centers aren't easily
transferable to a mid -sized community. Think of bus stops at every corner with less than 15-
minute wait times allowing easy, direct and 24/7 access to places of work, shopping, health care
and recreation; venues for young people to congregate after work and late at night; an
abundance of small, "mom and pop" stores on street corners, small parks and playgrounds
placed throughout highly concentrated areas allowing families to get to know each other as
their children play together; and greater access to child care services.
Without this type of infrastructure, families that move from large urban centers find themselves
isolated without natural -occurring environments that nurture community. Instead, many are
reportedly leaving on weekends to visit loved ones back home in Chicago to revisit community
rather than create a new one.
■ Churches have long acted as the bedrock of family and community engagement. In high poverty
areas within Dubuque, however, several churches along with their parochial schools have
consolidated or closed in recent years.
■ The success of the Multicultural Family Center and The Dream Center as hubs where families,
children and teens congregate to socialize, play and learn validate how much people require and
respond to a sense of belonging and community. So, too, do the numbers of adults who have
recently been released from prison find at the Fountain of Youth.
Based upon the core human need of "connectedness and belonging," we're proposing that the
Community Engagement component of the project move away from a large, one-time gathering
(especially in light of the COVID-19 Pandemic) and, instead, move towards a series of small get-
togethers of a kind that Iowans are used to: caucuses. This process, in itself, will lay the foundation for
developing a sense of community among those experiencing poverty and those working to address it by
fostering intimate dialogues in people's homes, churches, storefronts —wherever people naturally
gather.
2
STRATEGY ONE: STAY THE COURSE AND PLAN FOR THE SUMMER
III. THE PROCESS & TIMELINE
Public Works would develop a "Creating Community Caucus Toolkit" that facilitators would use to
generate discussions and gather insights among groups of neighbors living in the City of Dubuque on
proposed strategies to address the challenges of experiencing poverty and ways to prevent it.
PROCESS HIGHLIGHTS:
1. Neighborhood groups of ten or less people would be organized in natural -occurring
communities: Neighbors who send their children to local schools, workers who live near each
other and share the same employer, residents who live in low-income housing in concentrated
neighborhoods, faith -based congregations, families who attend the Multi -cultural Family Center
and Dream Center — all offer a natural -occurring community and nexus for holding a caucus.
2. A few faith -based leaders, service providers, and civic leaders would join each of the
neighborhood caucus, which could be held in someone's home or in a community setting.
Whichever the setting, the host of the event will encourage attendees to bring a potluck
dish/treat appropriate to the time of day that the caucus is being held. The goal is to create an
informal, family -style setting.
3. A trained facilitator will assist with coordinating the caucuses, handling logistics and facilitating
each session. They will follow a "Facilitator's Discussion Guide" designed by Public Works.
4. A six -minute video will be produced by Public Works that describes the state of poverty in
Dubuque from what was learned through focus groups, key informant interviews, surveys and
research, so that all participants share an understanding of the context and state of affairs
among people experiencing poverty. They'll also learn what the City of Dubuque has been doing
to address poverty. With this background, they'll be presented with examples of additional best
practice strategies as to how other communities have tackled poverty issues similar to what
Dubuque is facing.
5. After watching the video, facilitators will elicit discussion utilizing the "Discussing Poverty Guide"
to gather insights from caucus participants as to how they believe various best practice
strategies could address poverty in Dubuque. A caucus attendee would take notes on the
discussion and enter them on the "Caucus Insight Notes" form provided by Public Works.
Facilitators will have access to a cell phone app for recording the session that allows speech -to -
text transcription for Public Works to further analyze and include in the report. They will also
submit a tally of the "Best Practice Votes" with comments, refinements and/or suggestions by
attendees per best practice. Public Works will analyze their results for inclusion in the final
report to the City.
3
6. TOOLKIT CONTENTS
A. "Poverty in Dubuque" Video
B. "Discussing Poverty in Dubuque" Facilitator's Guide
C. "Caucus Insight Notes" Form for a note taker to write down highlights of Caucus
Discussions.
D. "Poverty 101" Handout for Caucus Attendees — includes basic statistics & overview of
services addressing poverty along with menu of Best Practices to consider during caucus
discussion.
E. List of cell phone Apps available for recording sessions from speech to text.
7. TIMELINE
This timeline is based upon the assumption that travel and meeting in groups for videotaping on
location will be safe by the first week of June. However, at this juncture, we believe this to be an
overly optimistic time frame.
Month of April 2020
1. Develop the toolkit components (B-E).
2. Develop video story board and graphics I Gain approval by client
3. Finalize Menu of Best Practices Research
4. Begin writing full report
Month of May 2020
1. Present Menu of Best Practices to Client I Gain Feedback
2. Develop graphics for video
3. Identify scenes and interviews for shoot
4. Conduct advance work for on location shoot
5. Continue writing report
Month of June 2020
1. Week One: conduct on location shoot in Dubuque
2. Identify Caucus Volunteer Hosts and Facilitators
3. Send out "Caucus for Community ToolKits"
4. Complete writing near final draft of the report
Month of July 2020
1. Launch two -week "Caucus for Community Campaign"
2. Analyze and write up the results of the campaign
Month of August 2020
4
1. Incorporate what was learned from the "Caucus for Community Campaign" with all other
findings.
2. Complete writing the final report
3. Present the report by September 5, 2020.
STRATEGY TWO: GO VIRTUAL, AND THE SOONER THE BETTER
This strategy assumes that COVID-19 and its aftermath will continue to disrupt the economy, travel,
schools, work, and healthcare throughout most of the summer. The public health practice of social -
distancing will continue and, even if restrictions are relaxed, there will be a sizable number of people
wary of congregating after witnessing the tragic number of deaths reported in April and May along with
the millions of Americans who will have suffered from getting the virus.
Thus, asking people to attend small caucuses in early July may not be well received. Furthermore, it
won't be until mid -July that scientists know whether or not warmer weather will cause the virus to
wane. For an excellent review of projected timelines and scenarios for dealing with COVID-19 read, The
Four Possible Timelines for Life Returning to Normal.
GOING VIRTUAL
As an alternative, therefore, we could vet best practice ideas among those experiencing poverty by
identifying ways in which to gather their insights virtually while still creating a sense of community and
belonging. This would require identifying the most likely ways to reach them through social media and
cell phones. "Virtual Caucuses" using platforms like Zoom, Facebook and/or Google Hangouts would be
the most likely platforms. Many low income individuals own cell phones and use the free app from
Facebook known as "WhatsApp."
WhatsApp uses a phone's cellular or Wi-Fi connection to facilitate messaging and voice calling to nearly
anyone worldwide. The app allows users to make calls, send and receive messages, documents, photos,
and videos via free internet service. Group video chats are also enabled by this app. Through WhatsApp,
we'd be able to invite people to join virtual caucuses discussing specific best practices that address the
eight determinants of poverty. Through Twitter, Instagram and Facebook we'd reach out to people
experiencing poverty. We could entice people to participate by providing them $20 via Venmo accounts,
digital Amazon Gift Cards.
We would still develop a video as described before (but it would be shorter and include animation used
to convey the same content, however, will less interviews that would have been filmed on location).
In addition to these virtual "group chat caucuses," we could also conduct short surveys to be taken on
cell phones to gain feedback on a range of best practices.
TIMELINE
Month of April 2020
1. Develop the toolkit components (See 6 A-D).
5
2. Develop video story board and graphics I Gain approval by client
3. Finalize Menu of Best Practices Research
4. Research most effective ways of reaching people experiencing poverty via social media and
best apps for virtual chats.
Month of May 2020
1. Present Menu of Best Practices to Client I Gain Feedback
2. Identify facilitators for virtual video chats and participants
3. Finalize video I Gain client approval
4. Finalize logistics for launch of virtual "Caucus for Community."
Month of June 2020
1. Run the first pilot of a Virtual Caucus for Community (Week 1)
2. Debrief from pilot and refine
3. Conduct the rest of the virtual caucuses — six to eight total.
Month of July 2020
1. Analyze and write up the results of the campaign
2. Incorporate what was learned from the "Caucus for Community Campaign" with all other
findings.
3. Continue writing the report
Month of August 2020
1. Complete writing the report I Submit for review by Public Works Team
2. Finalize all graphics and formatting for the report.
3. Submit final report to the City Manager by August 31, 2020.
IV. THE BUDGET
The budget for either of these strategies has already been set aside in anticipation of covering the costs
of the one -day conference of approximately $10,500 of which the largest proportion was earmarked for
the live graphic illustrator (scribe). Costs of small stipends for participants experiencing poverty, print
materials, rental of space, food for an estimated 150 people, and travel costs of the scribe make up the
remainder.
Instead, the budget will now cover the costs of video production with animation, facilitators (we'll be
using people who are experienced in conducting Zoom group meetings and using multi -media during the
meetings and manage group discussion), added time in researching virtual strategies that will work with
the target population, logistics in outreach to identify participants, and providing $20 digital Amazon Gift
Cards for 50 - 75 people who would attend the virtual caucuses.
IV. RECOMMENDATION
6
We highly recommend the "Go Virtual Strategy" given the reports we've read on the trajectory of
COVID-19 over the next six months. There is also a secondary benefit: It will offer an innovative
prototype for the City of Dubuque on how to communicate with its citizenry throughout the pandemic
in a virtual, dialogical and participatory way as society grapples with the new norm of social -distancing.
We can begin either strategy immediately.
7
Generational
& Situational
Poverty
Child Care
Childhood
Development
Affordable
Housing/Shelters
Safe Neighborhood
Economic
Insecurity:
Jobs
Living Wage
•
Determinants
Poverty
Institutional
Bias
Racism
Justice System
Transportation
Public Transit
Car Ownership
Education
& Skills
Training
Physical &
Brain Health
Food Insecurity
Masterpiece on the Mississippi
Dubuque
batting
MI -Inv icc rill
111/11'
2007•2012.2013
2017*2019
REQUEST FOR PROPOSAL
EQUITABLE POVERTY PREVENTION PLAN
CITY OF DUBUQUE, IOWA
July 16, 2019
Planning Services Department
City Hall - 50 West 13th Street
Dubuque, IA 52001-4845
(563) 589-4210 phone
(563) 589-4221 fax
(563) 690-6678 TDD
planning@cityofdubuque.org
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 Iowa, adjacent to Illinois
and Wisconsin. As Iowa'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.cityofdubuque.org.
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
of future 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.
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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 AII-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 AII-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
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decision by the City Council, or issues that need City Council leadership in the community or
with other governmental bodies.
CITY OF DUBUQUE GOALS 2024
• Robust Local Economy: Diverse Businesses and Jobs with
Economic Prosperity
• Vibrant Community: Healthy & Safe
• Livable Neighborhoods & Housing: Great Place to Live
• Financially Responsible, High -Performance City Organization:
Sustainable. Equitaole. ana Effective Service Delivery
■ Sustainable Environment: Preserving and Enhancing Natural
Resources
• Partnership for a Better Dubuque: Building Our Community
that is Viable. Livable. and Equitable
• Diverse Arts, Culture, Parks, and Recreation Experiences and
Activities
• Connected Community: Equitable Transportation. Technology
Infrastructure. and Mobility
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 decision by the City
Council. or issues that need City Council leadership in the community
or with other governmental bodies. The policy agenda is divided into
top priorities and high priorities.
2018-2020 MANAGEMENT AGENDA
Management agenda items are issues for which the City Council has set
the overall direction and provided initial funding, may require further
City Council action or funding, or are major management projects that
may take multiple years to implement The management agenda is
divided into top priorities and high priorities.
Source: https://www.cityofdubuque.org
PROJECT OVERVIEW
Poverty remains a significant issue in Dubuque, Iowa. According to the latest data, Dubuque's
16.3% poverty rate means that one out of every six residents live in poverty. In 2017, 8,933 of
54,940 residents had reported income levels below the poverty line. On average, Dubuque's
16.3% poverty rate is significantly higher than the average 12% poverty rate across the state of
Iowa. Dubuque is ranked 6th below the poverty line at 16.3% out of 11 major cities in Iowa
(www.welfareinfo.org/poverty-rate/iowa/dubuque).
In Dubuque, the population demographics consists of 84.3% (49,224) White residents, followed
by 3.8% (2,232) African Americans, 1.9% (1,341) two or more races and 1.8% (1,059) Hispanics.
When the citywide poverty data is disaggregated by race and ethnicity, the statistics tell a different story
for Dubuque as shown in the chart below.
Recent numbers show
60.1% black residents
live below the poverty
line, which is
significantly higher than
the national average of
25.2%. Overall 1,341 of
2,232 black residents
live below the poverty
line and 3.8% of the
total population of
Dubuque is black.
!i Dubuque, Iowa Poverty Rate By Race
Race
Population Poverty Rate National Poverty Rate Population
Black
2,232 60.1% 25.2% a 3.8%
Two Or More Races
1,134 47.6%
18.4% A 1.9%
White
49,224 12.9% 10.3% q 84.3%
Hispanic
1,059 26.3%
22.2% 9 1.8%
Source: https://www.welfareinfo.org/poverty-rate/iowa/dubuque
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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% of the 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.
Children make a significant percentage of persons living in poverty when the poverty rate is
broken down by age. Nearly 25% of children under the age of 6 live below the poverty line.
Children aged 6 to 11
make up the second
largest portion of
Iowans living poverty
at nearly 27%.
A little over 18% of
young residents aged
12 to 17 years live
below the poverty rate.
In comparison, %
of seniors age 75 or
older live in poverty,
with over 27% of those
elderly residents aged
85 and over.
Dubuque, Iowa Poverty Rate By Age
What's the Poverty Rate By Age in Dubuque, Iowa?
Dubuque, Iowa Poverty Rate By Age
40 —
Under 6 • 6 to 11
30 -
20 -
0
Under 6
12 to 17
18 to 59
60 to 74 75 to 84 Over 85
6 to 11 12 to 17 18to59 60 to 74 75 to 84 Over 85
Breakdown of Dubuque, Iowa Poverty Rate By Age
Source: worldpopulationreview.com/us-cities/dubuque
As of June 2019, Dubuque had a 1.9%
unemployment rate or 1,100
unemployed residents. Over 32.4% of
the population over the age of 25 2000
obtained high school education, while
nearly 30% had attained a bachelor's 1500
degree or some college. Native
American residents had the highest loon
high school graduation rate at 100%.
White residents had the second 500
highest high school graduation rate at
over 92% followed by Asian residents 0
at 89%, black residents at 84%,
Hispanics at 66.2%, and Pacific
Islander residents over 64%.
1915
Number of Residents by
Unemployment
1564
1582
1122
1053
Jan-19 Feb-19 Mar-19 Apr-19 May-19
Unemployment Monthly
Source: U.S. Bureau of Labor Statistics
Page 4 of 18
The poverty rate categorized by level of education is as follows in Dubuque in 2019?. Over 28%
of residents with less than high school education lived in poverty followed by 11% with high
school, 11% with some college and 8% with a bachelor's or greater. Poverty rate by gender
consists of 44% unemployed females and 31% unemployed males in 2019. The median
household income in Dubuque was $50,171 in 2019.
Dubuque la Income by Household Type
28
21-
14-
7-
o �.
<10k 10k-15k 15k-25k 25k-35k 35k-50k 50k-75k 75k-100k 100k-150k 150k-200k >200k
IN Households • Families • Married Families • Non Families
Source: worldpopulationreview.com/us-cities/dubuque
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 $34,028
compared $21,488 for a female. A male with a bachelor's degree earned $50,988 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.
Dubuque la Earnings by Educational Attainment
III III lh
Overall Less Than High School High School Grad Some College
IN All • Male • Female
1
1
Bachelors Degree
Graduate Degree
Source: http://worldpopulationreview.com/us-cities/dubuque
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 Challenge of Poverty
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 of the 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
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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 measuring 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.
Programs 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.
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Self-sufficiency, economic and employment programs
Soft and hard skills development
Internet and computer training programs
Affordable, equitable, accessible housing
Nutrition and children's meal programs
Living wages for low-income families
Access to affordable, quality childcare
Increase transportation access and availability
Address hunger and food insecurity
Access to affordable health insurance
Availability of universal Pre-K education
Equitable, diverse, sustainable communtiy
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 worked with the Community Foundation of Greater Dubuque to
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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."
(See MIT Report Link: https://www.dbgfoundation.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.operationnewview.org/dubuque-county-resource-referral-guide/
• United Way Dubuque County Family Resource Guide: https://cdn.dbgschools.org/wp-
content/uploads/2018/05/dbq-county-family-resource-guide-2017-2018.pdf
• United Way Funded Programs also provides a good start.
https://dbqunitedway.org/cms-view-page.php?page=funded-programs
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.
Community Engagement
Community engagement represents an extensive portion of the 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 of the purpose of the 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
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.
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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 of the 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 of the CDBG
program. (See FY2016-2020 Plan at https://www.citvofdubuque.org/831/Consolidated-Plan)
Community Equity Profile. Inclusive Dubuque, an initiative facilitated by the Community
Foundation, is a local network of nearly 50 organizations and community members dedicated to
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,
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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 of these 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 of these 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
Equity Profile and creation of the Greater Dubuque Community Indicators report through data
sharing and process coordination.
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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.cityofdubuque.org/Imagine-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 of the 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)
• involve participants in activities around the quantitative data, capturing their reactions
to the data and the issues that are most important;
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• 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.
U.S Census Poverty Threshold Variables Variables Not Included in Poverty
hrei••
Pre-tax income (earnings, pensions, retirement
income)
Interest, dividends, rents, royalties, estates and
trust incomes
Capital gains or losses
Educational assistance
Alimony
Child support
Outside household assistance, misc. sources
Tax credit
Cash benefits (unemployment compensation,
worker's compensation, veterans' payments,
survivor benefit)
Social Security Income
Public Assistance
Family member income
Household head age
Number of adults compared to children
Non -cash benefits (Food stamps, housing
subsidies)
Roommate/nonrelative income
Source: https://www.thebalance.com
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
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threshold, none of the 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.cityofdubuque.org/Imagine-Dubuque.
PROJECT DELIVERABLES:
A summarized list of project deliverables includes but is not limited to the following
components of the 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
Research phase September— December 2019
Identify causes/analysis of conditions, outcomes, services, etc. and best practices
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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
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 consultant's understanding of the work
and the name, address, telephone number and fax number of the consultant's primary
contact person.
2. Profile of Consultant
The proposal shall include general information about the consultant, the consultant's scope
of expertise related to this RFP, and the consultant's official name, address, and principal
officers, including qualifications of the 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
a matrix matching the names of the key personnel proposed for the Dubuque project
who worked on the referenced projects.
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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
project.
e) The proposal shall discuss the consultant's ability to integrate this project into the
consultant's 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 Project 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 time 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 C in Appendix). A Certificate of
Insurance is optional for inclusion with the proposal. A Certificate of Insurance 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
element and include a list of hourly rates for personnel assigned to the project.
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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 budget from the other portion of the RFP submittal.
Initial screening will be done without knowing the Consultant's proposed fee for services.
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 of the firm and any sub -consultants.
• Qualifications and experience of the principal consulting staff and sub -consulting
staff that 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 of transmittal, index, dividers, front and
back covers, and the separately sealed cost proposals. Proposals should not include any pre-
printed or promotional materials. Proposals should include only materials that are recyclable.
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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.
PROPOSAL SUBMISSION 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. Proposals shall be
delivered by Noon CDT on August 16, 2019 to the address given below:
Laura Carstens, Planning Services Manager
Planning Services Department
City of Dubuque
50 W. 13th Street
Dubuque, IA 52001
The proposals shall be Include the proposed fees and compensation under separate cover. 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 of the 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 Insurance Schedule C
• City of Dubuque Standard Contract Terms and Conditions
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