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2021-2023 Equity Plan Projects Update Work SessionCopyrighted August 2, 2021 City of Dubuque Work Session - Top # 1. City Council Meeting ITEM TITLE: 5:00 PM - 2021-2023 Equity Plan Projects Update SUMMARY: City staff will present updates on the status of several projects that are part of the 2021-2023 City of Dubuque Equity Plan. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type 2021-2023 Equity Plan Projects Update-MVM Memo City Manager Memo Work Session Cover Memo Staff Memo Progress Report Equitable Fine and Fee Reform Staff Memo Draft PowerPoint Presentation Supporting Documentation THE C DUUB-.-*.-TE Masterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: 2021-2023 Equity Plan Projects Update DATE: July 29, 2021 Dubuque *Amrin Cia 2007-2012.2013 2017*2019 Human Rights Director Kelly Larson is transmitting information for the work session on the 2021-2023 Equity Plan Projects update. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Kelly Larson, Human Rights Director Dubuque THE CITY OF DUB TE M•A�eriee Bip II Masterpiece on the Mississippi 2007-2012.2013 2017*2019 To: Michael C. Van Milligen, City Manager From: Kelly Larson, Human Rights Director Date: July 26, 2021 Subject: 2021-2023 Equity Plan Projects Update The purpose of this memo is to provide you with an update on the status of several projects that are part of the 2021-2023 City of Dubuque Equity Plan. This update will be presented to the City Council at a work session on August 2, 2021. In February 2021, we submitted the 2021-2023 Equity Plan to City Council. There are approximately 30 projects included in the plan, along with several state and federal legislative priorities. Projects were prioritized for the plan based on the following activities that had significant community engagement: • the Analysis of Impediments to Fair Housing completed in 2019; • the Black Lives Matter work session held in July 2020; • the NAACP Next Steps for Justice community conversations during the summer of 2020; and • the Equitable Poverty Reduction and Prevention Plan completed in 2020. Projects are being completed using the six equity impact questions as a framework, which are: 1) What equity concern are we trying to impact more directly through this project? 2) What does the data tell us about which groups will be impacted, how they will be impacted, and any likely barriers? 3) How will we engage the community members most impacted by these inequities? 4) What are our strategies for advancing equity and who is likely to benefit or be burdened by the various strategies? 5) What is the plan for implementation and how will we anticipate and address barriers? 6) How will we ensure accountability and evaluate and measure results? During the work session, we will provide updates on the status and equity implications of the following projects: • the School Resource Officer Work Group; • the work being done to review the Dubuque Community Police Relations Committee (DCPRC) structure and duties; • steps being taken to address specific elements of the Analysis of Impediments to Fair housing, including fair housing testing and efforts to expand the number of housing providers accepting housing choice vouchers; • the work to establish a Municipal Careers Pipeline; • the City Council priority of Equitable Fine & Fee Reform (note: this project is the subject of a separate, detailed memo); • police use of force and personnel early warning system interventions; • efforts to improve diversion opportunities, including for circumstances where brain health is at issue; • critical incident response training of paramedics; • population health and EMS care interventions; • expansion of broadband and wi-fi access; • support for socially and economically disadvantaged businesses; and • childcare efforts to improve employment opportunity and sustainability. Action Requested This memo is background for the presentation that will be offered to the City Council on August 2 and is provided for your information. No action is requested. CC' Jill Connors, Economic Development Director Mark Dalsing, Police Chief Collins Eboh, Organizational Equity Coordinator Jeremy Jensen, Assistant Police Chief Chris Kohlmann, Information Services Manager Alexis Steger, Housing & Community Development Director Rick Steines, Fire Chief 2 Dubuque THE CITY OF DUB 11111'r Masterpiece on the Mississippi 2007-2012-2013 2017*2019 To: Michael C. Van Milligen, City Manager From: Kelly Larson, Human Rights Director Date: July 29, 2021 Subject: Equitable Fine & Fee Reform Progress Report The purpose of this memorandum is to provide you with a report on the progress of the Equitable Fine & Fee Reform (EFFR) project group. Background For years the City of Dubuque has worked to advance the development of equity plans within city departments. This work has focused on internal assessment and the implementation of processes to assess the City's impacts on residents, as these impacts may result in furthering disparities. This work has primarily been done on a department by department basis. Until now, there has not been a comprehensive effort across the organization to identify how the City's actions and initiatives, including fees and fines implemented by the City, may disproportionately impact the populations in our community historically discriminated against and/or currently struggling financially. Research from many sources shows that low-income communities and communities of color are often hit the hardest by fines, fees, and financial penalties. This potentially makes the City a creator of inequality in conflict with our goals to advocate for equity; a contributor towards economic disparity, not a proponent of advancing equity. In August 2020, the City Council made equitable fine and fee reform a policy agenda high priority. This aligns with the Council's intended outcome of an equitable community that does not leave anyone behind by acknowledging an individual's financial situation and the impact of unpaid fines and fees on obtaining and maintaining stable employment and financial self-sufficiency. As a result of this Council priority, a work group was created with the task of providing a report with potential direction and actions. The workgroup consists of representatives from multiple departments: Collins Eboh, Organizational Equity Coordinator (work group lead) Cori Burbach, Assistant City Manager Crenna Brumwell, City Attorney Denise Blakely-lhrig/Chris Lester, Water Department Manager Heather Satterly, AmeriCorps Director Jeremy Jensen, Assistant Police Chief Kelly Larson, Human Rights Director Mark Dalsing, Police Chief Mary Rose Corrigan, Public Health Specialist Maureen Quann, Assistant City Attorney Shante Weston, Civil Rights Specialist This report lays out the scope of the problem nationally and locally, along with some best practices. From there, we describe: 1) the equity concern we are trying to impact; 2) the local data that has informed our thinking; 3) the community engagement we have done to date; 4) the strategies that are in process and/or recommended for the future; and 5) next steps for implementation, ensuring accountability and evaluating progress over time. The Scope of the Problem and Best Practices Understanding the problem requires first understanding what is meant by "fines and fees" and how fines and fees escalate to becoming "court debt." For our purposes, fines are charges that are imposed based on the violation of an ordinance or statute. These can include fines associated with, for example, nuisance ordinances, parking violations, or criminal statutes. Fees, in contrast, are charges for services, such as water and sanitation fees, animal licensing fees, or for reimbursement of costs associated with failing to pay an initial fine or fee that has been assessed, such as late fees, court costs, surcharges, collection fees, etc. The overarching problem nationally relates to court debt, which can arise through several channels and consists of various types of debt. Court debt can be owed in civil, juvenile, and criminal cases, including criminal cases that have been dismissed. It includes various types of debt — fines that have been imposed based on violations of criminal or civil codes, restitution for victims of criminal behavior, indigent defense fees, jail fees, surcharges, court costs, late fees, collections costs, etc. Fines and fees escalate to court debt when enforcement through the court is necessary. There are differences in the level of court debt associated with this escalation depending on whether the underlying violation is civil or criminal in nature, with the total amount for any citation being composed of multiple component parts. A simple misdemeanor criminal citation consists of a fine, a criminal surcharge, and court costs. For instance, a speeding citation for a person traveling 16 to 20 miles above the speed limit in a 25 mile per hour zone will be comprised of a $120.00 fine, an $18.00 criminal surcharge, and $55.00 court costs, resulting in a total expense of $193.00 for a person pleading guilty or found guilty of the violation. A person cited for 2 failure to maintain control of a motor vehicle will see a $135.00 fine, a $20.25 criminal surcharge, and $55.00 courts costs on the citation, resulting in a total expense of $210.25. Iowa law establishes the fines, criminal surcharges, and court costs for these scheduled violations. Civil citations for violations of the City of Dubuque Code of Ordinances consist of a state -established range for fines and state -established court costs. Iowa law dictates that court costs for a civil citation are $95.00. Iowa law also determines that the fine for a first offense civil citation may range from $0.00 to $750.00. A second offense civil citation may range from $0.00 to $1,000.00. Cities and counties may choose the fine sought, as long as it falls within these available ranges. A first offense civil citation for failure to vaccinate a dog or cat for rabies carries a $750.00 fine and $95.00 court costs if found guilty at trial. A second offense for not maintaining a building or structure in a responsible manner under the International Property Maintenance Code carries a $1,000.00 and $95.00 if found guilty at trial. Civil citations have higher court costs but do not have a surcharge. This chart shows the increase in court debt in Iowa over the past twenty years. Total Outstanding Court Debt Since FY 199 5%0.0 5800-0 5 rou_o $600.0 a 54MO smo Sao s,oa,o MKII Vow https://www.legis.iowa.gov/docs/publications/BL/1 133657.pdf The following two charts depict increases between 2017 and 2019, and show that surcharges represent an increasing percentage of account receivable, increasing from 17% of the total accounts receivable in 2017 to 28% of the total in 2019. 3 Accounts Receivable June 30, 2019 (Dollars in millions) Fines, $257 Co Surcharges, $224.1 Attorney Fees, $177.6 Accounts Receivable June 30, 2017 (Dollars in millions) Surcharges, 7.4 Fines, ttorney Fees, $167.6 *Note - totals may not add up due to rounding $121.3 https://www.legis.iowa.gov/docs/publications/DF/1069863.pdf Several of the problems related to court debt can only be addressed through State legislative and rule changes. For example: Court costs. Once a person receives a citation, the state assesses court costs that the City has no power to alter. Court costs for civil citations are currently $95 dollars. Court costs for simple misdemeanor criminal citations are currently $55. Court costs are administrative costs that the City pays up front, and the court assesses to the losing party upon completion of the matter. Court costs are separate from and in addition to any fines that are assessed with judgments. Scheduled fines. Many simple misdemeanor fines are scheduled fines which means the amounts are determined by Iowa lawmakers and set forth in Iowa Code. Consequently, the City cannot modify these fines. Many simple misdemeanor traffic fines are scheduled fines. For example, a red-light violation 10 will cost $195 dollars (this encompasses the fine, surcharge, and $55 court costs) because Iowa law dictates that amount. • Community service. Iowa law determines that community service is allotted at the same rate as the minimum wage and must be linked to the fine at hand. Current minimum wage in Iowa is $7.25 per hour, so when assigning community service after a charge has been filed, the rate of $7.25 per hour applies. This is severely undervalued as compared to the national value of a volunteer hour, which is currently $28.54. This value is used to value in -kind volunteer hour contributions by many non-profit, school district and government entities. • Payment plans. The minimum eligibility amount and schedule for payment plans are also determined by state law and consequently beyond the City's control. Iowa Code currently states that payment plans will be granted for amounts of $300 or more, and $50 must be paid every thirty days until the amount is paid in full. The City has no authority to modify the payment plan guidelines. Magistrates and judges have the authority to combine separate fines and fees to reach the minimum eligibility amount, but that is the extent of local control regarding payment plans. • Indigent defense fees. Under Iowa law, an indigent defendant is required to reimburse the State for the total costs of legal assistance provided. Attorney fees for defense historically range from $63 to $73 per hour and can total from $300 for a simple misdemeanor to $18,000 for a class A felony. See https://www.legis.iowa.gov/docs/publications/IR/1050233.pdf. Additional charges such as travel, photocopying expense, telephone expenses, postage, parking, lodging, meals, etc. can be added on top of the hourly rate. Concerns have been raised around the ways in which unpaid debt can interfere with ongoing employment and financial stability. As just one example, when a resident in Iowa has a criminal conviction of any kind and has court debt, a hold is placed on the person's vehicle registration. If the conviction was for a vehicular crime, then the person's driver's license is automatically suspended as well. If the crime is non - vehicular and the person's financial state prevents them from paying the court debt, the hold on the registration turns into a suspension when the renewal of their tags goes unpaid. If they continue to drive — to get to work for example — they may then be charged with driving with expired tags, a vehicular crime that leads to license suspension. There is also anecdotal evidence from attorneys who have worked "rocket docket" that people believe that paying the court debt is enough to reinstate their license, which is untrue. They must also file with the DOT and pay a $30 reinstatement fee. Depending on the amount of time that passes, they may also need to retake both the written and driving tests. Another concern is specific to indigent defendants. Both constitutionally and statutorily, all court debt other than fines, surcharges, and victim restitution are to be assessed only after it has been determined that the defendant has an ability to pay. And yet, in 2020 the State of Iowa had $177,924,445 in indigent defense debt at a collection rate of 2%. Outstanding fines, in contrast, were at $264,643,905 at a collection rate of 18%. See Iowa Legal Aid Comment to Proposed Rule, Iowa Department of Revenue, ARC 5272 5 (Dec. 8, 2020). In 2020, the Governor signed SF457. The bill removed jail fees from the definition of court debt, so that delinquency in paying those fees will no longer affect one's driver's license, registration, eligibility for expungement, etc. It also allows agreements for payment of court debt in excess of $100 (down from $300) and permits the judiciary to establish a lower threshold by court rule. However, the bill also made it more difficult for defendants to get out from under court debt by proving an inability to pay. Under this law, defendants are presumed to have the ability to pay and there is little to no remaining oversight into court decisions regarding someone's ability to pay - courts no longer have to provide reasons for finding that a defendant is able to pay, a court can ascertain ability to pay before knowing the full scope of the debt, and direct appeal of a judge's decision is available in fewer situations. See "Critics say law touted as reforming court fines and fees will be a civil rights setback," Des Moines Register, 6/25/2020. A third concern is with the constitutionality of the amount of debt assessed and accruing in criminal cases that have been fully dismissed. From FY2014 through FY2019, the Iowa Judicial Branch assessed $15 million in fully dismissed criminal cases. See Iowa Legal Aid Comment to Proposed Rule, Iowa Department of Revenue, ARC 5272 (Dec. 8, 2020). In 2016, the Conference of Chief Justices and State Court Administrators established the National Task Force on Fines, Fees, and Bail Practices. This group released a set of principles in 2017 to be put into practice by courts across the nation. See https://www.ncsc.org/ data/assets/pdf file/0016/1609/principles-fines-fees.ashx.pdf These include a set of fundamental fairness principles related to: o addressing the disparate impact that fines, fees, and bail practices have on the poor and racial and ethnic minorities; o not initiating license suspension without a determination of ability to pay and a finding that nonpayment was willful; o modifying fines and fees imposed based on income and ability to pay; o insuring representation by court -appointed counsel is free of charge, stating "no effort should be made to recoup the costs of court -appointed counsel from indigent defendants unless there is a finding that the defendant committed fraud in obtaining a determination of indigency." The magnitude of the problem nationally has moved the concerns beyond a "liberal" or "conservative" issue. Advocates for reform include the following and, despite differences in underlying values and reasons for focusing on reform, they agree that reform is necessary: • Fines and Fees Justice Center https://finesandfeesousticecenter.org/2020/05/26/national-effort-to-reform- harmful-fines-and-fees-announces-local-champions/ • PolicyLink https://www.policVlink.org/our-work/'lust-society/fines-fees • National League of Cities https://www.nlc.org/article/2020/10/16/how-cities-are- transforming-fines-and-fees-to-advance-equity-and-financial-security/; https://www.nlc.org/initiative/cities-addressing-fines-and-fees-equitably-caffe/ n • Institute for Justice https://ii.org/case-intake/fines-and-fees/ • Texas Public Policy Institute Right on Crime https://rightoncrime.com/category/priority-issues/pretrial-justice/ • Americans for Tax Reform https://www.atr.org/hidden-costs-fines-and-fees • Americans for Prosperity https://americansforprosperitV.org/government-fines- and-fees-are-out-of-control/ Best practices and innovations in this arena vary across jurisdictions. The Fines and Fees Justice Project recommends the following starting points, which have helped to focus the efforts of our work group: • identify what is mandatory and what is discretionary to collect; • identify how fines and fees are collected, including the cost to collect and the amount successfully collected; • use community engagement to understand pain points for people most impacted by fines and fees; • examine the Texas statute on community service as a model — it is very broad and includes things like completing courses to improve self, skills, and employability; • allow the defendant choice in deciding whether to pay a fine or choose a community service alternative; • establish a guideline that fees will not exceed 2% of income; • keep the process for verifying community service simple. The Equity Concern we are Trying to Impact The work group's goal is to ensure equity and fairness in City policies, procedures, fines, and fees while advancing equity for low-income communities and communities of color. As noted in the Equitable Poverty Reduction and Prevention Plan (EPRPP) adopted by the City Council earlier this year, "[I]ow-income families who cannot pay their fines and fees can have their driver's licenses suspended, wages garnished, tax refunds intercepted, and credit negatively impacted. These can have dramatic consequences that deepen poverty, including job loss, loss of income, inability to pay other bills, interest rate increases, and crushing debt." Theoretically everyone pays things likes fines and restitution, but only people who are indigent/have an inability to pay incur certain costs like indigent defense fees and jail fees that arise because of an inability to afford their own attorney or to afford bond or bail while awaiting trial. On the one hand, the constitution requires that everyone be provided counsel and a speedy trial (or be released in the interim) and yet one's financial status is intricately intertwined with the degree to which these rights are "real" in any pragmatic sense. This income equity issue becomes a racial equity issue when we consider the following median income data for the City of Dubuque from the 2019 American Communities Survey 1-year estimates: Race/Ethnicity Median Household Income White 1 $56,843 7 Black or African American $12,068 American Indian and Alaska Native $22,614 Asian $58,958 Native Hawaiian/Pacific Islander $40,417 Two or more races $29,183 Hispanic or Latino of any race $44,583 White alone, not Hispanic or Latino $56,974 Moreover, the EPRPP goes on to note that "people of color - particularly Black Americans — are disproportionately impacted by the criminal justice system and such fees and fines make it even more difficult for them to achieve financial stability." Black and African -American community members are likely to be particularly hard hit by the financial repercussions of fines and fees. Finally, in discussing the degree to which background checks are an ongoing impediment to fair housing in the Analysis of Impediments to Fair Housing, the consultant recommended that we educate the public on having criminal records expunged. The related equity challenge with this "solution" is that expungement is not an option if have not paid all court costs, fees, fines, and restitution assessed by the court. See Iowa Code 901 C.3(a)(d). This is not to say that compliance with State and municipal codes is irrelevant, it is only to note that fines are not an effective way of gaining compliance among people who cannot pay — instead fines and fees in these situations push people further from an economically sustainable life. In the meantime, the City expends tax funds in trying to recoup money that is not there. The work group is interested in developing cost- effective alternatives to payment that can achieve compliance while also supporting people in moving toward financial self-sufficiency and preserving administrative time and money. To reach this goal, the group is focused on answering the following questions at the local level: • Are certain fees charged disproportionately to low income people who cannot afford to pay? • Are certain fees disproportionately impacting people of color? • Are certain fees creating a major barrier to reentry? • What is the impact of fees on revenue? Are they an effective or ineffective source of revenue? • What is the City spending on collections and what is the rate of success? • Where are the opportunities for reform that will make a difference for struggling individuals, be equitable for all populations, be fiscally feasible and within local government control? Local Data Reviewed Data from Departments on City -assessed fees Earlier this year, we surveyed departments in an attempt to answer the following questions about municipal fines and fees: • What is the least -collected and most -collected fee? • Which fees bring in the most revenue? • What's the breakdown of fees vs late fees? • What are late fee + court costs as a percent of the initial fee? (e.g. if you're late paying your dog license and end up paying late fee + court cost) • Which fines and fees aren't we enforcing/following through on and why? • What revenue numbers fluctuate the most in a 5-year history? What might that tell us? • Where are there outliers in the data? What does that tell us? • What fees are turned over to collections? What is our cost for this? What percentage of fees are collected after being sent to collections? Overall, the responses we received did not allow us to answer most of the questions posed with any degree of confidence. We concluded that we could not conduct an accurate, organization -wide analysis without a consultant, along with significant changes to our data collection and reporting process moving forward. Our recommendations for next steps in order to do such an analysis are detailed in the strategies section of the memo below. The information we received, however, did allow us to identify these four high revenue areas for further investigation: Fee Actual Revenue Generated FY19 Ambulance Fees $ 1,104,932 Utility Billing Penalties $ 295,734 Parking $ 281,302 Pet Licenses $ 174,554 Of these, utility billing penalties and pet licenses have late fees associated with them. Utility billing and ambulance fees are subject to being turned over to collections. Unpaid parking tickets that are more than thirty days in arrears result in a hold on a person's ability to renew their vehicle license and registration until paid. In addition, utility billing penalties can be avoided if the customer enters into a payment plan, and ambulance fees may be excused by the City Manager for inability to pay. While we also suspect nuisance violations are a prime area for potential reform, we were unable to collect meaningful cross -departmental data at this point to perform an analysis. Recommendations for addressing data shortcomings are included in the strategies section of the memo below. er Based on the results above, we decided that the best data we have to work with at the local level currently is the data around our four highest revenue generators: utility billing, parking tickets, ambulance services, and pet licenses. The data collection in these areas permits us to overlay race and income by address in order to determine equity impacts and also measure whether any interventions we pilot are successful over time. We are not sure that ambulance fees will be a worthwhile focus area, since most ambulance fees will be covered by insurance. Before ruling it out, however, we would like to dig a little deeper into the data to make sure that people not covered by insurance and/or those who experience delays in insurance payment are not being harmed by late fees and collections fees. As an example of where we are headed from a data analysis perspective, the following maps were created based on aging utility billing accounts receivable in January 2021. In the map below, median income by tract based on the most current ACS 12 month survey data is shown along with a density analysis of accounts with past due utility billing balances from January 2021. The red shaded areas of the map show any statistically significant spatial clustering of customers with past due balances. It can be observed that not only does a statistically relevant clustering of points occur, but also, the highest saturation of points show in and closely adjacent to Census tracts 1 and 5 which are those with the lowest median income per ACS survey. qk 10 CerrsusTract Medium Income 5 31, 727.00 1 q0,073. ao 17.02 4a, 756.0o 3 43,000.00 7.01 48, 349.00 12- 0r1 49,138. 00 4 49,776.00 101.1 50,156.00 101.03 57,536.00 9 56,418.0O 6 56,818.00 7.02 58,59R(10 17.05 50,636.00 11.01 56, 78& (10 11m 72,465, 00 12.04 73,450.0O 8.02 76,029.00 101.04 103,098.00 Median All Tracts 54,477.00 Faculty and students at Loras College also assisted in doing some spatial mapping of the distribution of late utility bills. They compared the spatial distribution of Utility Billing accounts that had incurred Fees during the final months of Fall 2020 and Spring 2021. Starting from 1000 accounts they were able to geocode 955 addresses. They then used the 2014-2018 American Community Survey (ACS) to extract census data from Dubuque County and its 26 census tracts. Each map compares the census tracts along with their respective variables highlighting the gradient of values. Overlaid on top of each census gradient map are the geocoded addresses of fined utility accounts. Below you'll see the that greatest proportion of fined accounts are found in the census tracts with the highest proportion of Black/African American residents, residents with higher levels of poverty and residents with the lowest household income. 11 w r U561 Lis,*, Black or African AinisfiCan 0 144 20d 30d 40d 5 N 500 g _ T r= � DCARTO.00snCV1Wj DMD tHOM GC-94.v:. Figure 1. Census Tracts of Black/African American households. The higher numbers and warmer colors indicate higher numbers of Black/African American households. z r r 1 us SP us 154 ill ..'AV VA*4 rµ r� Ralio of Income w Powarly a 10 20 ]F� 30 40 150 70 -94 Figure 2. Census Tracts of Ratio of Income to Poverty Level. The higher number and warmer colors indicate higher levels of poverty 12 xsacAFira, 6 n; orsireoutaa oonkovWwCc ax-M Figure 3. Census Tracts of Median Household Income. The higher number and warmer colors indicate higher levels of household income. We acknowledge this data may be somewhat skewed due to the pandemic, and that we may need to adjust over time as families move past some of the instability of the past year or so. Currently, we are in the process of obtaining reports from the other three high revenue generator categories (ambulance fees, parking tickets, and pet licenses) that will allow us to create heat maps to examine the degree to which there are overlaps in fines and fees owed in particular areas of town, and the demographics of families being most impacted. Data from State of Iowa on Court Debt and Local Data on Top Ten Charges Annually We do not have municipal level information on court debt, so we are making informed judgments on where to focus local criminal interventions based on a combination of state data on court debt and local data on our top ten charges every year. We started with state data on the amount of outstanding court debt overall. Then, we eliminated surcharges and "other" costs leaving only court costs (which is where indigent defense fees and jail fees are recorded). Next, we sorted the remaining debt by race in order to identify the top ten charges within each racial group and the amount of court cost debt represented by those charges. Finally, we compared these top ten charges with the top ten charges locally to help narrow and inform areas for intervention. While not an exact science by far given the data we are working with, we can see that - One of our top ten charges every year is for possession. Normally, this is a secondary charge to other charges here in Dubuque. This is also one of the top 13 ten charges generating court debt for four sub -populations at the State level: Blacks, Asians/Pacific Islanders, Caucasians, and Hispanics. • A second top ten charge locally that is within the top ten charges generating court debt at the State level is Driving while Suspended/Revoked. This is within the top ten types of charges generating court debt at the State level for four subpopulations: Asians/Pacific Islanders, Hispanics, and American Indians. • A third top ten charge locally that is within the top ten charges generating court debt at the State level is Theft. This is within the top ten types of charges generating court debt at the State level for three subpopulations: Blacks, Caucasians, and American Indians. Many of these charges, and the one that falls in our local top ten, are for fifth degree theft where property taken is valued at less than $300 and includes actions like writing bad checks. • A fourth top ten charge locally that that is within the top ten charges generating court debt at the State level is disorderly conduct. This is within the top ten types of charges generating court debt at the State level for two subpopulations: Blacks and Caucasians. • A fifth top ten charge locally that is within the top ten charges generating court debt at the State level is OWI. This is within the top ten types of charges generating court debt at the State level for one subpopulation: Hispanics. In many instances, the City is not the primary prosecutor on charges for a variety of reasons. Some violations are covered by both a local ordinance and the State criminal code, the latter of which permits jail time while the City can only issue a fine. Sometimes there are multiple charges from a single incident, and keeping them together under State prosecution is the most effective approach. Charges related to controlled substances, OWI, and some levels of driving while suspended or revoked are more than simple misdemeanors, which makes automatic diversion or deferred judgment more challenging. Moreover, there are no diversion options for adults on any of these charges, though there are options for juveniles. These considerations all impact our recommendations below. Community Engagement While quantitative data can give us some potential starting points, we also sought input from community members most likely to be impacted by excessive court debt or unable to pay fines and fees that are accumulating. In partnership with Loras College and the Civic Leaders program, we designed and administered a community survey that was available to the public from April through June. The purpose of the survey was to understand the experience of various cultural sub -groups within the city of Dubuque, including the experience within the city and in connection with various resources (or the lack of experience and connection with various resources), to identify quality of life issues directly affecting the community, and to begin to take steps to address disparities. The survey was distributed in paper to local non -profits and community organizations, online (https://tinVurl.com/dv9ta72b), in person at governmental facilities and directly emailed to 828 City of Dubuque Utility customers. It is estimated that this 14 canvas reached thousands of residents, however, from this outreach canvasing effort, 20 survey responses were collected. Table 1. Demographic Information of Survev Respondents Age 18-29 — 33.3% 30-39 — 33.3% 40-49 — 27.8% 50-59 — 5% Gender Identity Male — 31.6% Female — 63.2% Prefer to Self -identify — 5% Race Rather Self -Identify — 11.1 % Black/African-American — 16.7% White/Caucasian — 66.6% Hispanic/Latino a x — 5% Relationship Single — 57.9% Married — 31.6% Divorced — 10.5% Education Did not graduate — 5% Completed High School/GED — 27.8% Some College — 27.8% Completed College — 38.9% Employment Employed Full -Time — 52.6% Employed Part -Time — 26.3% Self Employed — 5% Unemployed — 10.5% Supplemental Disability — 5% Average Household Income $23,108 Housing Own — 17.6% Housing Choice Voucher — 11.8% Rent — 58.8% Staying with Friend/Family — 11.8% Children Average 1.33 Children per household Note: The Demographic data profile at times closely matches that of the City of Dubuque (Age, Gender Identity, Education), and at others is less representative (Race, Housing, Household Income). 78.9% of respondents reported a previous municipal fine or fee including late utility bills and traffic violations and the average fine amount reported for these fines was $83. 50% of respondents reported that the fine amount was difficult to pay, as one respondent reported, "If money is already tight, adding another $50 to the bill (essentially an entire months bill), is only going to make it more difficult to catch up." 55% of respondents reported paying court fines, fees, or costs for themselves or a loved one and the average fine was $7,757. 55% of the individuals who were paying those fines were on a payment plan with all paying the minimum payment of $50 per month. 77.8% reported a number of consequences for difficulty repaying the fines and fees including, but not 15 limited to: trouble meeting daily expenses such as childcare costs, groceries, transportation, etc.; missed monthly bills such as rent, utility bills, car payments, etc.; stress over meeting court -ordered payments related to their case, and lowered credit scores. Some suggestions from survey respondents: • "We need to replace our system of fines and fees with more structural ways of generating revenue that doesn't disadvantage poor and working-class people." • "They are very difficult to understand and you cannot get genuine answers from the people who generate them. If we cannot afford the fines even when they may be fair we definitely cannot afford a lawyer to look into the notice or the fine ... We can and should do better." • Explain the paperwork and fees • "Take their income and cost of living into consideration" • "Get rid of parking meter discrimination (rich can pay it; poor cannot)" While fewer than 50% of respondents elaborated on what the city could do, almost all responses mention equitable changes in the distribution and assessment of fines and fees. In terms of proposed solutions to make these equitable changes in fines and fees, respondents mentioned ideas like raising property taxes as a different income stream to fines and fees, working with residents and thinking about the effects that fines and fees may have on the economy if individuals are removed from their ability to pursue employment because of court dates, or losing access to transportation due to shifting finances. Moving forward, ongoing community engagement strategies will need to be included in any pilots we develop and implement to determine the extent to which we are having the impact we intend. One of the biggest mistakes that institutions seeking to "help" families in poverty tend to make lies in prioritizing the judgment of professionals over the judgment of the families experiencing poverty. The interventions most likely to succeed will be those that are co -created between people with professional expertise and people with lived experience expertise. Potential Strategies for Advancing Equity With the information we have been able to gather to date, we have identified several potential short and long-term strategies for consideration. In general, we have premised these strategies on the following considerations: 1) Fines and fees that are civil in nature and established by City ordinance, policy and practice are most within our authority to revise. 2) The majority of criminal offenses will require working collaboratively with Dubuque County and other partners. 3) Once any charge — civil or criminal — proceeds to court, our options for intervention become more limited and costs for the resident increase due to a variety of statutes and court rules that are beyond our authority to revise. 16 Short-term strategies Strategy #1: Consider a short-term pilot that leverages the data we have available related to our four highest revenue generators on the civil side to identify potential changes in policy and practice likely to positively impact households and/or areas of town where there is significant overlap in these unpaid fees. Specific recommendations for next steps may include: 1) Assessing the effectiveness of each fine or fee to determine its success in creating the desired action (for example, late fees' impact on future payment in a timely manner). 2) Creating an ability to pay assessment that places residents in a graduated payment plan or another type of program like community service (San Francisco uses qualifiers like receiving Housing Choice Vouchers, and incomes that are a certain percentage below poverty level.) Another option would be to consider making community service choices available to everyone as alternatives to payment. 3) Identifying the likely impact on revenues and management costs to implement. 4) Creating an implementation plan that includes a community engagement plan and feedback loop. Strategy #2: Develop and/or revise community engagement and/or criminal diversion options that are targeted to positively impact subpopulations who are most negatively impacted by the current structure. While there are several diversion and mitigation programs in Dubuque (see Appendix A), we do not have any data readily available to us that would allow us to conduct an equity analysis based on race or income. Specific recommendations for next steps include: 1. Fill the position of Community Diversion & Prevention Coordinator that was approved in the FY22 budget and focus that position on exploring pre -charge and post -charge diversion options with both City and State prosecutors. This position will also be tasked with developing a formal Community Service program. Currently, the Police Chief is gathering community feedback on the position. 2. Focus criminal efforts on pre -charge diversion, working in collaboration with the County attorney, Department of Transportation, and other entities as needed 3. Develop a structure that provides alternatives to payment for people who are facing significant overlap in fees under strategy #1 above. 4. Catalogue current diversion and mitigation options, starting with those identified in Appendix A, including: a. collecting and examining data disaggregated by race to determine who is benefitting from current diversion and mitigation options and who is not; b. creating a more structured approach for where people are diverted currently. 5. Determine whether modifications/additions to current diversion and mitigation options are necessary in order to: 17 a. positively impact subpopulations likely to face court debt based on our analysis of the overlap between our local top ten charges and the amount of court debt for people with those charges disaggregated by race. b. Reach and benefit subpopulations for whom the current efforts do not appear to be effective in avoiding escalating court debt. Strategy #3: Address the larger problem of court debt through legislative priorities and proposed revisions to court rules in collaboration with other municipalities in Iowa, the Metro -Coalition, and/or the Iowa League of Cities. The following steps, most of which were included in our 2020-2021 State Legislative priorities, continue to be recommended and are in need of more focused action: 1) Oppose efforts to further restrict or eliminate ability to pay protections. This past session, HSB 658 was proposed and would have eliminated ability to pay determinations across the board. A second bill, SF2374, would have made ability to pay determinations more difficult than they already are. 2) Advocate for changes to court rules that would: o Permit payment plans and community service for individuals who owe less than $300; o Allow for payment plans that are at amounts lower than $50 per month; o Value community service hours at the same rate that other volunteer service is valued. 3) Advocate for changes to Department of Revenue policies that would: o exclude indigent defense fee recoupment and jail fees from the basis used to calculate the 15% collection fee; o develop a process for partial or full waiver of the collection fee based on financial hardship. Long Term Strategies Strategy #1: Develop a consistent, cross -departmental approach to data collection. Over the past year, the EFF team has met with departments across the City and reviewed available data for this project. While some improvements have been made in the collection process recently and analysis has been completed, the organization must continue to make improvements in our "data -driven decision making" culture in order to have the information necessary to make meaningful change. Specific recommendations include: 1. Continue to make improvements to the way data is collected across enterprises so that data extraction and manipulation is not such a manual process. The rollout of the new Enterprise Resource Planning financial system has the potential to greatly improve this process. This is a software system that will allow us to automate and integrate several business processes. 2. Invest in a strong data governance program to establish the foundation for further work on building a culture of data -driven decision making. a. Seek professional development opportunities such as college courses or webinars to develop leadership team members' ability to make data -driven decisions. While many staff in our organization are able to produce data sets, we can improve our analytical skills that allow us to use the data sets to make decisions and pivot mid -program. Software tools and data sets alone will not create a data -driven organization. b. Build on the foundations laid by the Socrata team to establish clear data governance policies organization -wide and in every department, including establishment of data managers/champions. 3. At the front end of program or policy implementation, identify what customer data will be necessary to have for program/policy analysis. This important planning step ensures that departments won't be trying to recreate or piece together data sets later, a burdensome process. 4. Identify standard demographic information that should be collected about program participants and collect in a consistent format across programs and software systems to allow for equity analysis. Where needed, assign customer IDs so that demographic analysis can be complete without personally identifying customers. Where collection of this data is not appropriate, equip staff with tools and skills to us GIS-based census track data as a proxy to identify racial, socioeconomic, or other demographic impacts geographically. Ultimately, we hope to design strategies that could help us to identify the leading indicators that are likely to lead to non-payment of fines and fees (i.e. loss of a job, family health issues, etc.). If we can create a mechanism to help us identify when one of these events happens and offer our interventions early, we may be able to prevent things escalating to a financial crisis within a family. As COVID-19 demonstrated, many, many people are a paycheck away from situational poverty. If we can improve our ability to collect information that predicts the possibility of an escalating financial crisis in a family, then intervene early before the household is in full financial crisis, we may be able to head off cascading impacts. Taken as step further, if the interventions we design are premised in expanding the potential for higher earnings in the family, we may be able to foster longer term financial stability. Strategy #2: Conduct a utility rate study In fiscal year 2021, the City extended the monthly utility fee reduction program to water and sewer services. Income -qualified residents are now eligible for a 50% reduction in the base monthly water and sewer fee. In addition to the utility fee reduction program, the Sanitary Sewer Utility has over $500,000 budgeted, in fiscal year 2022, to conduct an Asset Management/Master Plan. This project will take a comprehensive look at the condition of the sanitary sewer collection system components and assess future needs of growth areas. Upon completion of the initial assessment, which is expected to take 18 months, data will be used to prioritize improvements to the sanitary collection system to ensure the system meets the needs of the community. Any funding gaps, between needed improvements and current funding sources, could then be addressed, through further assessment, to ensure that system improvements are balanced with equitable and affordable service charges for all users. 19 Currently, there is $100,000 allocated to a FY23 Capital Improvement Project to provide funding in support of development of an equitable, affordable, and defensible water rate analysis that will support not only operational and capital utility projects necessary to continue the production and distribution of high quality drinking water, but will also include assistance programs and water savings initiatives that do not take away from operational expenses. The US Water Alliance states that "Water affordability is an issue at both the household and utility level. The rates that utilities charge their customers are the primary funding source for day-to-day utility operations and investments in system improvements. Utilities need to raise rates to keep up with the rising costs of labor and materials, and to make debt service payments on bond - financial capital improvements ... While many utilities are committed to assisting low- income families, finding a balance between financial management of the utility and the needs of vulnerable communities can be difficult." Conducting a rate analysis for both water and sewer fees will ensure an equitable approach to utility management so that both the needs of the utilities and our vulnerable population can be met. Strategy #3: Engage Dubuque County in identifying and developing any additional interventions to address court debt that are within municipal and county control. Next Steps for Implementation, Accountability, and Evaluating Results This memo is a status report and will be part of our Equity Plan Progress Report at the City Council work session on August 2. As we continue to gather and analyze data, we will be in a better position to determine what is most actionable and will bring forward additional recommendations at that time. cc: Crenna Brumwell, City Attorney Cori Burbach, Assistant City Manager Mary Rose Corrigan, Public Health Specialist Mark Dalsing, Police Chief Collins Eboh, Organizational Equity Coordinator Jeremy Jensen, Assistant Police Chief Chris Lester, Water Department Manager Maureen Quann, Assistant City Attorney Heather Satterly, AmeriCorps Director Anderson Sainci, Director Office of Shared Prosperity and Neighborhood Support Shante Weston, Civil Rights Specialist 20 Attachment A: Current Mitigating Measures for Court Debt in Dubuque Juvenile Diversion The City of Dubuque Police Department, its school resources officers (SROs), and the City's partners engage in numerous diversion programs designed to assist primarily middle school and high school juveniles from immersion in the criminal justice system. The Juvenile Court Services (JCS) and other partners offer diversion programs in person and online throughout the first judicial district. The following programs divert children from the court process and attempt to change behavior, educate, and reform. • Tobacco Diversion. SROs and the County Attorney's office collaborate in the tobacco diversion program. Youths facing first offenses for underage tobacco violations may complete a tobacco diversion course taught by the Police Department's DARE officer and the Visiting Nurse's Association (VNA) instead of facing criminal charges prosecuted by the County Attorney's Office. The course explores health, financial, and other effects of tobacco use. • Juvenile Court School Coach Diversion. JCS, the Dubuque Community School District, and SROs work together to utilize this program. First time simple misdemeanor offenders work with the Juvenile Court School Coach to discuss the offense, process alternative pro -social behaviors, and assess the youth's needs. The youth and the coach meet repeatedly as a method of diversion. • Fight Diversion. SROs work with their respective middle schools to engage students involved in physical conflict or conflict that may quickly evolve into physical conflict in a fight diversion program. The program teaches and encourages alternate methods of communication and conflict resolution. Students who complete the program do not face criminal charges from the altercation. • Weapons Diversion. JCS offers a weapons diversion course that involves child and parent or guardian participation. It is offered for simple misdemeanor concealed weapons charges, and it explores decision -making, consequences, the dangers of real and decoy weapons, and police and civilian response to real and decoy weapons. • Shoplifting Diversion. JCS offers first-time youth offenders the opportunity to participate in a course exploring the effects of shoplifting, moral reasoning, goal setting, and future change. Parents or guardians participate with youths in the first session. • Alcohol Diversion. JCS partners with the Substance Abuse Services Center (SASC) to provide an alcohol diversion program to individuals ages 18 and under who are arrested for first-time alcohol related legal charges. • Drug Diversion. JCS partners with SASC to offer a drug diversion program to individuals ages 18 and under who are arrested for first-time substance abuse 21 related legal charges. Youths must participate in eight hours of programming split over two consecutive evenings to successfully complete the program. • Fire Safety and Prevention. JSC partners with the City of Dubuque Fire Department (DFD) to offer this option to youths charged with reckless use of fire charges. Through education about fire safety and prevention, JSC and the DFD provide this this diversion alternative. • Life Skills. Also offered by JCS throughout the first judicial district, low to medium risk young people are given the chance to participate in two, two-hour sessions covering law, choices, and decision making. • Changing Lives Through Literature. Changing Lives Through Literature is a partnership between the Carnegie -Stout Library, JCS, and the police department. Youths complete a five -week reading, discussion, and learning process through which they identify with characters in books, examine the characters and their own life choices, and hopefully engage in alternative behavior moving forward. Parental or guardian participation occurs in the initial stage. Changing Lives Through Literature is generally targeted toward young people who have committed simple misdemeanors and have little to no other criminal involvement. • Restorative Strategies. Restorative Strategies is a non -punitive, community building approach to addressing instances of harm or violations of law caused by juveniles. Typically, police offer high school aged people who have committed simple misdemeanors and have had little to no other criminal activity the chance to participate in Restorative Strategies in lieu of criminal charges. The police have partnered with the Restorative Strategies program since August 2017, and more than fifty youths have been referred to the program as an alternative to criminal charges. Post -citation mitigating measures Within the stricter confines that exist once a person receives a citation and has a case in the court system, the City still offers options to minimize the impact on people. Some of these examples include: • For many simple misdemeanor moving violations, the City partners with Northeast Iowa Community College to offer a National Safety Council approved defensive driving course. People are eligible for the class once every six years. Completion of the class results in dismissal of the citation. People are responsible for the cost of class and their court costs, but this option often saves people nearly $100 and helps with Department of Transportation consequences. If people receive subsequent moving violations before defensive driving is offered again, other options are available for dismissal of citations. Available options are determined by many factors including the nature of the moving violation, the frequency of moving violations for the driver, and the options the driver has previously used. • For more significant moving violations like reckless driving or a first offense school bus violation, the City offers a standard plea deal requiring six months with no further moving violations, completion of the defensive driving course during those 22 six months, and six hours of community service at a non-profit organization located in Dubuque. For school bus violations, this plea deal provides significant financial savings as compared to paying the ticket, and it also allows a person to avoid the 30-day license suspension imposed by the Department of Transportation. For people who need to drive to work, need to drive children to school or daycare, or need to drive to other places, losing a license for thirty days has significant life implications. • For violations of the City's parental responsibility ordinance, the City offers completion of the Visiting Nurse's Association's parenting class in lieu of fines. A person is responsible for the court costs associated with the charge, but no fine is assessed for people who successfully complete the parenting class. The class teaches parents and guardians constructive techniques, coping strategies, and other information designed to help parents and guardians be the best parents and guardians possible. • For some first offense simple misdemeanors like disorderly conduct, the City offers a six-month probationary period. If a person receives no additional disorderly conduct violations during that six-month probationary period, the charge is dismissed. The person is responsible for the court costs but will avoid a simple misdemeanor conviction. • For first offense civil code violations like the social host ordinance, prohibited noises, and appearing under the influence of a controlled substance in public, the maximum fine available is $750 coupled with $95 court costs. For second offenses, the maximum fine available is $1,000 plus $95 court costs. Although these charges are civil, the economic impact is often higher than a criminal fine and more than most people can bear. For first offenses, the City offers to reduce the fine significantly to $50. If the fine reduction is accepted, the City offers payment of the reduced fine or seven hours of community service in lieu of paying that $50 fine. The court costs remain. For subsequent violations, the reduced fines and community service offered double. • For first offense rental license violations, if a person admits the violation and complies with the required licensing and inspections, the City offers a 50% fine reduction, lowering the fine from $750 to $375. The $95 court costs remain. • For first offense violations of the International Property Maintenance Code, the City typically offers a suspended fine format. The total fine is $750, but only $250 is initially imposed. The remaining $500 fine is suspended, pending completion of repairs by a designated date. If repairs are made, the City motions the court to close the case. If repairs are not made, the City motions the court to impose the remaining $500. The $95 court costs remain. • For first offenses of the vacant or abandoned building ordinance, if a person admits the violation and complies with the licensing requirement, the City offers a fine reduction, lowering the fine from $750 to $100. Like all other cases, the court costs remain. 23 This highlights many of the systems and options that currently exist as part of the City's efforts to lesson the impact of enforcement while still attempting to modify or deter future behavior and gain compliance with the law. Although the City has these standard pathways, cases are evaluated on an individual basis. If the City finds valid reason to proceed differently, it has some freedom to do so. 24 CITY OF DUBUQUE EQUITY PLAN PROJECTS UPDATE AUGUST 2, 2021 OVERVIEW 2021-23 PLAN SUBMITTED TO COUNCIL IN FEBRUARY 2021 30 PROJECTS IN ADDITION TO STATE AND FEDERAL LEGISLATIVE PRIORITIES HIGHLIGHTING THOSE MOST RELATED TO COUNCIL PRIORITIES EACH PROJECT DESIGNED AROUND SIX EQUITY QUESTIONS tom! t t t t t t t 4•+ w•+ +. s�+ f`09 i•••r•r•/Lr•r■/•/*/#/■/#/•/■i /•.i.#.■.■.i.■.r■■• •■•a•■ta ■■ta ■ ■ ■ ■■•�r�■ ■ ■ rrr+•+r�rr � a a • ■ • ■ • • • s • • • • • i • rt r r • r + r , I • ■ • ■ a s • s • s • s • s rt s • r • . • .. r s + •a•tar#a■r.%% %4,.%af.■/i.f*f*■*i■■*r� ■ r . r • • a • ■ ■ # ■ ■ ■ ■ ■ a r r r r r r.Y.r•. I a • • ■ • ■ • / • • • • • / • / • r rt r • r • r • r t! t# i t t i••.• *a•••ra■•rt■ir}/■/*/#� /i/■/+/■.i.i /�.r. .rt i•.ri art■ • • • • • ■ • a i • # # f # ■ ■ r r ■ r Y rt Y I • is • IN • # • r ■ • • r • • ■ ■ • ■ • ■ r r + t•••i • !tat # t t t 4 • ♦ • • + Iaa•rarra•rra//•/•/..rr..++ � t • • • a # • • t # • • • ■ • r t r • r . • i■ r■ i r r r ••■#■r ••rr ■■ ■■ r• r f +f+ RM 0191�►'11[� DUBUQUE COMMUNITY POLICE RELATIONS COMMITTEE REVIEW • EQUITY CONCERN: DISPROPORTIONATE ARREST & USE OF FORCE RATES NATIONALLY NAACP NEXT STEPS FOR JUSTICE RECOMMENDATIONS; ANALYSIS OF IMPEDIMENTS; EQUITABLE POVERTY REDUCTION & PREVENTION PLAN • DATA: LIMITED PUBLIC AVAILABILITY CURRENTLY • COMMUNITY ENGAGEMENT: PLANS ABOVE PLUS CURRENT DCPRC MEMBERSHIP • STRATEGIES: REVIEW OF NATIONAL BEST PRACTICES; IOWA MODELS; TBD • IMPLEMENTATION AND ACCOUNTABILITY: TBD SCHOOL RESOURCE OFFICER WORK GROUP • EQUITY CONCERN: DISPROPORTIONATE CRIMINAL JUSTICE CONTACT NATIONALLY; RACIAL TRAUMA NAACP NEXT STEPS FOR JUSTICE RECOMMENDATIONS; EQUITABLE POVERTY REDUCTION & PREVENTION PLAN; ANALYSIS OF IMPEDIMENTS • DATA: LIMITED PUBLIC AVAILABILITY CURRENTLY • COMMUNITY ENGAGEMENT: EPRPP; PLAN FOR STUDENT, PARENT, STAFF FOCUS GROUPS STRATEGIES: REVIEWING BEST PRACTICES & LOCAL DATA; ANSWERING QUESTIONS POSED IN EPRPP; TBD • IMPLEMENTATION AND ACCOUNTABILITY: TBD DEVELOPMENT OF EQUITY METRICS • EQUITY CONCERN: STRUCTURAL INEQUITIES INEQUITIES EXIST ACROSS ALL MAJOR QUALITY OF LIFE AREAS DATA: COLLECTIVE IMPACT REQUIRES SHARED MEASURES WE CAN WORK TO IMPACT ACROSS INSTITUTIONS • COMMUNITY ENGAGEMENT: EQUITABLE POVERTY REDUCTION AND PREVENTION PLAN; ANALYSIS OF IMPEDIMENTS; BLACK LIVES MATTER WORK SESSION; ADDITIONAL AS DEVELOP • STRATEGIES: UPDATE EQUITY PROFILE IN 2021-22; EQUITY METRICS 2022-23 IMPLEMENTATION AND ACCOUNTABILITY: TBD HOUSING CREDIT REPAIR EQUITY CONCERN: LOW HOMEOWNERSHIP RATES AMONG BLACK RESIDENTS, STRUCTURAL POLICIES DATA: CENSUS ACS YEARLY UPDATES, HOME WORKSHOP PARTICIPANT TRACKING, NEW CREDIT REPAIR PROGRAM - SUCCESSFULLY PURCHASING A HOME COMMUNITY ENGAGEMENT: CONSOLIDATED PLAN COMMUNITY INPUT SESSIONS, COMMISSION MEETINGS AND PUBLIC HEARINGS FOR ANNUAL PLAN AND BUDGET HEARING STRATEGIES: TEAM WITH DUPACO'S CREDIT PROGRAMS TO INCREASE OUTREACH TO BLACK RESIDENTS, INCREASE HOME WORKSHOP PARTICIPATION, CONTINUE TO PARTNER WITH OTHER ORGANIZATIONS SERVING TARGET POPULATION COMING SOON IN FY 2022: AGREEMENT WITH DUPACO AND NEW CREDIT REPAIR PROGRAM ... ■ • ■ .. ! . a ■ a ■ a • • • ■ • • • i •�a�r i r�•�• f a•ari•ari•arr■atra•t•+rtl+rt•+i * rt•■•a•fi •f•■wfi •f•■■ •#r#•+ #r**# + #i;i; ; #!ti*■■a*■■arty■*■■■ ■ ■ ■ ■ ■ ■ ■ ■ • • i • r ! r • r • • R • R } ■ 7 ■ f ■ i 0 ■ f ■ ■ ■ ■ ■ ■ ■ • ■ ! . t In • ■ • r ■ • • a ■ a ■ a • a a a • to a • • r • + • a ! i • r a • • r t • • • • • • + • t • + • • • • • • ■ • r • . ! . • • ! a • . ■ • ■ ■ ■ ■ ■ ■ ■ ■■• ■ ■ ■■r■r■r0r # i • • # r • • • • • • • • • f • ■ • ■ • ■ • r • r • • • ■ r•##;#Iiria i•1■;■•it •*■t•Ri*•*•}•�+■•+•i• r • • • • • r r r ! . a ■ • .. ■ . r ■ • • ! • • • ! • • too • % a 6% • 0�01• • • • • r . • • ! a • ■ a i ■ ■ • ■ r • ■ a r r ■ ■ r r ■ r # # # i r • # • • • • • • r r r t • ■ • r r r r ■ r . • • • * # • � * i # i • ■ • ■ • • • • a • • • r r r • r r r r�r�r r■*i * .*f .i� .*.•0 .4■i#a*a*a*a !■i •■a�!■i •�r�r i r�r�• �� a•1 i•r#a•iri••rr•i •a ray+rt•+i of rf•f •tom •f•■•■•■r s■.■■ a ii#r#!i#a#rialt.#!#.%%so ■■■•+■% %oo r•rt t■■}*•■■■■■ a • a • a • a • + * • ; • ■ I \ 630 allow",. FAIR HOUSING ENFORCEMENT EQUITY CONCERNS: DISCRIMINATION IN THE FORM OF RENTAL POLICY/ADVERTISING DATA: CURRENTLY DIFFICULT TO TRACK, USING SELF -REPORTING AT THIS TIME COMMUNITY ENGAGEMENT: MEETINGS WITH FRIENDS OF FAIR HOUSING AND THE DUBUQUE AREA LANDLORD ASSOCIATION STRATEGIES: TESTING NEED FUNDING COMING IN FY 2022: IOWA LEGAL AID APPLIED FOR FUNDING TO START A TESTING PROGRAM. STARTING PARTNERSHIPS WITH OTHER COMMUNITIES IN IOWA TO SUPPORT TESTING IN DUBUQUE. MUNICIPAL CAREERS PIPELINE HUMAN RIGHTS DEPARTMENT I • • ! • a ■ a ■ a • • • ■ • r • i •+r�r i r�•�• �•••■•••■i••ai••a•••ai * •••■rir•i r••■w•r r••■r I ■ i ■ • • r • a • r • a • r a a • r • ♦ • # • ■ • • • • • a • r ■ a • r ! a • r ! ! • • • 4 ■ • • a ■ t + • ■ w • • ■ • ■ s • ■ f ■ • ■ ■ r a i • • • r • • • r • • • • • • • r • r • r . • • • a • ■ i ■ a ■ • It1 r r • ■ ■ r ■ ■ ■ r r■_ • • ! a • • ■ • ■ ■ ■ ■ ■ ■ ■ ■�• ■ ■ ■ter■r■r+r ■ ■ • • • • • • • r • • • r • • • r r ! • r 1 r I a ■ • • ■ • • • • r r • • r rIr+• rfr! • •Ir�• ■ • # t ■ ; a • • ; r • r � a ■ r r a r • r . ■ ••• a•■ r t■■■■ r r r a r r r■ r r■ r li#ti*■!■i •4 ■*rtr•r*r•r•r+r r• r r r r r r r�r�r I ■ • • ■ • ■ ■ ■ ■ ■ ■ • i •+a�•+i •�r�i i r�r�a �a••••R••i •a i••a•••ai r•••r•r•� •••■••r■r r■•rr I■ �ar*ri•••i•■Ri•r•■•r•r•rwrw■•r}•■rf■■rfr■r■1■r i • • ■ i ■ • ■ • ■ • • ■ • • ! • r • ! • r r w • r ■ • • ■ r M.C.P. PROJECT SCOPE 30% OF CITY OF DUBUQUE WORKFORCE IS NEARING RETIREMENT AGE PILOT INCLUDE REPRESENTATION FROM LEISURE SERVICES, WRRC., ENGINEERING., WATER., AND PUBLIC WORKS THOSE ELIGIBLE FOR RETIREMENT WITHIN 5 YEARS: ENGINEERING = 25% PUBLIC WORKS = 19% WATER = 14% WASTEWATER = H% M.C.P. STRATEGY • COLLABORATION WITH KEY STAKEHOLDERS • PARTNERSHIPS ON CAPACITY BUILDING GRANT OPPORTUNITIES • GOAL ALIGNMENT WITH DCSD AND POSTSECONDARY TRAINING • ASSESSMENT OF INTERNAL PRACTICES AND POLICY • REVIEW OF CURRENT CITY OF DUBUQUE INTERNSHIP GUIDELINES • REVIEW OF PUBLIC WORKS APPRENTICESHIP PROGRAM • EXPLORATION OF NATIONAL BEST PRACTICES • PEER LEARNING —CITY OF WICHITA, KANSAS • AMERICAN WATER WORKS ASSOCIATION %�QUE iq`�`7 r �o Awareness Classroom Activities, Career Talks, Facility Tours Exploration Career Fairs, Job Shadowing, Internships Application Research Projects, Work - Based Learning ogp,Tlo r AP PL�G�� I � f� M.C.P. IMPLEMENTATION • GETTING STAFF "BUY -IN" • PROVIDES SHORT-TERM SUPPORT TO OPERATIONS • FOSTERS LEADERSHIP SKILLS IN CURRENT STAFF • DEVELOPING TOOLKIT FOR SCHOOLS • PRE/POST EVENT LESSON PLANS COORDINATED ACROSS DEPARTMENTS. • PRE -EVENT STUDENT RESEARCH • MULTI -MEDIA TOOLS M.C.P. IMPLEMENTATION CONTINUED PREPARING FOR THE TOURS AND YOUTH ENGAGEMENT PROCESS BASICS EMPHASIZE IMPORTANCE OF SAFETY AND RELIABILITY VISIT LABS, BASINS, SCADA, OFFICES, BREAK ROOM HIRING AN INTERN HOSTING AN INTERN MEANINGFUL WORK, ASSIGNMENT OF A BUDDY, EXPECTATIONS, AND RECOGNITION. INVENTORY OF INTERN EXPERIENCES ONGOING REVIEW AND INPUT OF DCSD CURRICULUM M.C.P. POTENTIAL CHALLENGES & OPPORTUNITIES NTERN AGE/LAWS SAFETY CONCERNS • ENTHUSIASM • GENERATIONAL DIFFERENCES • TIME • LACK OF JOB EXPERIENCE • TRANSPORTATION NCREASED PRODUCTIVITY ENGAGED EMPLOYEES PIPELINE OF TALENT MORE EQUITABLE STAFFING OUTCOMES MFC TEEN CAREER FAIR "Can they come back?" "It was a cool event, I didn't think they did all that in their jobs." "I didn't think I would like this but I'm so glad they came." "I want to get my poems published, she told me she could help me _M A! P-j m MR. m WAV IRA Rho MFC TEEN CAREER FAIR "I learned that there wasn't always access to Wisconsin and Illinois like there is now." "It was fun learning about how they got their jobs. It shows that you have to take time for a career!" "I know I want to be an engineer now, they do everything in the city." "I learned you can work in law without being a lawyer." m�au�hoyoe R,efiplt,cr: } ..� R Vol m m - ism tw 0 WM4d Mai OL IL loo 11 iA L Ifloo IRV EQUITABLE FINE AND FEE REFORM HUMAN RIGHTS DEPARTMENT I • • ! • a ■ a ■ a • • • ■ • r • i •+r�r i r�•�• �•••■•••■i••ai••a•••ai * •••■rir•i r••■w•r r••■r I ■ i ■ • • r • a • r • a • r a a • r • ♦ • # • ■ • • • • • a • r ■ a • r ! a • r ! ! • • • 4 ■ • • a ■ t + • ■ w • • ■ • ■ s • ■ f ■ • ■ ■ r a i • • • r • • • r • • • • • • • r • r • r . • • • a • ■ i ■ a ■ • It1 r r • ■ ■ r ■ ■ ■ r r■_ • • ! a • • ■ • ■ ■ ■ ■ ■ ■ ■ ■�• ■ ■ ■ter■r■r+r ■ ■ • • • • • • • r • • • r • • • r r ! • r 1 r I a ■ • • ■ • • • • r r • • r rIr+• rfr! • •Ir�• ■ • # t ■ ; a • • ; r • r � a ■ r r a r • r . ■ ••• a•■ r t■■■■ r r r a r r r■ r r■ r li#ti*■!■i •4 ■*rtr•r*r•r•r+r r• r r r r r r r�r�r I ■ • • ■ • ■ ■ ■ ■ ■ ■ • i •+a�•+i •�r�i i r�r�a �a••••R••i •a i••a•••ai r•••r•r•� •••■••r■r r■•rr I■ �ar*ri•••i•■Ri•r•■•r•r•rwrw■•r}•■rf■■rfr■r■1■r i • • ■ i ■ • ■ • ■ • • ■ • • ! • r • ! • r r w _QUITABLE Fl & FEE RFFOR Total Outstanding Court Debt Since FY 1999 $900.0 $800-0 � �00-0 id 5600.0 M 55MO 53MO `MD 5100.0 8V- N F" Yew Impacted Building a team individuals Community Organizations t Conducting a fine Fiscal Analysis i Community and fee Assessment participation V — Developing Deform . — Testing * — Implementation ..— pan • • • s • • a s r • ■ • r ■ r ■ r • r ■ r r ■ r •.is_ai•■i.•ri. . • • • White $56,843 Black or African $12,068 American American Indian and $22,614 Alaska Native Asian $58,958 Native Hawaiian/Pacific $40,417 Islander Two or more races $29,183 Hispanic or Latino (of $44,583 any race) White alone, not $56,974 Hispanic or Latino Are certain fees disproportionately impacting people of color? Are certain fees creating a major barrier to reentry? What is the City spending on collections and what is the rate of success? Where are the opportunities for reform that will make a difference for struggling individuals, be equitable for all populations, be fiscally feasible and within local government control? LOCAL DATA REVIEWED Data from Departments on City -Assessed Fees WHAT IS THE LEAST -COLLECTED AND MOST -COLLECTED FEE? WHICH FEES BRING IN THE MOST REVENUE? WHAT ARE LATE FEE +COURT COSTS AS A PERCENT OF THE INITIAL FEE? E.G. IF YOU'RE LATE PAYING YOUR DOG LICENSE AND END UP PAYING LATE FEE +COURT COST WHICH FINES AND FEES AREN'T WE ENFORCING/FOLLOWING THROUGH ON AND WHY? WHAT REVENUE NUMBERS FLUCTUATE THE MOST IN A 5-YEAR HISTORY? WHERE ARE THERE OUTLIERS IN THE DATA? WHAT FEES ARE TURNED OVER TO COLLECTIONS? WHAT IS OUR COST FOR THIS? WHAT PERCENTAGE OF FEES ARE COLLECTED AFTER BEING SENT TO COLLECTIONS? LOCAL DATA REVIEWED Data from Departments on City -Assessed Fees • CHALLENGES DATA SHORTCOMINGS CAPACITY FOR ANALYSIS COMMUNITY ENGAGEMENT • AREAS TO INVESTIGATE AMBULANCE FEES PARKING UTILITY PENALTIES PET LICENSES � sus e n s U s Wrade F r Census Tract Medium Income 5 31,727.03 1 12.02 3 7.01 12.01 4 101.1 $ $ $ $ $ $ 40,02100 40,25&00 43,E 00 48,349.03 49,138.03 49,22&03 50,156.03 10103 52,53&03 9 $ 56,418.00 6 $ 56, 818.03 7.02 $ 58, 59R 00 12.05 $ 60,636,00 1101 $ 66,28&03 11.02 $ 72,465.00 12.01 $ 73,450<0a 8.02 $ 76,029.00 10104 $ 103,098.00 Med i are Al l Tracts 54.477.00 LOCAL DATA GATHERED TO DATE: LORAS COLLEGE FIGURE 2. CENSUS TRACTS OF RATIO OF INCOME TO POVERTY LEVEL. THE HIGHER NUMBER AND WARMER COLORS INDICATE HIGHER LEVELS OF POVERTY Figure 2. Census Tracts of Ratio of Income to Poverty Level. The higher number and warmer colors indicate higher levels of poverty LOCAL DATA GATHERED TO DATE: LORAS COLLEGE • FIGURE 1. CENSUS TRACTS OF BLACKIAFRICAN AMERICAN HOUSEHOLDS. THE HIGHER NUMBERS AND WARMER COLORS INDICATE HIGHER NUMBERS OF BLACK/AFRICAN AMERICAN HOUSEHOLDS. Figure 1. Census Tracts of Black/African American households. The higher numbers and warmer colors indicate higher numbers of Black/African American households. The City of Dubuque in partnership with Loras College is Surveying residents to understand how imposed fines, fees. and other financial penalties impact community membersTAKE *.§.'r,CAL DATA THE o+� .� N: t•7k dERED TO DATE, Ifyou are a Oran' VW tswent W Chas oven negat dW impacted try nn1_ r=-_.. r-:, IrlparCMdtiM an' the associated costs, pleau cIXl¢idM completing fix s..1: �; h— Von You iIY. Hoye had to bo—mp .. sbpo n.-payments. Fours SbUggfi� tp meet dairy eKperi5e3, Ct{_ WI re�rpriy,5 vnl be IQpt WnEldenddl. The results hom the survey,4 Mom detleions the Ckymakas in:mplemmhng mare • equita5k Nrand ff.tee andth. Theworkispart bagrowing nationalmrnement to eMamine �,ryn«aere;ua yanamedi�propor[br,ateo�,�aennnarw;alper,are�.ha�eon. o • People of color • tYople Imna on low vlmme :�.yp. People wM d ati Irks • People over the age of 55 • nine others mggiing W make ends—t LORAS[Yy -e POTENTIAL STRATEGIES FOR ADVANCING EQUITY: POINTS TO CONSIDER FINES AND FEES THAT ARE CIVIL IN NATURE AND ESTABLISHED BY CITY ORDINANCE, POLICY AND PRACTICE ARE MOST WITHIN OUR AUTHORITY TO REVISE. 2. THE MAJORITY OF CRIMINAL OFFENSES WILL REQUIRE WORKING COLLABORATIVELY WITH DUBUQUE COUNTY AND OTHER PARTNERS. 3. ONCE ANY CHARGE - CIVIL OR CRIMINAL - PROCEEDS TO COURT, OUR OPTIONS FOR INTERVENTION BECOME MORE LIMITED AND COSTS FOR THE RESIDENT INCREASE DUE TO A VARIETY OF STATUTES AND COURT RULES THAT ARE BEYOND OUR AUTHORITY TO REVISE. POTENTIAL SHORT - TERM STRATEGIES STRATEGY # 1 : CONSIDER A SHORT-TERM PILOT THAT LEVERAGES THE DATA WE HAVE AVAILABLE RELATED TO OUR FOUR HIGHEST REVENUE GENERATORS ON THE CIVIL SIDE TO IDENTIFY POTENTIAL CHANGES IN POLICY AND PRACTICE LIKELY TO POSITIVELY IMPACT HOUSEHOLDS AND/OR AREAS OF TOWN WHERE THERE IS SIGNIFICANT OVERLAP IN THESE UNPAID FEES. SPECIFIC RECOMMENDATIONS FOR NEXT STEPS MAY INCLUDE: ASSESSING THE EFFECTIVENESS OF EACH FINE OR FEE TO DETERMINE ITS SUCCESS IN CREATING THE DESIRED ACTION (FOR EXAMPLE, LATE FEES' IMPACT ON FUTURE PAYMENT IN A TIMELY MANNER). CREATING AN ABILITY TO PAY ASSESSMENT TOOL THAT PLACES RESIDENTS IN A GRADUATED PAYMENT PLAN OR PROGRAM LIKE COMMUNITY SERVICE (SAN FRANCISCO USES QUALIFIERS LIKE RECEIVING HOUSING CHOICE VOUCHERS, AND INCOMES THAT ARE A CERTAIN PERCENTAGE BELOW POVERTY LEVEL.) ANOTHER OPTION WOULD BE TO CONSIDER MAKING COMMUNITY SERVICE CHOICES AVAILABLE TO EVERYONE AS ALTERNATIVES TO PAYMENT. IDENTIFYING THE LIKELY IMPACT ON REVENUES AND MANAGEMENT COSTS TO IMPLEMENT. CREATING AN IMPLEMENTATION PLAN THAT INCLUDES A COMMUNITY ENGAGEMENT PLAN AND FEEDBACK LOOP. POTENTIAL SHORT - TERM STRATEGIES STRATEGY #2: DEVELOP AND/OR REVISE COMMUNITY ENGAGEMENT AND/OR CRIMINAL DIVERSION OPTIONS THAT ARE TARGETED TO POSITIVELY IMPACT POPULATIONS WHO ARE MOST NEGATIVELY IMPACTED BY THE CURRENT STRUCTURE. FILL THE POSITION OF COMMUNITY DIVERSION & PREVENTION COORDINATOR THAT WAS APPROVED IN THE FY22 BUDGET AND FOCUS THAT POSITION ON EXPLORING PRE -CHARGE AND POST -CHARGE DIVERSION OPTIONS WITH BOTH CITY AND STATE PROSECUTORS. THIS POSITION WILL ALSO BE TASKED WITH DEVELOPING A FORMAL COMMUNITY SERVICE PROGRAM. CURRENTLY, THE POLICE CHIEF IS GATHERING COMMUNITY FEEDBACK ON THE POSITION. 2. FOCUS CRIMINAL EFFORTS ON PRE -CHARGE DIVERSION, WORKING IN COLLABORATION WITH THE COUNTY ATTORNEY, DEPARTMENT OF TRANSPORTATION, AND OTHER ENTITIES AS NEEDED POTENTIAL LONG- TERM STRATEGIES STRATEGY # 1 : DEVELOP A CONSISTENT, CROSS -DEPARTMENTAL APPROACH TO DATA COLLECTION. OVER THE PAST YEAR, THE EFF TEAM HAS MET WITH DEPARTMENTS ACROSS THE CITY AND REVIEWED AVAILABLE DATA FOR THIS PROJECT. WHILE SOME IMPROVEMENTS HAVE BEEN MADE IN THE COLLECTION PROCESS RECENTLY AND ANALYSIS HAS BEEN COMPLETED, THE ORGANIZATION MUST CONTINUE TO MAKE IMPROVEMENTS IN OUR "DATA -DRIVEN DECISION MAKING" CULTURE IN ORDER TO HAVE THE INFORMATION NECESSARY TO MAKE MEANINGFUL CHANGE. 2. STRATEGY# 2: ENGAGE DUBUQUE COUNTY IN IDENTIFYING AND DEVELOPING ANY ADDITIONAL INTERVENTIONS TO ADDRESS COURT DEBT THAT ARE WITHIN MUNICIPAL AND COUNTY CONTROL. RE -IMAGINING POLICING: • USE OF FORCE & PEWS • COMMUNITY DIVERSION & PREVENTION COORDINATOR USE OF FORCE PERSONNEL EARLY WARNING SYSTEM (PEWS) DUBUQUE POLICE DEPARTMENT SUPERVISORS MONITOR PATTERNS OF BEHAVIOR TO INCLUDE JOB PERFORMANCE, COMPLAINTS, USE OF FORCE, DISCIPLINE, AND OTHER INCIDENTS THAT MAY BE PREDICTORS OF POTENTIAL IMPROPER BEHAVIOR. ACCREDITED SINCE 1993 UNDER CALEA STANDARDS & PEWS IS A LONGSTANDING STANDARD NEW RECORDS MANAGEMENT SYSTEM (RMS) STARTED IN 2015 WITH PEWS OPTION DEPARTMENT'S RMS SOFTWARE IS DESIGNED TO CAPTURE DATA FROM MULTIPLE DIFFERENT REPORT FORMS WHICH ARE PART OF OUR PEWS PROGRAM. INCLUDED ARE CITIZEN COMPLAINTS, USE OF FORCE REPORTS (UFR'S), PURSUIT REPORTS, AND FLEET VEHICLE ACCIDENT REPORTS PERSONNEL EARLY WARNING SYSTEM (PEWS) THE DEPARTMENT SETS THE PARAMETERS/THRESHOLDS FOR THIS WARNING SYSTEM AND AN EARLY WARNING THRESHOLD REPORT IS SENT TO PROFESSIONAL STANDARDS ONCE THESE PARAMETERS/THRESHOLDS ARE REACHED. THE CURRENT PEWS PARAMETERS ARE AS FOLLOWS: 5 U F R' S WITHIN THE LAST 60 DAYS. 2 VEHICLE PURSUIT EVENTS IN THE LAST 60 DAYS. 2 CITIZEN COMPLAINTS WITHIN THE LAST 30 DAYS. 2 FLEET VEHICLE ACCIDENTS WITHIN THE LAST 60 DAYS. OR A COMBINATION OF 10 EVENTS OF ANY TYPE (LISTED ABOVE) WITHIN THE LAST 90 DAYS COMMUNITY DIVERSION & PREVENTION COORDINATOR • WORKING WITH THE DUBUQUE POLICE DEPARTMENT (DPD) AND OTHER COMMUNITY PARTNERS, TO DEVELOP STRATEGIES AND PROGRAMS TO REDUCE THE NUMBER OF PEOPLE ENTERING THE JAIL SYSTEM • WORKING WITH THE DPD AND OTHER COMMUNITY PARTNERS TO DEVELOP AND IMPLEMENT A PROGRAM TO IDENTIFY INDIVIDUALS AND FAMILIES IN NEED OF ASSISTANCE AND SERVICES TO AVOID CONTACT WITH POLICE OR OTHER EMERGENCY SERVICES, AND ACT AS A CLEARING HOUSE TO CONNECT INDIVIDUALS AND FAMILIES TO THESE NECESSARY SERVICES; • WORKING WITH THE DPD, DCSO, IOWA DEPARTMENT OF CORRECTIONS, DUBUQUE COUNTY ATTORNEYS OFFICE AND CITY OF DUBUQUE ATTORNEYS OFFICE, AS WELL AS JUDGES AND MAGISTRATES, AND OTHERS HEAVILY INVOLVED IN THE CRIMINAL JUSTICE SYSTEM AND OTHER COMMUNITY PARTNERS, TO IDENTIFY AND DEVELOP A SUSTAINABLE APPROACH TO ADULT DIVERSION, COMMUNITY SERVICE, AND RESTORATIVE PRACTICES IN ORDER FOR INDIVIDUALS TO AVOID THE NEGATIVE IMPACTS OF JAIL SENTENCES OR FINES. FIRE DEPARTMENT TRAINING IN CRITICAL INCIDENT RESPONSE POLICE PROVIDED TRAINING TO ALL FIREFIGHTERS ON INCIDENT DE- ESCALATION IN BRAIN HEALTH EMERGENCIES ALL PERSONNEL TRAINED AT OPERATIONAL LEVEL IN POLICE CRITICAL INCIDENT RESPONSE ADVANCED CRITICAL INCIDENT TRAINING IS PLANNED FOR THIS FALL WITH KEY AMBULANCE PERSONNEL EMS CARE FOCUSED ON CPR TRAINING FOR TARGET DEMOGRAPHIC COVI D-1 9 RELATED DELAYS CURRICULUM IN PLACE DEVELOPING PRINT MATERIALS IN SPANISH AND MARSHALLESE LANGUAGES THROUGH PIO. The Dubuque Community Equitable Poverty Reduction & Prevention Plan 2, SUBSIDIZE INTERNET ACCESS IN LOW INCOME NEIGHBORHOODS & DEVELOP A DIGITAL EQUITY PLAN PROMISING PRACTICE IDEA: DEVELOP A DIGITAL EQUITY PLAN THE GOAL OF THE PLAN WOULD BE TO ASSURE THAT ALL CITIZENS HAVE ACCESS TO HIGHSPEED INTERNET SERVICE WITHIN THEIR LOCAL COMMUNITIES, THE DEVICES THAT ENABLE THEM TO USE THE INTERNET AND THE KNOWLEDGE AND SKILLS TO NAVIGATE IT. THE PLAN WOULD ALSO IDENTIFY BARRIERS TO ACHIEVING "DIGITAL EQUITY" FOR THE RESIDENTS OF DUBUQUE AND, IN RESPONSE, THE STRATEGIES TO REMOVE THEM. DIGITAL EQUITY Affordability Accessibility Removal of Barriers 7 to Utilization AFFORDABILITY WIN COLLABORATIONS: IN COLLABORATION WITH IMON COMMUNICATIONS WE HAVE IMPLEMENTED A FREE PUBLIC WIFI SYSTEM IN THE BEE BRANCH LINEAR PARK. THAT WILL BE EXPANDED INTO THE COMISKY PARK DURING ITS UPCOMING RENOVATION. IT ALSO SERVES AS THE TECHNOLOGICAL BACKBONE TO A PLANNED "POINT-TO-POINT" BROADBAND WIRELESS PROJECT THAT CAN DELIVER IMPROVED SPEEDS AND SECURITY AT A LOW COST. EBB INITIATIVE: THERE EXISTS A FEDERAL PROGRAM (LIFELINE) THAT PROVIDES $9.95 A MONTH SUBSIDY FOR ACCESS TO WIRELESS COMMUNICATIONS. THIS PROGRAM IS UNDER-UTILIZED IN IOWA. THE EMERGENCY BROADBAND BENEFIT PROGRAM IS NEW, AND PROVIDES UP TO $50 A MONTH IN SUBSIDY FOR BROADBAND ACCESS FOR LOW-INCOME HOUSEHOLDS. CITY TEAM HAS PREPARED A STREAM -LINED PROCESS FOR DUBUQUE RESIDENTS TO FIND, COMPARE, CHOOSE AND ENROLL IN THESE PROGRAMS WHICH WE PLAN TO ROLL -OUT IN APPROXIMATELY TWO WEEKS. DUBUQUE IOWA M Haw It Works EBB gives a discount on your households monthfy internet service- Participating internet service providers will apply this discount directly to your service plan- If ellgible, your household can receive: • $50 per month discount on wireless internet plans and a free phone • OR M per morrtfr discount on wired rnternet service to your home • One-time discount of up to $100 for a laptop, tablet, or desktop computer. A small fee will he required. Your household may be eligible if someone rn the household: • Receives SNAP, Medicaid, or other government benefits or • Meets income guldellnes, or • Goes to a school where they receive free or reduced -price lunch and breakfast. ttttr E N - Help 3 ACCESSIBILITY BROADBAND ACCELERATION INITIATIVE. THIS PUBLIC/PRIVATE COLLABORATIVE EFFORT IS DESIGNED TO LOWER COSTS AND INCREASE SPEED TO DEPLOYMENT OF MORE AND BETTER BROADBAND OPTIONS THROUGHOUT THE COMMUNITY. IT HAS BEEN SUCCESSFUL AND ACCESS AND OPTIONS ARE IMPROVING. NTIA. THE NATIONAL TELECOMMUNICATIONS AND INFORMATION AGENCY, PART OF THE US DEPARTMENT OF COMMERCE, HAS AVAILABLE FUNDING FOR BROADBAND INFRASTRUCTURE INVESTMENT. CITY TEAM IS ACTIVELY EXPLORING AND PREPARING A GRANT APPLICATION TO SEEK FUNDING FOR FIBER -TO -THE -PREMISE INVESTMENT FOR THE CENSUS BLOCKS MOST NEGATIVELY IMPACTED BY THE "DIGITAL EQUITY" GAP IN DUBUQUE. OCIO BROADBAND AVAILABILITY MAP TIERS TIER 1 MAXIMUM DOWNLOAD SPEED OF LESS THAN 25 MEGABITS PER SECOND AND A MAXIMUM UPLOAD SPEED OF LESS THAN THREE MEGABITS PER SECOND. TIER 2 MINIMUM DOWNLOAD SPEED OF GREATER THAN OR EQUAL TO 25 MEGABITS PER SECOND BUT LESS THAN 50 MEGABITS PER SECOND. NO MINIMUM UPLOAD SPEED IS APPLICABLE FOR TIER 2. TIER 3 MEANS A MINIMUM DOWNLOAD SPEED OF GREATER THAN OR EQUAL TO 50 MEGABITS PER SECOND BUT LESS THAN 80 MEGABITS PER SECOND. NO MINIMUM UPLOAD SPEED IS APPLICABLE FOR TIER 3. MAP Broadban d N Dub Coy f Klohkr ..1 5 Rutlediac dy Hook Lob`s Legend Targeted Service Area Tiers A x Source — NTIA Indicators of Broadband Need data for all census tracts II Gott :o Broadband Sc > 200 - 100 9<50 1 410 43% 42% 100% 3 690 6% 6% 6% 2 239 9% 9% 9% 2 524 6% 9% 9% 1 20/2 3 20/2 2 40/ 15 1 40/ 10 2 40/ 10 1 100/10 2 20/2 3 40/ 15 4 40/ 10 r • � a • • ■ a • a ■ • ■ ■ • • • a • • • • • a a�i r�a�i i r�a�r�i r�r�.�■�i�r�i•► +�i�i•*.•a�r'i�+�r�r�a�+�r�r�a�r�a�r�a�a�a�a�a�a�• ■ * ■• • • • • • • • ■ • ! • • t • • • a • • • a • • • ■ r ■ ■ r ■ ■ ■ r ■ ■ ■ r ■ r ■ ■ ■ ■ ■ r ■ ■ ■ ■ ■ ■ ■ r ■ ■ ■ r • r ■ r ■ f f i'i f • • • • W • • • • • • • • • • • • • • • ■ r r • • ■ r a • r + ■ . ■ • ■ ■ a ■ ■ ■ ■ r • r ■ • • • ■ r r r ■ • • • a r ■ • • ■ • • ■ • • • • • • • • ! ■ • ! • ! 7 ■ • ■ ■ • ■ ■ ■ ■ ■ r ■ • ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ . ■ ■ ■ w • ■ • ■ ■ • • ■ ■ ■ ■ ■ ■ ■ ■ ■ r ■ ■ ■ ■ ■ 'eye • ■ • ■ • ! • • ! • ! ■ ! ! ! ■ ■ ■ ■ ■ ■ ■ ■ ■ ■rr•r+r•■�••ri••• r . r•*+r r r r . r r . r r r . Y .•*•. . r .•.r■ra■•ram■rr'■ • • • • • • • • • • • ! ■ ■ ■ ■ • ■ • • • ■ ■ ■ ■ • . . ■ ■ . ■ . . . .+. •.+.+.+. . .+.+.+.r.'.�.•. .+.'.•.r.•.'.f• . ■ ■ ■ ■ ■ • • ■ • .. . •�. •�, .• ■�■ •�■ ■r. ■�. ■ ■ ■ ■ ■ ■ ■ ■ ■ r r r r r r•+ a+ a+ a a•• a • • • • . . • • • ■ • ■ • ■ ! ■ ■ • ■ ■ ■ f ■ BAR.• r . • a a a a • a . r . • • r • ■ r r • ■ r r • ■ r r ■ ■ ■ ■ ■ iY■�•rr. +ram• •r�••r�•�r�•�r.•.a.r.a.r.a.a.tVAL OFa • . Rl E r . I. . r . • . ■ • • i • i '1 ■ i • • ■ • r • • ■ r • ■ , irira WIN . . r a�a�• 'II Grants for socially and economically Professional and disadvantaged � Personal individuals development 8 women owned & 9 minority owned Listsery and Resource Referrals CHILDCARE 4' Cross -sector collaborative National grant application Areas of focus QUESTIONS