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9 3 13 Work Session Materials_Human Rights DepartmentMasterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Work Session on Human Rights Department Reorganization DATE: August 29, 2013 Dubuque band AI- America City 1 2007 • 2012 • 2013 Human Rights Director Kelly Larson is transmitting information for the work session on the Human Rights Department reorganization. Michael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Kelly Larson, Human Rights Director Masterpiece on the Mississippi TO: Michael C. Van Milligen, City Manager FROM: Kelly Larson, Human Rights Director DATE: August 29, 2013 SUBJECT: Background Information for September3 City Council Work Session INTRODUCTION The purpose of this memorandum is to provide background information for the Human Rights Department work session scheduled for September 3,2015. In this memo and at the work session , we will describe the staff and resident input that led to the reorganization of the department, provide an overview of the department's new structure and the various roles within the department, describe the impact we are hoping our partnerships with others will have on long term community and organization outcomes over time, and cover the specific programs and projects we will be working on over the next year, including how we anticipate the outcomes of those projects and programs will move us closer to the long term outcomes. We are also proposing a new name for our department that better captures the nature of our work moving forward. BACKGROUND Community & Staff Input While official action to restructure the Human Rights Department began in August 2010, the input into that change began as early as 2004. At that time, a task force was formed to examine how best to deliver diversity training to City staff. The task force consisted of Planning Services Manager Laura Carstens; Police Lt. Mark Dalsing, Housing and Community Development Director David Harris, Personnel Manager Randy Peck, Police Captain Tom Raschke, Police Lt. Scott Simpson, Assistance Police Chief Terry Tobin, Police Chief Kim Wadding, Human Rights Commissioners Patricia Foster and Judy Giesen, and community members Claudette Carter- Thomas, Cammie Dean, Chris Doyle, Kris Hall, Hiram Melendez, Marcia Sola, Ruby Sutton, Jerome Thomas and Gabriella Vega. The group met for several months, and ultimately these discussions led the group to conclude that the most effective approach for improving the City's ability to meet the needs of an increasingly diverse public would consist of a combination of three elements: 1) an organizational assessment that would help identify areas that need attention so that planning to address those areas could occur; 2) training of city staff; and 3) a train - the - trainer portion that would equip City staff to continue to host educational sessions on an ongoing basis for staff. In September 2005, the Council approved the release of a request for proposals that had been drafted by the task force. A subcommittee consisting of Mark Dalsing, Patricia Foster, Randy Peck, Kelly Larson, Cammie Dean, Chris Doyle, and Gabriella Vega was appointed by the task force to review the proposals and make a recommendation to the Council. This group reviewed the five proposals received and recommended One Ummah Consulting. The Council approved a contract with One Ummah and the consulting relationship began in May2006. One Ummah Consulting began the assessment by obtaining additional staff and community input, hosting a series of focus groups out in the community and within the City organization. One Ummah then issued a report and recommendations in September2006, andfrom2006 through 2008, One Ummah worked with City staff on training and development. While this work was occurring internally in the organization. there were external events in the community that raised community concerns about crime. Some homicides were committed and these also had the side effect of escalating community tension around race and poverty. In September 2009, the Council appointed 25 volunteers to a Safe Community Task Force. The Task Force was asked to holistically look at both the causes of, and solutions to, crime in Dubuque and provide recommended goals and objectives to the leadership of Dubuque. The Task Force utilized subcommittees to engage additional residents, and focused its work around four different areas: 1) neighborhood engagement and social capital; 2) enforcement; 3) management of the physical environment; and 4) research and facts. Ukimately, after seventeen months of meetings, the Task Force submitted 60 recommendations to the Council. The recommendations focused on all four areas examined by the task force and subcommittees. For purposes of this memo, we will focus on the recommendations related to neighborhood engagement and social capital. The following recommendations from One Ummah Consulting in 2006 and from residents who served on the Safe Community Task Force in 2008, demonstrate both a professional and a public understanding of the necessity of a more sustainable approach to working with diversity and cultural differences that is focused on prevention through raising awareness, improving communication, developing skills, building bridges and social capital, and addressing the need for structural changes in the way we have traditionally operated in order to increase our effectiveness. Awareness, Communication, and Skill Development Recommendations • Promote community understanding of the content and spirit of the Human Rights Department ordinance and work • Encourage employers' recognition that development and growth are dependent on a diverse and tolerant workforce • Encourage a spirit of openness and collaboration among the diverse citizenry of the community • Foster a community atmosphere that is non - threatening and open to change, challenge, and diversity — a community that offers people the opportunity to experience diversity • Promote respect and understanding among residents • Build more awareness, skills, and innovative action steps • Adopt educational initiatives to foster community solidarity and global citizenship • Offer intercultural competency training to businesses and community at large • Identify tools that residents can utilize to resolve conflicts peacefully • Educate community members about diversity and open avenues of communication and interaction in the community Bridge Building Recommendations • Strengthen the City's work relationship with neighborhoods, local agencies, businesses and schools to increase productivity and effectiveness through joint efforts, and to foster the spirit of cooperation and collaboration • Encourage community wide support for programs that foster self- sufficiency (Circles, HOPE, ICC, EC -EP) • Raise awareness by developing individual ambassadors through intercultural competence training • Use neighborhood engagement initiatives to build relationships among residents within the neighborhood • Identify problems in the community and attempt to coordinate efforts to lessen the tension resulting from those problems • Support a welcoming program for all new renters • Increase resident participation using strategies developed by residents • Engage community volunteers across races and income levels in monthly "days of caring" activities Organizational /System Development Recommendations • Provide an avenue for citizens to manage their conflicts in a manner that fosters a win -win outcome • Get residents and staff more involved in the distribution of funds to sponsor a greater diversity of programs /events • Include programs in the arts and cultural programs as part of a city -wide human relations initiative • Support a community that values all residents and promotes a comprehensive education that includes multi - cultural diversity • Promote equal opportunity hiring practices in both the public and private sectors as a means to diversity in the workplace • Expand role -model and leadership opportunities • Encourage the Dubuque Community School District to develop a meaningful intercultural competency program for students at all levels • Encourage community employers to continue to take full advantage of all the residents who are eligible to become members of the community workforce • Implement appropriate measures that safeguard the rights and opportunities of all • Encourage businesses to allow volunteering on work time • Devote resources to a human relations initiative and continue to support the Human Rights Department • Separate the proactive education work from reactive enforcement work because commitment requires different strategies than compliance These recommendations, along with the City Council goals, have formed the basis for considering how best to restructure the Department. Council Goals & Objectives The City Council has established three City goals and three community goals, all of which are complex and interconnected. The three specific Council goals are planned and managed growth, partnering for a better Dubuque, and improved connectivity. The three specific community goals are economic prosperity, social /cultural vibrancy and environmental integrity. Various objectives are attached to each of these goals, the following of which are most relevant to the work in our Department. The Council goal of planned and managed growth includes an objective of safe, healthy neighborhoods. The Council goal of partnering for a better Dubuque includes objectives of partnering for workforce development, education, housing opportunities, healthcare, delivery of human services, and increased resident engagement in governance. The community goal of economic prosperity includes objectives of a workforce prepared for 21St century jobs, quality of life and job opportunities for all residents, and embracing a diverse population to support a multicultural workforce. The community goal of social cultural vibrancy includes objectives of increasing mutual understanding, continuing to become an inclusive community in which all feel welcome and included, and increasing resident interaction through various strategies developed by residents. Finally, the Council this year added a goal of having a high performance organization. Making progress towards these goals cannot be the role of any particular institution or group of people. Rather, progress needs to be made collectively, with various individuals, groups, and organizations contributing toward the goals — something that has been consistently recognized by the emphasis on progress through partnerships. Partnerships are effective when people involved are skilled in working together across their differences, whether those differences exist between two individuals, between groups, between departments in the City organization, or between various organizations throughout the community. Our department has been restructured to facilitate building the necessary skills, identifying patterns where people are not being included or engaged in accessing services or in contributing to the workplace or community, and working with partners to create ways to be more inclusive and engaging. We do this through the various programs and projects discussed below. New Department Structure The Human Rights Department has shifted away from our past role of being a reactive department focused solely on compliance to now being a proactive department focused on working with groups, departments, and organizations who are committed to creating environments that maximize the potential of diverse individuals. Under this new framework, staff works with partners from a baseline of compliance as a non - negotiable minimum, and collaborates from there to create more inclusive and equitable departments, groups, and organizations. When situations arise where a compliance decision must be made, staff refers the individual to the Personnel Department if it involves the behavior of a City employee, or to the City Attorney's Office if the behavior involves an outside organization. The new structure allows us to provide staff and the general public opportunities to continue to learn and develop an ever - deeper understanding of what causes discrimination, tension, and conflict within and across groups, and to design proactive ways to reduce those tensions and ensure fairness and opportunity before needing to resort to enforcement and force behavior change through legal mechanisms. The ordinance that created the Human Rights Department in the 1960s already vested the department with the responsibility to spend time on these proactive efforts, but the staffing, structure, and resources up until now were insufficient for this work. Department staffing consists of the following positions: • Intake Specialist Carol Spinoso is the first point of contact with the general public and provides administrative support for the rest of the staff in the department. She provides those who call the office with information on community resources and legal rights and responsibilities, and connects those who have complaints needing investigation to the City Attorney's office. The information she collects from the public helps to inform our department's planning with partners to remove systemic barriers that are impacting the ability of community members to access government services, or meet their needs for employment, housing, education, human services, or inclusion in the larger community. • Training and Workforce Development Coordinator Andre Lessears works with departments and community partners to meet our organization's need to attract, recruit, support, and retain a talented workforce, which is a necessary piece of a high performing organization that effectively delivers services to all sectors of the community. • Community Engagement Coordinator Nikola Pavelic works with departments and members of the public to meet our organization's need to engage with the public through sharing information, consulting with the public, and actively including the public in working on issues impacting the community. This is crucial to high performing governance that effectively engages residents with government, with community partners, and with each other in order to work together on meeting community needs. • Human Relations Specialist Manisha Paudel "reaches in" to various groups and organizations in the community in order to identify needs, connect people to resources, and support residents in developing the ability to work together to make positive changes within their groups, families, neighborhoods or community. Engaging with the general public to understand their needs, to provide access to ways to meet those needs, and to include residents in contributing to the community is important to the overall health and safety of the community. • As the Director, my role is to provide development and support for Human Rights Department staff in carrying out their duties, to report out on results and findings from their work with community partners, and to work with leaders within and outside the organization to remove systemic barriers that are interfering with access to government or community services or limiting the ability of people to meet their potential and contribute in positive ways to the community. Department Plan: Programs, Projects, and Outcomes Our Department's plan is now structured around three types of activities: Programs, Projects, and Problem Solving. All of our activities are conducted in partnership with other departments, community organizations, or institutions and are designed in ways that foster inclusion and engagement of a diverse range of individuals. Everything we do in our department is designed to strengthen understanding amongst diverse segments of the population both within organizations and out in the community, as recommended by the Safe Community Task Force. Our Department's goal is to maximize the number of preventative programs and projects while using information and data from problems to inform which projects and programs we offer in the community and /or the organization. Sometimes, the information we gather will lead to projects designed to further engage the public or employees in creating their own plans for moving forward. Other times, the information may lead to programs designed to occur on an ongoing basis through our department as a resource to other departments, community members, and organizations. The goal is to structure our work so that each year we are using the data we've collected from the past year's programs and projects, along with information from problems identified, to plan for the coming year. The most proactive work we do consists of the Programs we offer, which are the foundation of our prevention work and are created as a response to preventative actions such as gaining input from staff and residents, conducting assessments, and examining best practices. All of our programs are designed taking into consideration how to most effectively reach a diverse group of staff and residents to invite them into the program, including specific outreach to residents who have limited financial resources and residents who are part of various cultural groups within the larger community. Programs that are already being offered or are planned for the coming year include the following. • Recruitment coaching and support is offered to hiring managers on an ongoing basis. The outcome of this work has been job descriptions that more accurately reflect the skills necessary for positions that have changed with changing organizational needs and changes in the community, an electronic application system that improves efficiency and allows for statistical analysis, and a skilled applicant pool that is more reflective of the demographics of the community. Training and Workforce Development Coordinator Andre Lessears is collecting statistics related to quantitative outcomes to be presented at the work session. • Support in attracting people to City employment through internship programs is offered to staff on an ongoing basis. One outcome has been the creation of the Community Resource Officer positions in the Police Department. A current project is a partnership with the Engineering Department to enhance their internship program. These efforts support the Council goal of a high performing organization and the priority of management and employee succession planning. • City Life, which is a collaborative effort between residents and City departments, runs for ten weeks in the fall and ten weeks in the spring. Outcomes from the first offering included improved understanding of City services that are available and how to access those services, improved connections between staff and residents for future collaboration, connections built between residents who participated, and resident -led projects related to neighborhood cohesion, understanding cultural differences, welcoming diversity, and support for the Circles Initiative. • Foundations of Intercultural Competence Workshops for City staff, which consist of three, 3.5 -hour sessions offered twice annually. The outcome of this program is that nearly 700 City staff members have a foundational understanding of tools and strategies that can be used to increase success in working across differences. • Foundations of Intercultural Awareness Workshop, which is a two -hour awareness - raising workshop planned once annually for the general public. A slightly longer workshop (5 hours) is offered twice annually for Board and Commission members. The outcome of these programs is that increasing numbers of community members become aware of how learning more about cultural differences can help them be more effective when working across differences. • Intercultural Leadership Workshop, which is a 32 -hour skill - building workshop planned once annually. The outcome of this program is that it increases the number of community leaders with a foundational understanding of how to work successfully across differences, an awareness of their individual skill level and development needs, and an action plan to support their individual development goals. These leaders are then invited to be part of our ambassador network so that we can share resources and support each other's work in the community. Institutions who have supported leadership attendance as these workshops include the City of Dubuque, Hills & Dales, Divine Word College, Hillcrest Family Services, Progressive Processing, University of Dubuque, Senior High School, Hempstead High School, ECIA, Greater Dubuque Development Corporation, Community Foundation of Greater Dubuque, Loras College, and the University of Wisconsin Platteville. • Building and Sustaining an Intercultural Team Workshop, which is a 32 -hour course designed for those who have responsibility for designing and leading a diversity and inclusion strategy within an organization planned once annually. The outcome of this program is the creation of intercultural teams in organizations in the community. Current organizations with teams that have completed 32 -hours of development include Riverview Center, Hillcrest Family Services, Body & Soul, and Goodwill Industries. • Engagement Workshops designed to create a shared understanding of engagement for the City organization and to work with pilot departments on creating engagement plans for their departments. The anticipated outcome of these workshops will be a shared understanding of what it means to create a culture of engagement (both of employees and the public) and four departments will create engagement plans for their departments. • Residents Lead Workshop designed to empower residents to use their skills towards shared responsibility for the community. The anticipated outcome of this workshop is a diverse group of engaged residents who are drawing on their individual skills to work together on a project for which they take shared responsibility. In addition to our programs, each year we conduct strategic planning to select projects that are responsive to what we have learned through the programs we have offered, data we have collected, requests we have received, and /or problems that have occurred in the organization or community. We have the following projects planned for the coming year, some of which are a response to internal organizational needs and others of which are a response to Council priorities including Safe Community Task Force recommendations: • Partnering with City Departments on a Training Needs Assessment to determine what it is that employees are most in need of to do their jobs effectively and efficiently. The anticipated outcome is recommendations for training that can be infused as part of employee orientation and recommendations for department or position specific training that can be shared with department managers for future planning. • Partnering with City Departments on the Comprehensive Plan. The anticipated outcomes of this partnership include the creation of an engagement plan that can serve as a model for other departments, increased public participation in the process, and improved use of public input across departments who are involved in partnerships to carry out the elements of the Comprehensive Plan. • Partnering with the Planning Department to pilot the use of an on -line engagement tool called Mindmixer as part of consulting with the public on the Comprehensive Plan. The anticipated outcome of this project is the successful use of an on- line tool as a supplement to public meetings so that we can engage a broader cross - section of the public in the planning process. Partnering with the Housing Commission and Community Development Commission members to support their development • as commissioners, as recommended by the Safe Community Task Force. The anticipated outcome of this project is an improved understanding of commissioner roles and a stronger partnership between staff and commission members and between commission members and the general public. • Partnering with residents to support their efforts to contribute towards safety in their neighborhoods by engaging them in identifying what and how they would like to contribute, as recommended by the Safe Community Task Force. One anticipated outcome is a project called Community Cares, which will empower residents to work together to create safety for one another in their neighborhoods. Another anticipated outcome is an assessment of neighborhood association needs to help inform a plan to strengthen associations and expand their membership and reach. • Partnering with a group of residents on a program called "Cultural Voices," which is designed to bring residents and City staff together to identify ways staff can more effectively serve residents across cultural differences. • Partnering with other organizations to develop a Volunteer Center that uses a diverse range of volunteers more strategically to impact significant social issues in the community such as safety, unemployment, education, health, and inclusion. Anticipated outcomes of this project long term include an independent Volunteer Center that would foster sharing of resources across non - profit groups and would support leveraging volunteers to collectively impact complex social needs in the community including safety, housing, employment, health, and education. A shorter term outcome is support of the Safe Community Task Force recommendation for more regular "days of caring" volunteer work throughout the community, as the collaborative group working on volunteer coordinator currently is involved in several service days in the community throughout the year. In addition, we are working to infuse concerns identified from the High Impact Service Plan into the operations of the Center as it is developed. In the coming year, we will focus on leveraging volunteers to support our work within neighborhoods and through the Multicultural Family Center and Circles Initiative. • Partnering with multiple community members and organizations to create a collective action plan for a more welcoming and inclusive community overall. Finally, we are at times in the position of reactively responding to problems. Within our department, we are responding to the problem of not having an adequate way to capture and analyze the qualitative data that comes through our office in a way that allows us to see patterns of concerns in the community for use in our annual planning. This year, we will be working on analyzing the data we have in the Citizen Response System (WebQA) and creating more effective categories for capturing the information for reporting and analysis purposes. The anticipated outcome is that we will be able to better target future programs and projects to community needs. In addition, as problems arise in other departments or in the community, our staff is available to facilitate groups in creating their own plans to address the problem, while offering our programs as a potential resource to be included in those plans. Proposed Department Name Finally, we have discussed amongst staff the most appropriate name for our department, given the changes that have occurred. We considered numerous possibilities for names for the Department involving various combinations of civil or human rights, human or community relations, and human or community development. We are recommending that the Department be renamed "Human Rights and Development" for the following reasons: First, civil rights are those rights that are legally enforceable in a court of law. While we, like all City departments, will continue to operate in accord with civil rights law and will point out any potential violations we identify, the actual civil rights legal enforcement is now handled through the City Attorney's office. We think that our role should maintain the label "human rights." Human rights are those things many people may agree should be provided all people simply by virtue of being human — thing such as safety, employment, housing, health, identity, respect, choice, participating and having one's say — but these rights are not enforceable in a court of law. Often, they are not enforceable because reasonable people disagree on how best to ensure these rights and there is no single "correct" way of addressing these needs. The extent to which these human needs are met, and how they will be met, must be based on decisions made by a diverse group of community members and organizations coming together to provide both their input and action. The concept of "human rights" includes things like being able to have your say and participate while responsibly according others that same right - a concept that is core to an effective democracy and governance. Keeping this language allows us to reinforce the importance of a community working in partnership across values, beliefs, and institutions to create the kind ofcommunity we desire to be, within the limits of the law. Second, we eliminated the term "relations" because it confuses people and does not speak to our ultimate function. Relations sounds as if our role is simply encouraging people to be kind to one another in their one -on -one interactions and that is a misunderstanding of our work. Our role is building the hard skills needed to better understand one another and navigate the deep drivers of conflict across differences, and to be clear with the public that some of the drivers of conflict arise when basic human needs are not met by a community -we need to continue to reinforce that our work is not solely about individual behavior between two people, it is about larger community and systemic issues that are impacting entire groups of people - "human relations" does not adequately capture the cultural /group level impacts we need to attend to as a community. We similarly eliminated the word "community" because it fails to capture the internal work of employee and city organizational development, which is crucial to our ongoing effectiveness in delivering services to the public in effective ways. We settled on the word "development" because it conveys both the internal and external, as well as the proactive and learning focused, nature of our work. Instead of waiting around for problems to arise, we are encouraging building the skill to anticipate and navigate potential problems proactively. Development can be used to refer to individual human development (such as our skill building workshops), group development (such as our work with employee teams, boards & commissions, and neighborhood or cultural groups), or organizational development (such as our work to examine internal structures and adjust them to operate in more fair and equitable ways, as well as our partnerships across institutions in thecommunity to meet human needs). The combination of the terms "Human Rights and Development" allows us to make the point that rights are connected to education, understanding, and reciprocity. They are not something one individual can simply "demand" at the expense of another individual. Rather, they include the personal responsibility to understand, learn, and develop, as well as the group and community responsibility to provide support for ongoing learning and development and to remove barriers to people reaching their potential. In addition, development conveys the concept of change over time, which is precisely how civil rights legal protections have developed in the past and will continue to do so. ACTION TO BE TAKEN This memorandum is for informational purposes in preparation for the Council work session. Prepared by: Kelly Larson Human Rights Department Masterpiece on the Mississippi 2 TD,167:„,s'Anerat Legal Limits Reactive Punish Impose Solutions Win/Lose Fairness & Equity Choice Legal Possibilities Pro - active Educate Create Solutions Mutual Gain Diversity Task Force 2004 Input Driven Staff • Residents One Ummah Consulting 2006 Safe Community Task Force 2008 Diversity Task Force 2004 One Ummah Consulting 2006 Safe Community Task Force 2008 p Welcoming & Mutual lirook g Understanding �- Inclusive Resident � Interaction � 4#F Iliftritr Air -447 Apr. Council i,� Directed : Alir Alk ii I L ‘f - Workforce 4111111111111 Prepared for 1.11 OP I 21st Century pt Support �� Jobs pp I � Partner with itMulticultural Education ALA. Workforce ii tlik, iihkNirdip.-- Allik Employment Opportunities & Skills Safe Healthy Neighborhoods Resident Engagement in Governance � r Partner for Housing, Workforce Development 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Data Informed AC /No Cause Settlement Cause /Right to Sue - -Local State Federal rogra Training and Workforce Development Coordinator Andre Lessears THE CT YOf DUB MDsre a or! the A9icvcrppi Our Goals Our goals is to: Be an employer of CHOICE Compete for top TALENT We accomplish this by: Being innovative Acting with purpose mecma DUB Masterpiece on the Mississippi ARSR Model Attract How to build knowledge and interest in our organization? Recruit How to get potential employees `in the door " Support What is necessary to keep employees engaged, build commitment and maximize potential Retain How to prevent the loss of talent to forces from with -in and out of our control Support -ARSR Model Attract Defining: What is Talent? Recruit Creating opportunities through partnerships Support Defining: What is Engagement Retain Data collection: e.g. exit interviews ATTRACT TECHNOLOGY IMPROVEMENTS AccessDubuqueJobs.com Indeed.com Social Media Professional networks TOTAL APPLICATIONS 2010-2011 - 3501 2011 - 2012 - 5172 2012- 2013 - 5055 Race Ethnicit ATTRACT APPLICATION DEMOGRAPHIC 2011 A • •licants 2012 A • • licants 2013 A • • licants White 88.20% 91.40% 85% Black /African 7% American 5% 8.20% Hispanic /Latino 2.00% 1.50% 3.50% Asian 1.10% 0.70% 1.80% American Indian 0.30% 0.40% 0.40% mecma DUB Masterpiece on the Me�c <r7p� ATTRACTION INTERNSHIPS We currently have 11 paid internship New: Community Resource Officers (CRO) and Fire Cadets (developing) Goal: Create a pipe line of talent Provide opportunity for local talent PARTNERS EXAMPLES: UNIVERSITY OF DUBUQUE LORAS COLLEGE WATERLOO UNIVERSITY a DUB RECRUITMENT TECHNOLOGY NeoGov Application software Since 2009 84 % of all application are received and processed electronically MANAGER COACHING JOB DESCRIPTION POSTION TITLE SELECTION PROCESS FOCUS ON SKILLS DEMOGRAPHICS Recruitment White Black /African American Hispanic /Latino Asian American Indian 92% (68 people() 5.4% (4 people) 87% (53 people) 6.5% (4 people) 92% (277 people) 3% (9 people) 1.4% (1 person) 6.5% (4 people) 3% (9 people) 1.4% (1 person) 0% 2% (6 people) 0.00% 0% 0% I 2012 -2013 PT Hires New Hire Gender Male Female 44.1% (15 people) 48.8% (98 people) 55.9% (19 people) 51.2% (103 people) RECRUIT Our goal: Create a process that allows us to compete for top TALENT Leverage Hiring Manager' s knowledge Example: Police and our Civil Service test Key skill our Police need: Effective Communication Civil Service doesn' t measure a candidates ability to communicate In partnership with the Chief of Police over the last 3 years creating a process that will identify candidates who have this key skill mecma DUB SUPPORT NEW EMPLOYEE ORIENTATION WHAT' S HAPPENING NOW WHAT IS MISSING WHAT WE' RE BUILDING ICC TRAIN INGS FOUNDATIONS I & II AND INTERCULTURAL CONFLICT STYLES TRAINING ASSESSMENT Partnership with Haunkamp Kruger SUPPORT POLICE COMMUNICATION COURSE FOR FIELD TRAINING OFFICERS & NEW RECRUITS CAPTAIN JEREMY JENSEN & OFFICER KAREN SMITH CAPTAIN JENSEN AND POLICE COMMUNITY DIALOGUE ON RACE ADDRESSES SPECIFIC AREA OF NEED INTERNALLY MOTIVATED RETAIN ENGAGING OUR WORKFORCE /COMMUNITY EVERY COMMUNITY MEMBER IS A POSSIBLE EMPLOYEE DEFINING ENGAGEMENT WHAT' S IN PLACE ICC TEAMS SUPPORT EMPLOYEES (MANAGEMENT & STAFF) Community Engagement Coordinator Nikola Pavelie Resident Interaction if Resident i ill Engagement in Governance Priorities High Performing Organization Welcoming & I� Inclusive 4l Diverse ido Representation N nroaa DUB Mwdrrjirr<m' inr Mi ■SUrippi Commu nity Engagement m io my ar DUB M.Lrwrt un iitr Mi..iiiiii,i Community Engagement Activity (Projects, initiatives, services) Institutions (Systems, regulations /policy, processes, culture, tools, money, etc.) ❑ Who & Why? ❑ What is our objective /goal /purpose? ❑ What is our timeline? ❑ Has it been tried before? Results? Why? ❑ What do we have resources for? What can be done for the unmet needs? Communities (Experiences, resources, perceptions, communication, etc.) How should the experience be designed and who should be leading /facilitating? ❑ What do we need participants to do? What are we open to participants doing? ❑ What are our priorities? ❑ What should the environment look like? ❑ Is the process welcoming and inclusive? ❑ What information do we need? Why? ❑ What happens post engagement? Community Engagement An Institution with a diverse foundation for community engagement Inform r Actively Include Consult Fur Trmcn= DUBUQUE 61•1.1, rp.iA ,n1 .1.. • 41,...t..Tp; Community Engagement 18 City of Dubuque Departments 22% Types of Engagement Opportunities • E- mail /phone Meetings ❑ Boards /Commissions Volunteering ❑ Hands -on Committees /Associations TIO QfV� DUBU 1UE • Community Engagement 41.xlerp:we on Ow Mi!,0s§ippi Community Engagement Hands-on Meetings Phone Boards Commissions Volunteering Committees CEC Service Areas Ail • Engagement initiative process and design assessment • Engagement learning experiences • Assessing the integration of department's initiative(s) • Engagement planning for department and/or initiative • Specific service dialogue session design and facilitation IG . I DUB /61.1.1-plty an rMiipp i Community Engagement C.E.C. Projects Inform • • MindMixer Pilot A °Ard & A • Comprehensive sag Include Plan Comprehensive Plan • City Life • City Life • MindMixer Pilot Engagement Workshop • City Life n,oc" DUBL Community Engagement TIM are Cf DUB Maar gk,rer on iiu• Mi•■i•■myu Community Engagement Council Goals and Priorities: Socia Cultur Vibrancy Safe Communit Task Force • A) Foster mutual understanding • B) Foster resident interaction • C) Increase public understanding of Section 8 program • D) Provide training to housing commissioners • E) Adopt educational initiatives to foster community solidarity and global citizenship • F) Foster resident participation using strategies developed by residents • G) Raise awareness of public and develop individual ambassadors City Life (A, B, C, E, F, G) • Outcomes: • A connection between staff and residents so residents can discover the purpose of different departments, how they operate and how their services /resources can be accessed. • Dialogue between residents and staff about access to and impact of government services on community needs. • Practice democratic decision making amongst staff and residents. • Residents become more aware of opportunities to be involved in decision making processes. • Assist and celebrate residents in their contributions towards strengthening their community. • Impact: • 19 participants • 6 months -64 years in Dubuque • Mix of engagement experiences with city • 1 Circlers graduate • 1 Circle ally • Mix of gender and ethnicities • 2 deeper dialogue sessions to explored culture in Dubuque and crime in Dubuque with Kelly and Mark and 14 residents • Various department workshops included an interactive and hands on decision making activity and /or awareness raising activity • 9 projects named by participants • 14 residents signed up to help create a city life alumni group; 8 have met twice now and have come up with their purpose, goals /objectives YID nry Or Dui 41.47.n, mt env 1.11.. p}c Community Engagement Council Goals and Priorities: Socia Cultur Vibrancy Safe Communit Task Force • A) Foster mutual understanding • B) Foster resident interaction • C) Increase public understanding of Section 8 program • D) Provide training to housing commissioners • E) Adopt educational initiatives to foster community solidarity and global citizenship • F) Foster resident participation using strategies developed by residents • G) Raise awareness of public and develop individual ambassadors Comprehensive Plan (A, B, G) • Outcomes: • Inform residents that the Comprehensive Plan is more than a government document; rather it is a community document needing everyone's contributions in development and implementation. • A Comprehensive Plan which represents a wide range of community values and resident perspectives. • Use of the Comprehensive Plan as a two -way engagement tool for City Departments and members of the community. • CEC involvement: • Develop an engagement plan for the project • Process: • Gathered information from diverse groups on the approach to the project • Integrated lessons from outreach into engagement design • Named and evaluated existing levels of engagement • Developed an engagement framework for the project • Developed a timeline for the engagement framework • Developed the online and off line engagement process • Create an welcoming and inclusive engagement plan that includes supporting elements • Assign roles and responsibilities Council Goals and Priorities: Socia Cultur Vibrancy Safe Communit Task Force • A) Foster mutual understanding • B) Foster resident interaction • C) Increase public understanding of Section 8 program • D) Provide training to housing commissioners • E) Adopt educational initiatives to foster community solidarity and global citizenship • F) Foster resident participation using strategies developed by residents • G) Raise awareness of public and develop individual ambassadors MindMixer Pilot (B, G) Engagement Workshops • Outcomes: • Establish a baseline for engagement by geographical location • Establish roles and resp. for tool use across the organization • Outline lessons from pilot and apply to another project /department • Purpose: • Make engaging with city government more convenient and easy • Have a centralized database for easy data analysis and sharing • Outcomes: • Define and integrate the meaning, concepts and practices of engagement for each department • Determine assets department's have towards engagement integration • Assess how to leverage department's resources, city government resources and community resources to meet opportunities within the department NIwJfgir. -- un ou• Mi}ti Community Engagement Council Goals and Priorities: Socia Cultur Vibrancy Safe Communit Task Force • A) Foster mutual understanding • B) Foster resident interaction • C) Increase public understanding of Section 8 program • D) Provide training to housing commissioners • E) Adopt educational initiatives to foster community solidarity and global citizenship • F) Foster resident participation using strategies developed by residents • G) Raise awareness of public and develop individual ambassadors Housing and Community Dev. Commission assessment (C, D, G) • Outcomes: • Define and integrate the meaning, concepts and practices of engagement • Increase visibility in the community via educational opportunities and others • Update processes and reports for leadership transitions and member representation NIwJfgir. -- un ou• Mi}ti Community Engagement Community Wide Engagement Variables Connected Activities /Initiatives Newcomer Integration Electronic and Traditional Engagement Experiences Sustained Public Involvement Inclusive Dubuque Boards and Commissions MindMixer 1. Engagement Workshops Inclusive Deliberative Forums Comprehensive Volunteer Plan Center City Life DUBU JE si: aqa, ,ro•1d rW Community Engagement Thank you for your time.