FY14 Human Rights Department Annual Report Copyright 2014
City of Dubuque Consent Items # 23.
ITEM TITLE: FY14 Human Rights Department Annual Report
SUMMARY: Human Rights Director Kelly Larson is transmitting the Human Rights
Commission's Annual Report for Fiscal Year 2014.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Make Matter of Record
ATTACHMENTS:
Description Type
❑ FY14 Human Rights Commission Annual Report-MVM Memo City Manager Memo
❑ Memo submitting Annual Report Staff Memo
❑ FY14 Human Rights Annual Report Staff Memo
THE CITY OF Dubuque
UBE I
erica .i
Masterpiece on the Mississippi 2007-2012-2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: FY2014 Human Rights Commission Annual Report
DATE: December 9, 2014
Human Rights Director Kelly Larson is transmitting the Human Rights Commission's
Annual Report for Fiscal Year 2014.
/ JA)vv.� k�4
Micliael 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
Dubuque Human Rights Department
THE CITY OP 1300 Main Street
ldfune�w CM Dubuque,U 52001
DUB E F.(563)Ofliee 690-66190
Fax(563)690-6691
TTY(563)589-4193
Masterpiece 011 the Mississippi humanrgts@cityofdubuque.org
www.cityof lubuque.org
December 8, 2014
TO: The Honorable Mayor and Members of the City Council
FROM: Kelly Larson, Human Rights Director
SUBJECT: FY2014 Human Rights Commission Annual Report
Attached please find the Human Rights Commission's Annual Report for fiscal year
2014.
The Commission is very proud of its accomplishments over the past year, and looks
ahead with excitement, as work towards the goals for this year is progressing. The
Commission appreciates and thanks you for your past and continued support of its
endeavors.
Service People Ivtegity keryovsibility Innovation Te—ok
City of Dubuque
D • U • B • U • Q • U • E
` � I^ Ins,
HUMAN RIGHTS
COMMISSION
Annual Report - Fiscal Year 2014
July I , 2013—June 30, 2014
Mission Statement
The Human Rights Commission shall work to eliminate discrimination
and promote the quality of life for every resident in the city of Dubuque.
Human Righ6 Department Dubuque THHCIiY OF
1300 Hall Annex
1DUB E
300 Main Street
Dubuque,Iowa 520014932 � �F
5s�9-4190,
190°rfMasterpiece on the Mississippi
565690.6691 tax
5A S! 94193TTY
humanrgrx ityoMubuquaorg
Honorable Mayor and City Council:
I am pleased to present you with this year's annual report.
The work in these pages falls broadly into the following categories: 1) efforts to support
learning and build individual skills, 2) efforts to work within and across department and
community groups to increase community engagement and to improve access to City and
community services for all residents, and 3) efforts to work collaboratively with outside
organizations and individuals to remove barriers that are inhibiting the ability of residents to
reach their potential and meet their basic needs.
In accord with Safe Community Task Force recommendations, we have continued to put
significant time and effort into expanding our intercultural ambassador network and supporting
neighbors in creating community safety for one another. Our ambassador network now includes
80 people who have attended a minimum of 32 hours of intercultural workshops. This number
does not include the hundreds of people throughout the community who have attended shorter
workshops ranging from one hour to three hours. Our work with other City staff and
neighborhood residents has resulted in the Neighbor to Neighbor pilot program launched just
last month. This program supports neighborhood block leaders in developing relationships with
the other families on their block as a way to encourage residents knowing and looking out for
each other. Finally, we have completed two more sessions of City Life and are in the process of
gathering resident input to improve the program.
We also have put significant time this year into developing staff capacity and creating a
structure to support a more consistent approach to community engagement, to recruitment and
retention of a diverse staff, and to fair and equitable access to City services. We completed a
training needs assessment and are designing orientation workshops to welcome staff to the
organization and support a shared vision and expectations as public employees. We also have
worked with a cross-departmental staff team to develop a shared understanding of effective
community engagement and to develop a toolkit for staff, which is in its final stages of creation.
Finally, we continue to work with other Inclusive Dubuque Mission Partners to carry out a
community equity assessment process. This process will provide us with data to help better
align our efforts as a community in ways that have a positive impact on equity and quality of life
for our residents.
As always, thank you for your support of the work we do in our department.
Respectfully submitted,
Kelly Larson
Human Rights Director
1
DUBUQUE HUMAN RIGHTS DEPARTMENT
FY14 ANNUAL PERFORMANCE REPORT
Human Rights Commissioners
Anthony Allen, Chairperson
Andrea Beacham Jeff Lenhart
Andrea Helgager Tom LoGuidice
Miquel Jackson Christopher Ostwinkle
Howard Lee III R.R.S. Stewart
Administrative Staff
A
x
I '
From top center clockwise:Kelly Larson,Director, Carol Spinoso,Intake
Specialist;Nikola PavelM,Community Engagement Coordinator
Manisha Paudel,Human Relations Specialist, and Andre Lessears,
Training&Workforce Development Coordinator
Department Mission
The mission of the Human Rights Department is to support the development of a stronger civic
infrastructure, which includes partnering to ensure equitable opportunities to be engaged in the
community and to access services to meet basic needs. Within the organization, we work with
departments to: 1) enhance diverse resident engagement in government and the community; 2)
recruit and retain a diverse workforce; and 3) move toward fair and equitable access to City
services for all residents. Within the community, we work with partners to move toward fair and
equitable access to services to meet basic human needs. In all we do, we treat compliance with
current civil rights laws as the bare minimum required, not the end goal.
2
Detail by Activity
Focus Area: Community Development
Overview
Community Development involves building the capacity of various groups and
organizations within our community to ensure equal opportunity, fairness, engagement,
and access to government and other services that are necessary for residents to meet
their basic needs. We support efforts to create a community filled with residents who
are better informed about government and how to access government services, and
who are actively involved to positively impact significant and identified basic needs in
the community and in the institutions to which they belong. We pay particular attention
to groups that are being disproportionately excluded from opportunities.
We work towards this by:
• Hosting workshops to develop the skills to communicate and navigate conflict within and
across groups in the community.
• Facilitating opportunities for residents and local organizations to develop and/or repair
relationships in order to foster inclusion and access to services.
• Supporting residents in their contributions towards developing and sustaining diverse,
cohesive communities.
• Facilitating diverse resident engagement with local government.
• Working with partners to develop positive solutions to problems impacting the ability of
groups in our community to access services and meet their potential.
Major successes this past year:
• Continued to expand our Intercultural Ambassador Network.
• Designed Neighbor to Neighbor, a pilot program to engage resident leaders at the block
level in creating and maintaining effective relationships among neighbors.
• Developed and maintained a network of connections with recognized leaders in the
following community groups and organizations: 1) Marshallese community; 2) Latino
community; 3) Friends of India; 4) Muslim Association; 5) Dubuque Transgender; 6)
Circles Initiative; 7) Young Professionals; 8) NAACP; 9) Multicultural Family Center; 10)
faces & voices; 11) multicultural group at John Deere; 12) Middle School students. The
focus of the network is to support social and cultural diversity efforts in the community
and to develop partnerships to identify barriers to equitable access and delivery of
services.
• Strengthened relationship between Cultural Voices the Police Department and Housing
Department to continue developing cultural competence of officers.
• Completed third round of City Life pilot program to enhance connections between
residents and government, assessed success of the program, and used feedback from
residents and facilitators to begin adjusting the program.
• Piloted use of Mind Mixer, an online tool to engage residents with government, as part of
the Aquatic Center engagement process
Future Initiatives:
• Continue to support resident led initiatives, including Neighbor to Neighbor, Cultural
Voices, and Human Rights Commission activities.
• Collaborate with Inclusive Dubuque to develop a community equity report and an equity
and empowerment action plan.
3
Supporting City, Organization and Community Goals
Planned and Managed Growth
A pilot initiative called Neighbor to Neighbor is underway, working with residents at the
block level to develop safe and healthy neighborhoods
Partnering for a Better Dubuque
Our Economic Opportunity VISTA member is working with three agencies who are
collaborating to engage residents as volunteers in order to collectively impact economic
opportunity
City Life and Cultural Voices are improving resident connection and engagement with
one another and with local government
Financially Responsible City Government and High Performance Organization
Cultural Voices is a partnership between community members and local government
to identify areas where we may be lacking cultural competence in our services
Economic Prosperity
Intercultural Competency Workshops are preparing our staff and community members
for 21St century jobs by providing skills to embrace a diverse population and support a
multicultural workforce
Social/Cultural Vibrancy
The Police Community Dialogue on Race increases mutual understanding between
police officers and community members
J&) Cultural Voices increases mutual understanding between City departments and
community members and improves effective delivery of City services
The development of Intercultural Ambassadors in organizations throughout the
community has increased the capacity for these organizations to create welcoming and
inclusive environments as they work to meet community needs
Inclusive Dubuque is collaborating to create a community in which all feel welcome
and included, and where economic and cultural needs are met for all.
4
SUCCESS IS ABOUT PLANNING, PARTNERSHIPS AND
PEOPLE LEADING TO OUTCOMES
PLANNING
Cross-departmental teams have been
collecting data that will inform
equitable delivery of City services with
PEOPLE a particular focus on housing and
Our Intercultural Ambassador safety.
Network has grown to include 19
staff from 12 City departments, 23
staff and faculty from 6 institutions
of higher education, 6
administrators and staff from 2 high
schools, 10 staff from 4 non-profits,
6 staff from 3 business institutions,
and 11 resident leaders.
(Cultural Volces sesslon with Housing Department)
PARTNERSHIPS
INCLUSIVE Inclusive Dubuque is a local initiative
INCLUSIVE involving public, private, and non-profit
partners who contribute mutually
INCLUSIVE reinforcing activities towards meeting
dubuque the economic and cultural needs of the
community. One upcoming special
project will be the creation of a
community equity report, followed by
an equity and empowerment action
plan.
5
Performance Measures
Community Development —Activity Statement
Engage residents and organizations as partners in ensuring equal opportunity, fairness, and
access to government and community services around basic human needs
Goals
• Convene and/or facilitate diverse groups of community members and/or organizations
who are taking positive and effective action together to be involved with local
government, to create safety in neighborhoods, and to support people in attaining self-
sufficiency
• Develop the number of community members across demographic groups practicing
intercultural skills in the community
Objective 1: Facilitate learning workshops and dialogue sessions designed to
improve understanding, communication, and/or conflict skills within and across
groups.
A sustainable community is filled with individuals who have the skills to communicate effectively,
understand each other, and work through conflicts in their organizations, neighborhoods, and
community before those conflicts escalate to adversarial or violent interactions. As our
community demographics continue to change, and as the social, environmental, and economic
challenges become more and more complex, it is increasingly important that we have the skill to
understand a diverse range of perspectives and to creatively address various needs together.
Did you know?
• The most frequent complaints we
receive that are not legal issues Feedback on 7.0 Scale
involve concerns related to 6
communication, feeling excluded, 5 6.6 6.0 4
and ineffective processes °
3
• 21 people from 6 organizations Z
devoted 32 hours of time to f
participate in our Intercultural Provide a better Will use information Trainer effective in Satisfiedwith overall
understanding received making info quality oftraining
Leadership Workshop this year. understandable
• Another 211 people attended
shorter Intercultural Awareness Presentations. This included an annual 5.5 hour
workshop for Board and Commission members, as well as 7.5 hour workshop for
120 staff and professionals at Senior High School.
• An additional 400 people attended presentations focused on diversity in the
Dubuque community.
• 86% of City Life Alumni surveyed found the program of value and support the
program goals.
6
Since completing[Ry Life I have. ..
10]%
ga%
fA96
`®vI�ItRRI%�
OTold others about hy Lae
Talked about city departments with family and friends
■corrected misinformation about the city
■Increased interaction with city departments
• Participants in our workshops have come from a variety of racial and ethnic
backgrounds, have ranged in age from their 20s to their 60s, have represented
numerous professions, and have lived in Dubuque from a few months to their
entire life.
"The program educated me about city government and it was clear from all who
presented that citizen involvement is welcomed and important Group decision making
with such a diverse group was a true learning experience."
City fife Cortltlpont
"Engaged citizenship is a wonderful indication of the solid civic health of
acity.' city Life Poempont
"The discussion of miscommunication and conflict was really helpful. Also
understanding how much of an impact previous experiences have."
Price community Outran,on Row PorHtlpont
Objective 2: Pilot collaborative efforts where residents and agencies are
supported to impact safety and selfaufficiency in the community.
Safety and self-sufficiency are two critical human needs that require significant people
resources" to effectively address. We work with residents as partners In addressing these
community needs, supporting residents In creating safety by welcoming and watching out for
one another, and In creating and connecting people to economic opportunity.
7
The Dubuque National Service
Partnership (DNSP) and United
Way of Dubuque have partnered up
--
to continue the work begun under
the Volunteer Generation Fund
—" Grant Last year, Volunteers with
DUMP partners served more than
8900hours
.
pWchEd RAttmil� 4WoMshWs:
The pilot started under Volunteer 337 336 14
year through an Iowa Campus Compact
Partnership with Lords College focused
on collaborative efforts to expand fmawd: Al l.m.,mm
economic opportunity through collective p1 6
events, volunteer recruitments and,
sharing of best practices.
Did you know?
• The value of volunteer efforts in Iowa is estimated at$1755 per hour. At this
rate, the value of volunteer service contributed through the Dubuque National
Service Partnership was $1 ,561 9501
• 96% of students served by a Foster Grandparent improved their reading skills
last year
• 905 students in the schools served by at least one mentor.
• Homebound seniors received more than 3,000 meals each month.
• 574 students completed an academic mentoring program in 2013 and 225
showed increased reading and math scores.
In addition to our efforts with the DNSP, our Department engages volunteers
through our Intercultural Ambassador Network, These individuals have
completed a minimum of 32 hours of Intercultural Workshops and serve as
trainers and resources in their organizations and the community. Membership
continues to grow.
8
®•19 People
�-•- •12 Departments Since completing the workshops I have . . .
20%
_
.23 People
•6 Institutions 60%
50%
•6 People 40%
•2 High Schools
30%
®•10 People 20%
:4 Institutions gp% ' . ■ ■
®•6 People 0%
Improved myabilityto Changed my behavior by Expanded my social
•3 Institutions communciate across using the skills I learned connections with people
® cultural differences from different cultures
•11 People
■Strongly Agree ■Agree ■Neutral
Detail by Activity
Focus Area: Organizational Development
Overview
Organizational Development includes building the capacity of other City Departments to
ensure equal opportunity, fairness, engagement, and access to government services.
We support efforts to develop and support a diverse, inclusive, and engaged workforce
that is effectively engaging and serving each other and all members of the public.
We work towards this by:
• Hosting workshops to develop staff skills in communicating and navigating
conflict across differences within and across departments and community
groups.
• Facilitating opportunities for residents and staff to develop and/or repair
relationships and work through their disagreements in order to foster inclusion
and access to government services.
• Assisting staff in developing policy, providing services and meeting community
needs in inclusive ways.
• Supporting departments in attracting, recruiting, supporting and retaining a
diverse and talented workforce.
• Supporting departments in developing and implementing strategies to foster
public and employee engagement.
Major successes this past year:
• Collaborating across departments to design key elements for employee
engagement, including components for an orientation program
• Conducting an assessment of training and development needs across the
organization
9
• Collaborating to develop an extensive engagement process for the
Comprehensive Plan update, including on-line engagement options
• Establishing an internal core team to develop a community engagement process
and set of tools to support departments in planning and analyzing their
engagement efforts.
Future Initiatives:
• Strengthening the role of commissions through pilot efforts with the Human
Rights Commission
• Supporting implementation of the Comprehensive Planning process.
• Developing staff orientation workshops designed around training needs
assessment.
Supporting City. Organization and Community Goals
Partnering for a Better Dubuque
QThe support and participation of multiple staff members in the City Life workshops
increases resident engagement with government
QDeveloping inclusive community engagement plans for the Comprehensive Planning
process increases resident engagement with government and increases the likelihood
of commitment to supporting the outcomes
Financially Responsible City Government and High Performance Organization
QOrganizational development workwithin the reorganized Human Rights Department
continues to support clarification of roles, vision and mission for the department, focus
areas, and improved plans for measuring outcomes.
`A♦
Improvements to the recruitment process through coaching and technology expansion
has increased the number of applicants by 44% since 2010-11, resulting in a highly
skilled applicant pool and a selection rate generally reflective of community
demographics.
`A♦
ivy Developing internships with the Police Department through the Community Resource
Officer program creates a pipeline for talent and has resulted in 15 completing the
program and 8 being hired.
Q Revising the police recruitment process to emphasize the key skill of effective
communication, and supporting staff development of a communications course aligned
with intercultural skills for field training officers and new recruits improves service
delivery.
Q 10.5 hours of intercultural competency workshops for all new staff improves skills
needed to effectively serve a diverse public
10
Social/Cultural Vibrancy
QIntercultural skill building improves mutual understanding, knowledge, and
acceptance of differences between co-workers and with members of the public
♦ Improved government services reaching all groups results in a more inclusive
community in which all feel welcome
Performance Measures
Organizational Development — Activity Statement
Partner with other City Departments to ensure equal opportunity, fairness, engagement, and
access to government services
Goals
• Develop a diverse, inclusive and engaged workforce
• Engage a broad cross-section of the public in governance and leverage their input and
action to address organizational and community issues
• Leverage data to gain an improved understanding of community and organizational
assets and needs in order to support leaders in their efforts
Objective 1: Facilitate learning workshops and dialogue sessions designed to
improve understanding, communication, and conflict skills needed in government
service
Local government is charged with effectively serving all members of the public, which means
staff members need the skill to communicate and manage conflict effectively across cultural
differences.
Did you know?
66 new employees participated in 10.5 hours of Intercultural Foundations
Workshops as part of joining the City organization
Housing & Community Development, the Police Department, and the Water &
Resource Recovery Center all dedicate significant staff time to providing ongoing
intercultural skill development in the organization
Cultural Voices sessions continue to raise awareness amongst staff in areas
relevant to the work they perform.
"If we want to learn about another's culture, we have to become apart of it, we
have to know what it's like to feel as though we're the minority."
Police Officer
"Seeing the situation from an actual experience made us aware of how
others have problems understanding our culture and hwo we misunderstand theirs."
Housing Department Employee
11
Objective 2: Support department and division managers in efforts to recruit and
retain a skilled, diverse, engaged workforce and citizenry
In order to provide the best government service possible and respond to increasingly complex
community needs, we need a workforce filled with diverse perspectives and a high level of skill.
We also need employees who feel included and engaged in their work, so that they may work to
include and engage the public. In addition, our ability to succeed as a community is going to
depend on our ability to draw diverse perspectives and skills into community planning, problem-
solving, and policy processes.
Did you know?
• We provided recruitment assistance for positions in the following departments
this year: City Manager's Office, Leisure Services Department, Police
Department, Emergency Communications, and Engineering.
• Our recruitment strategies have resulted in a candidate pool and workforce that
is both highly skilled and increasingly reflective of community demographics.
• Currently over 50% of the
Department Managers are women RaceFT 2013-2014 PT Total Hires
and minorities, with a 20% increase Hires (includes
of women and minorities to the MEseasonal)
Leadership Team (2009 to 2014). white 82.6% 88.6% 90.6%
• The welcoming and orientation (38 people) (47 people) (410 people)
program we are developing is a Black/African 10.86% 7.54% 4.6%
critical first step to engaged and American (5 people) (4 people) (21 people)
productive employees. Hispanic/Latino 2.17% 1.8% 2.86%
• The training needs assessment (1 person) (1 person) (13 people)
provided direction for future staff
development which is crucial to Asian (24. people)
(11. pe (91. people)
productivity. (2 people) (1 person) (9 people)
• We continue to work with the American Indian 0% 0% 0%
Planning Department to create a plan
and identify resources to engage a Gender FT 2012-2013 PT Total Hires
broad cross-section of the general Hires (includes
public in the Comprehensive seasonal)
Planning Process. Male 73.9% 53.7% 49.4%
• An internal working group is actively (34 people) (29 people) (229 people)
researching community engagement Female 26.1% 46.3% 50.6%
best practices and creating a process (12 people) (25 people) (224 people)
and tools to support departments in
creating engagement plans.
12
DUB E Departme=0,Qa S
Jonathan Brown Susan Henricks Gus Psihoyos
Water&Resource Recovery Center ' Library Director City Engineer
Manager 563.589.4225 563.589.4270
563.589.4176 shenricks@dubuque.lib.ia.us gpsihoyo@cityofdubuque.org
•
jobrown@cityofdubuque.arg
Cori Burbach Maurice Jones Rich Russell
Sustainable Communb Coordinator ' Economic Development Director Building Services Manager
563.690.6038 563.58 • 563.589.4150
cburbach@cityofdubuque.org � j mjones�city@cityo ofdubuque.org / rrussell@cilyoTdubuque.org
Laura Carstens /�� Chris Kuhlmann e / Rick Steines
iPlanning Services Manager Information Services ManagerFire Chief
563.589.4210 563.589.4280 563.589.4160
% Icarsten@cityofdubuque.org IF ckohlman@cityofdubuque.org ��� steines@cilyofdubuque.org
Mary Rose Corrigan Jennifer Larson Cindy Steinhauser
Public Health Specialist Budget Director • Assistant City Manager
563.589.4181 563.589.4110 mcorrga@ciityofdubuque.org �' jlason®cityofdubuque.org csteinha@cltyofdubuque.org
•�\ Mark Balsing Kelly Larson Ken TeKippe
Police Chief Human Rights Director Finance Director
mdalsi9.4410 5Iarsrm.4190 • ktekippe@cityofdubuque.org mdalsing@cilyofdubuque.org klarson@cityofdubuque.org � klekippe@cityofdubuque.org
Kevin Firnstahl \\ Barry Lindahl Mike Van Milligen
City Clerk 1 City Attorney City Manager
563.589.4100 j 563.583.4113 563.589.4110
kfirnsta@cityofdubuque.org j balesq@cityofdubuque.org ctymgr@cityofdubuque.org
Randy Gehl Mark Murphy \ Don Vogt
Public Information Officer Emergency
563.589.4151 Communications Manager Public Works Director
rgehl@cilyofdubuque.org
563.589.4415 563.589.4250
mmurphy@mtyoidubuque.org / dvogt@cityofdubuque.org
Teri Goodmann Alvin Nash \� Marie Ware
'i Assistant City Manager Housing&Community Development 1 Leisure Services Manager
563.589.4110 Director 563.589.4263
tgoodman@cityofdubuque.org 563.589.4231 mware@cityofdubuque.org
\� anash@cityofdubuque.org
Bob Green \ Jerelyn O'Connor
Water Department Manager Neighborhood Development Specialist If you do not call or e-mail them directly,
563.589.4291 563.589.4326 questions or feedback for department
bgreen@cityofdubuque.org joconnor@cityofdubuque.org q p
managers can be sent via the "Contact
Bob Grierson Randy Peck Us" quick link on the City of Dubuque's
j Airport Manager ' Personnel Services Manager website at www.cityofdubuque.org or
563.589.4127 563.589.4125
rgrierso@cityofdubuque.org j ciTypers�cityofdubuque.org call 563-589-4100.
Crenna Brumwell / Maureen Quarm \ Trish Gleason Juanita Hilkin
Assistant City Attorney I Assistant City Attorney 'i Assistant City Clerk City Manager Off ice Manager
r 563.583.4113 L 563.583.4113 '� i 563.589.4100 563.589.4110
cbrumwel@cityotdubuque.org �— / mquann@ciryofdubuque.org \ tgleason@cityotdubuque.org \ Ihilkin@cityofdubuque.org
13
Objective 3: Facilitate groups to identify barriers to inclusion and engagement
and work with departments to reduce or remove those barriers
Those who are actively involved as part of a workgroup or community group are best equipped
to identify barriers to inclusion or engagement and to develop workable solutions to reduce or
remove those barriers. We coordinate and facilitate efforts to uncover and address such
barriers because inclusion and engagement are critical to high performance and effective
service delivery.
Did you know?
• The training needs assessment and new employee focus group identified content
for five orientation workshops to support new staff joining the organization. In
addition to our intercultural workshops, these sessions are in the process of
being developed:
o Session I - Foundations of City Employment: Participants will gain an
understanding of our form of government and the guiding principles and
key policies related to being a representative of the city organization.
o Session II - Being Service Orientated: Participants will gain awareness of
customer service expectations and the importance of their engagement
with community members.
o Session III - City Technology: Participants will explore how the
organization leverages technology to deliver city services.
o Session IV - Budget and Finance: Participants will learn general
information about what informs the budget process at the department and
organization level.
o Session V - City Partners and Initiatives: Participants will learn about key
partnerships and initiatives that influence city priorities and operations.
• Inclusive Dubuque operates using a collective impact model. Under such a
model, change occurs as each Mission Partner does what they do best to
contribute toward the common goal of meeting the economic and cultural needs
of the community. As a Mission Partner, the City organization engages in
activities designed to mutually reinforce the activities of other Mission Partners.
Many of the activities occurring through partnerships between the Human Rights
Department and other Departments form a part of these reinforcing activities.
14
Detail by Activity
Focus Area: Enforcement
Out of 290 general inquiries, the most frequent areas where people were seeking assistance
related to employment (26%) and housing needs (24%). Thirty-seven percent of the inquiries
were non-jurisdictional issues or referrals made to various community organizations.
2014 Inquiries - Breakdown by Area
■Employment ■Housing ■Public Accommodation Education ■Other
2%
Disability (43%) and sex related claims (22%) encompassed the greatest shares of the
12 cases filed in fiscal year 2014, followed by race, retaliation and gender identity.
2014 Cases - Breakdown by Basis
4
■Disability ■Gender Identity ■Sex ■Race ■Retaliation
15
CASES CLOSED/RESOLVED
July 1 , 2013 - June 30, 2014
Employment ................................................................................................. 13
Disability.........................................................................................................................4
Sex...................................................................................................................................6
Race.................................................................................................................................2
Age..................................................................................................................................2
Retaliation......................................................................................................................2
NationalOrigin.............................................................................................................0
GenderIdentity............................................................................................................0
SexualOrientation.......................................................................................................0
Religion...........................................................................................................................0
Housing ..........................................................................................................
Disability.........................................................................................................................0
Race.................................................................................................................................I
Sex...................................................................................................................................0
FamilialStatus................................................................................................................0
Public Accommodation..................................................................................
Race.................................................................................................................................I
GenderIdentity............................................................................................................0
Disability........................................................................................................................0
NationalOrigin.............................................................................................................0
TotalCases Closed.......................................................................................15
Cases filed in one area (i.e. employment)may have alleged discrimination on one or more bases(i.e. disability
and age), therefore the total by bases may be greater than the number of cases by area.
Disposition of Closed Complaints
28% ■Administrative Closure
■Referred to ICRC
■Right-to-Sue
■No Probable Cause
■Mediation/Settlement
22% 39
Settlement awards totaled$37,000.00
16
COMPLAINT PROCESS AT A GLANCE
A Complaint is Filed
(Must be within 300 days of the alleged unlawful act)
Respondent is Notified (rhe person or entity
whose action is the subject of the complaint)
Mediation Conference If Successful ►
(If agreed to by both parties) Mediation Agreement
If Unsuccessful
Investigation
Determination ► No Probable Cause ► Further Review'
(Case dismissed)
V
Post Probable Cause Conciliation Effort Conciliation Agreement
(Conducted bythe Department) ► If Successful ►
If Unsuccessful
Pre-Hearing Review
Public Hearing
(Held before an Administrative Law Judge)
V Commission's Order After Hearing
Recommended Order ► (No discrimination found—case dismissed
OR
Discrimination found—corrective action ordered)
'Complainant has 30 days to request judicial review
V
2 In a fair housing case the Complainant may elect to
commence a civil action in court. Court Appeal s
3 Complainant or Respondent can appeal the decision
to the District Court within 30 days.
17
D • U • B • U • Q • U • E
HUMAN RIGHTS
COMMISSION
CITY OF DUBUQUE
HUMAN RIGHTS DEPARTMENT
1300 MAIN STREET
DUBUQUE, IA 52001
563-589-4190
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SUSTAINABLE
CJDUBUQUE
viable • livable • equitable