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10 19 15 Work Session - Enhanced Neighborhood Support Copyright 2014 City of Dubuque Work Session # 1. ITEM TITLE: 5:00 PM - Enhanced Neighborhood Support SUMMARY: SUGGESTED DISPOSITION: ATTACHMENTS: Description Type ❑ Enhanced Neighborhood Support Work Session-MVM Memo City Manager Memo ❑ Planning Staff Memo Staff Memo ❑ Safe Community Task Force Recommendations Supporting Documentation ❑ Human Rights Memo-Neighborhood Efforts Staff Memo ❑ Engineering Memo-Security Cameras and Lights Staff Memo ❑ Engineering Memo-Street Lighting Plan Staff Memo ❑ Leisure Services Memo-Tree Maintenance Activities Staff Memo ❑ Asst.City Manager Memo-Yard Lighting Initiative Staff Memo ❑ CHI Memo-Washington Neighborhood Homeownership Supporting Documentation ❑ Residential Rehabilitation Map Supporting Documentation ❑ Planning Memo-Washington Neighborhood Strategy Staff Memo ❑ Human Rights Memo-Community Partnerships Staff Memo ❑ Library Memo-CSPL Initiatives Staff Memo ❑ ENS Packet from October 5, 2015 Meeting Supporting Documentation THE CITY OF Dubuque U E 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: October 19, 2015 Work Session Enhanced Neighborhood Support DATE: October 14, 2015 1 have heard a recent criticism that the City Council did not prioritize being a safe community. It is important to note that this is not a fair or accurate criticism. The City Council has continuously and frequently discussed and taken action on keeping Dubuque a safe community. The City continues to implement the Safe Community Task Force recommendations that were adopted by the City Council in 2010. It is important to remember that hundreds of citizens were involved in that 17-month long process to develop 60 recommendations. In 1995, the City Council adopted the community's first Comprehensive Plan since 1936. The Plan included a Public Safety Element with goals and objectives for a safe community. Through three subsequent updates of the Comprehensive Plan, the most recent in 2012, the Public Safety Element has been reaffirmed and revised as part of the public input process. As recently as the September 8, 2015 City Council meeting, the City Council required a report be submitted at the October 5, 2015 City Council meeting on the issue of safe neighborhoods. The City Council reaffirmed their commitment to community-wide public safety not as a new plan, but as a continuation and an enhancement of what the City and our partners have been doing and will continue to do. The City Council then approved some important action items, including more security cameras and hundreds of more streetlights. The City Council then scheduled the October 19, 2015 work session about crime and safe neighborhoods and how the City can support the neighborhoods. The Public Safety Element in the Comprehensive Plan provides the context for our recommendations for Enhanced Neighborhood Support to address common neighborhood problems such as crime, nuisances, and problem properties with the overall goal of improving neighborhood resiliency. Enhanced Neighborhood Support is a campaign by the City of Dubuque working with partners in the private sector, neighborhood organizations, not-for-profits, and social and human service organizations to build a stronger and more resilient Dubuque. Enhanced Neighborhood Support is a community wide effort. In the August 10, 2015 City Council Goal Setting Session, the following results apply to this issue: The updated Mission Statement references, "to deliver excellent municipal services..." The adopted 2030 Vision Statement says, "Dubuque citizens experience healthy living and retirement through quality livable neighborhoods..." There was significant discussion about resiliency in the goal setting session. Resiliency is the capability to anticipate risk, limit impact and bounce back rapidly. As a top priority, the City Council decided to begin the community engagement process to start a Community Resiliency Advisory Commission. In the goal setting session, the City Council decided to go through the community engagement process to write a new Comprehensive Plan for the City. This will be the road map for the next 20 years for the City. The community engagement process for the new Comprehensive Plan will provide an opportunity for the community to reaffirm and strengthen the Public Safety Element of the Plan. As a High Priority, the City Council directed the expansion of the security camera system throughout the City. As part of the Management Agenda, the City Council directed continued emphasis on modeling nation-wide policing best practices, with an eye on the White House Report on 21st Century Policing. In the goal setting session the City Council directed an emphasis on police officer recruitment and retention efforts. In the goal setting session the City Council, realizing crime and neighborhood disruption is not just a law enforcement issue, voted on support of the following: Project H.O.P.E. Campaign for Grade Level Reading Affirmatively Furthering Fair Housing Intercultural Competency Program Middle School LEAP After School Program Multicultural Family Center Four Mounds HEART Program Comiskey Park and Jackson Park Improvements Economic Development Street Maintenance 2 Bee Branch Watershed Flood Mitigation Project Lead Abatement and Healthy Homes The City Council has also supported additional expenditures to provide overtime for police officers to conduct extra patrols as a crime prevention activity. The City Council earlier this year approved creating a program to provide financial incentives to sworn police and firefighters to purchase homes in the downtown. The City Council has always made public safety their most important priority and has approved the allocation of a tremendous amount of resources to this effort, including the addition of 15 sworn police officer positions between 2008 and 2012. As part of these directives by the City Council, I have begun meeting twice a month, continuing into the future, with a large group of key City employees involved in maintaining the social and architectural fabric of our neighborhoods. Planning Services Manager Laura Carstens. Chief of Police Mark Dalsing, and several other City employees and partner organizations will update you on significant activities being undertaken in this City to address citizen concerns and the initial components of an Enhanced Neighborhood Support plan moving into the future. Z A-�X� Michae, C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Laura Carstens, Planning Services Manager Mark Dalsing, Chief of Police 3 THE CITYOF Dubuque D L E NI-nme�ricaCAy Masterpiece on the Mississippi 2007•20U•2013 MEMORANDUM TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager SUBJECT: October 19, 2015 Work Session — Enhanced Neighborhood Support DATE: October 15, 2015 This memo transmits updated information for the October 19, 2015 Work Session on Enhanced Neighborhood Support. City staff and community partners from Aliant Energy, Community Housing Initiatives, and Community Foundation of Greater Dubuque will provide a presentation that will focus on the short term actions and updates on selected neighborhood-based City initiatives and community partnerships. The updated information consists of the following: Short-Term Actions Feedback/activities of neighborhood residents/Neighbor 2 Neighbor: • Handout of Safe Community Task Force recommendations. • New memo from Human Rights Director Kelly Larson on neighborhood efforts. Additional security cameras: • Updated memo from City Engineer Gus Psihoyos. Enhanced street lighting: • Updated memo from City Engineer Gus Psihoyos. • Updated memo s from Leisure Services Manager Marie Ware on tree trimming. • Updated memo from Assistant City Manager Cindy Steinhauser on Yard Lighting Initiative. Renovation/rehab of residential properties • New memo from David Harris, Community Housing Initiatives (CHI). • New map of federally-funded Residential Rehabilitation project for the last 5 years. Neighborhood-Based City Initiatives & Community Partnerships • Updated memo from Planning Services Manager Laura Carstens on Washington Neighborhood Redevelopment Strategy: progress & results. • New memo from Human Rights Director Kelly Larson on Community Partnerships. • New memo from Library Director Susan Henricks on Carnegie-Stout Public Library initiatives. For background information, the Enhanced Neighborhood Support report to the City Council on October 5, 2015 is provided again. E Making Dubuque a DUTHE !B Masterpiece on the Mississippi Safer Community Mayor Roy D. Buol and the Dubuque City 9) Encourage development of planned representatives of the Housing&Police Depts. Council hosted a community forum in communities through mixed-use zoning September 2009 to initiate open dialogue 20)Intensify exterior code enforcement efforts. on crime issues in our community and how 10) Develop and implement a juvenile Encourage city employees across depts.To to address them. The forum was attended curfew ordinance to use as a tool to help identity and report property code enforcement by more than 130 citizens. In response to reduce crime. Research utility,efficacy and problems and establish ways to reward this high level of community engagement, enforcement issues,taking the following employees the Mayor and City Council appointed 25 suggestions into consideration: volunteer citizens to a"Safe Community a)The pdice department would not conduct 21)Create a data clearing house limited to Task Force" curfew sweeps of the community verifiable and factual information that landlords b)There would be designated and staffed and tenants can share and reference when This diverse group of volunteers was location to hold juveniles who violate the making their rental decisions asked to holistically look at both the causes curfew. Contact with parents or a responsible of, and solutions to, crime in Dubuque and adult would not be handled by pdice. 22)Develop and offer frequently a training provide recommend goals and objectives to Penalties for curfew violations could include program on code enforcement and property the leadership of Dubuque. Beyond the 25 fines, community service requirements and management for all landlords. Require all appointed members,the Safe Community parenting classes (See recommendation#43) landlords to attend the program,issue only Task Force utilized sub-committees and temporary occupancy permits4icenses until work groups to get all interested parties 11) Provide additional resources for the training has been completed involved. The sub-committees were: 1) Community Oriented Policing (COP) Program neighborhood engagementlsocial capital, 23)Address community concerns about the 2)enforcement, 3)management of physical 12) Direct Police Dept.to enforce noise real or perceived impact of the Section 8 environment,and 4) research and facts.A ordinances more aggressively Program on the community by: series of meetings were held and a number 13) Direct Police Dept to enforce traffic a) Decreasing the desired number of Section 8 of recommendations were submitted to the ordinances more aggressively vouchers in the program to 900 City Council for further action. b) Limiting voucher eligibility to Dubuque 14)Give the SCTF and Police Dept. the residents The following recommendations were opportunity to respond to the crime study c) Increasing the staff capacity of the Family developed by the Safe Community Task report and recommendations Self-Sufficiency(FSS) Program Force(SCTF)and subcommittees over 17 months and 35 meetings and submitted t 15)The SCTF recommends its continued 24)Increase public understanding of the the City Council from January 2010 th existence to monitor the implementation and Section 8 Program March 2011. progress of its recommendations through quarterly progress reports from city staff, and 25)Increase participation of Section 8 1) Reduce the time between rental inspections special meetings as necessary. The SCTF residents in effective self-sufficiency programs for problem properties further recommends that the City Council consider creation of a Safe Community 26)Provide training to housing commissioners 2) Do not allow property owners to receive city, Commission to increase their leadership,public relations state or federal funding unless their properties and community building skills are in compliance or the owner is actively 16)Support landlords in evicting problem working towards compliance tenants for cause 27)Implement an exception rent program to avoid concentrated pockets of poverty 3)Conduct crime study 17) Mandate that landlords conduct renter backgrounds checks, using the City's free 28)Develop a stronger role for the Resident 4)Allow the Task force to act as a conduit for service Advisory Board to encourage residents accurate information to public of subsidize housing to give feedback on 18) Establish threshold number of complaint proposed new policies and procedures and 5)Create ways to encourage people to light calls that will place a problem property in to cultivate leadership within the low income up their own property and surrounding public priority category. Establish policies and residential community property processes for immediate response and resolution of problems involving those 29)Provide community service credits for 6) Install surveillance cameras in high crime properties participation in effective programs that foster areas in public places self sufficiency 19)Tie frequency of property inspections to 7) Install 911 emergency kiosks landlord's history of cooperation with code 30)Continue to provide resources to Family compliance. Establish a threshold number Self-Sufficiency(FSS) Program based upon 8) Reduce the time allotted for correcting of problem complaints that will trigger a evidence of success property violations from the current two years meeting among the landlord, the tenant, and 31) Human Relations: that is modeled after successful programs schools),with a particularfocus on existing a) Increase tolerance and mutual that includes engaging parents and teens in programs:Circles, Project HOPE, Intercultural understanding among the diverse segments prevention efforts Competence Training, Every Chilcl/Every of the population. The adoption of educational Promise, and the work that the Colts are doing initiatives that foster community solidarity and 44) Encourage and engage parents and youth with community outreach. Engage colleges, global citizenship should be among the first in out-of-school-time programs and parenting churches, businesses practical steps taken by our City classes by ensuring the programs are designed b) Implement appropriate measures that to matter to the participants 55)Support economic development efforts to safeguard the rights and opportunities of all create opportunities 45) Encourage the Dubuque Community 32) Develop a Neighborhood Watch Program School District to develop a meaningful 56)Connect new residents, particularly those intercultural competence program for students who may not be referred by an employer, to the 33) Increase resident participation using such at all levels welcoming program at the Greater Dubuque vehicles as clean up campaigns, neighborhood Development Corporation picnics, new neighbor welcome events and 46)Create a conduit,such as a speakers other strategies developed by residents bureau, to continue conveying accurate 57)Challenge all departments within the City information to the public on crime and the to develop and maintain a model Section 8 34) Intercultural Competency Training should perception of crime in the community. Include a Program for a city of this size, meeting the be offered periodically to businesses and the broad group of informed residents on the panel needs of the elderly and disabled and also community at large. It should be mandatory for and focus on reaching a broad cross-section of developing self-sufficiency for families city board and commission members as well as the community with the information for city staff 58) Expand the lighting recommendation to 47) Use the information from the crime and "Brighten up the streets and alleys at night and 35)The Human Rights Dept. should receive poverty study to create a formal way to increase visibility for residents wherever lights continued support. In addition the city should continue tracking data for the community in an are needed." devote resources to a human relations initiative ongoing manner,and investigate the potential that could include programs in the arts, cultural for using crime mapping software. 59) Emphasize hot-spot policing and focus on programs and other strategies that promote problem solving within those crime hotspots respect and understanding among residents 48) Encourage the Telegraph Herald to run an "I'm a Dubuquer"series 60) Publicize the owners, numbers and types 36)Support a welcoming program for all new of complaints/violations in the top problem renters through community-based organizations 49) Raise awareness among the general public properties and develop individual ambassadors through 37) Install streetlights in the midde of the block Intercultural Competence Training, the Bridges to brighten up the streets at night and increase Initiative,and similar programs,who can then visibility for residents talk with others about what they have learned Many of these recommendations have been 38) Improve neighborhoods by: 50) Expand the recommendation for a implemented and others are being reviewed a) Encouraging home ownership neighborhood watch program to include efforts for implementation. b) Encouraging a mixed-income approach to to build relationships amongst residents within neighborhood development the neighborhood in October 2010,the City Council approved c)Creating (or re-creating)a sense of place (upon recommendation from the Task through good design. All buildings using city, 51) Expand the emphasis on community- Force)the creation of a Safe Community state or federal dollars should be required to oriented policing and consider expanding Advisory Committee. This committee meet these objectives and all projects should the number of non-sworn employees, has been commissioned for a year to be required to meet the City's sustainability including interns and volunteers,in the oversee the implementation progress of goals Police Department in effort to assist with he recommendations submitted to the Community-Oriented Policing (COP)efforts ity Council bythe taskforce. The current 39)Create an ordinance prohibiting the and to coordinate with other departments and mmittee members are: boarding of windows and doors facing streets organizations in the community policing effort • Anthony Allen • Mary Rae Bragg 40) Develop and enforce policies consistent 52) Engage community volunteers of various • Diane Callahan with the"preservation briefs"to maintain races and income levels in a monthly"Days of Jonathan Cheatham historic properties Caring'initiative by encouraging businesses to • Rachel Daack allowvolunteers to participate on work time • Amanda Elkins 41) Increase the numberof trash receptacles • Ann Ernst on the street 53)As exterior code violations are identified F Doug Stillings in neighborhoods, identity volunteers who are SusanStork 42) Increase the numberof neighborhood willing to assistwith helping property owners clean-ups and educate the community on City remedy those violations,which will address The Safe Community Advisory Committee waste disposal policies in an effort to clarity the the property conditions while also building `meets regularly to monitor progress and purpose of neighborhood clean-up programs relationships and a sense of community. �ffer additional recommendations.For more information, call the City Manager's 43) Modify the recommendation for a juvenile 54) Encourage community-wide support Office 563-589-4110 or visit: curfew ordinance and focus instead on of initiatives that support self-sufficiency www.cityofdubuque.orglsafecommunity. creating a parental responsibility ordinance (i.e., beyond government and the public THE CITY OF Dubuque DT TIR F �J L L 1111 enIa II 1IIIh' Masterpiece on the Mississippi 2009.2012.2013 TO: Michael C. Van Milligen, City Manager FROM: Mark Dalsing, Police Chief Kelly Larson, Human Rights Director Jerelyn O'Connor, Neighborhood Development Specialist DATE: October 13, 2015 RE: Community members taking leadership for neighborhood safety The purpose of this memo is to update you on a meeting convened by City staff on September 28 with the intent of sharing information on City efforts related to safety and also introducing several community leaders to one another so that they are aware of, and can build upon, one another's efforts. Several Safe Community Task Force recommendations related to the role of neighborhood residents in promoting safety in their neighborhoods as a supplement to police and government actions. Through neighborhood development efforts, community policing, and human relations activities, staff is often aware of positive resident initiatives that others may not know are occurring. In the wake of the September 1 homicide, several resident leaders stepped up in remarkable ways. On September 28, Community Engagement Coordinator Nikola Pavelic facilitated a meeting designed to bring these leaders together to connect with one another and share their efforts and ideas. An interracial group of eight leaders from the Downtown and Washington neighborhoods attended the meeting and shared information on their efforts to promote community safety. Specific actions include the following: • Neighbors being present and visible together in public places • Neighbors encouraging one another to report concerns and to connect with City staff • Neighbors helping to get accurate information out regarding crime and helping to moderate community conversations that turn inflammatory • Church members providing evening meals, participating in community gatherings, and working to recognize victims of unsolved homicides and support monetary rewards for information • Community members coming together for a Fatherhood March planned for October 25 and designed to support positive, non-violent youth development for young men in the neighborhood • Community members engaging in planning efforts to provide an adult presence at key locations during after school hours • Community members supporting neighborhood organizations providing youth with academic support, club sports opportunities, family nights, mentorship, and positive male role models. We shared contact information amongst attendees, and several invitations to each other's events were exchanged at the meeting. Action Requested This memo is for your information. No action is requested. 2 T'HE CITY OF _ Dubuque -DUB E F I pmericaCity Masterpiece ora the Mississippi TO: Michael C. Van Milligen, City Manager FROM: Gus Psihoyos, City Engineer SUBJECT: Additional Security Camera and Lights DATE: October 15, 2015 INTRODUCTION This memorandum is an update since the October 5, 2015 City Council meeting, which approved the installation of additional security cameras and lighting. DISCUSSION In January 2014, the City Council approved the content of Administrative Policy No. 5.05 titled Safety and Security Camera Acceptable Use Policy (Attachment 1). A comprehensive 5 year plan is under development to strategically locate cameras and lighting to add safety and security improvements. The installation will be prioritized based on, high congestion areas, areas where existing CIP improvements are planned and areas with high rates of criminal investigations and crime rate and areas where funding source restrictions can be met. A key component to these cameras is the communication conduit. Fiber optics communications offer the highest speeds and are often used at traffic signals and other City owned buildings. Locations where these infrastructure improvements can jointly benefit are also higher on the priority. The City currently has numerous traffic cameras controlling intersections that have traffic signals and these are frequently used by the Police Department to determine what occurred during traffic accidents and to solve crimes. The City also has numerous security cameras at places like the City parking ramps, the Port of Dubuque, Comisky Park and new restrooms at 5t" and Bluff. The Safe Community Task Force recommended the use of security cameras. IMPROVEMENTS The following are camera improvements that are currently underway: Jackson Park Improvements 1 ➢ New lighting standards are being evaluated ➢ Fiber to and from the park may be incorporated into the West Locust fiber/camera project Design of the project will take place over the winter months with construction starting in the Spring of 2016 This project will consist of: • 14 new lights and conduit • Fiber Optics into the Park • New lighting controller/fiber optic hub • 28 Cameras in the park plus 3 on Iowa Street West Locust Fiber/Camera and Flow Monitoring Improvements ➢ Design of the project is near completion ➢ The lower area of the project (Loras to Rosedale) will be bid this Fall ➢ The upper area of the project (Rosedale to Grandview) will be coordinated with Dubuque Senior High School building improvements This project will consist of: • 3000 feet of fiber optic cable • 2 light poles 6 Cameras • Fiber Hub Cabinet near Senior High School. Comisky Park Area Cameras ➢ Cameras have been ordered from Racom and installation will take place this Fall Improvements include: • 10 camera at $2500 each • 500 feet Fiber Optic conduit • 1000 feet fiber optic cable • Fiber Hub Cabinet • Bus Barn Electronics Additional cameras could be added to the fiber route from White Street to the Comisky building. This would add a light pole and 2 cameras (one facing north and one facing south) at White Street and Jackson Street. Improvements include: • 4 cameras • 2 Light Poles • 600 feet of conduit for camera and power 2 Lower Bee Branch Camera Improvements This project consists of: • 2400 feet of fiber optic cable • Fiber Hub Cabinet at 16th and Sycamore • 3 light poles • 5 Cameras Replacement of Outdated Downtown Street Lights y Additional street light poles and foundations have been order; replacement will take place in the Fall and Spring 40 cameras were order the week of October 12th. A portion of these cameras will start arriving next week/ Field crews have been pulling necessary wiring needed for the cameras. Cameras can be installed in the winter months, but the conduits often fill with water causing problems with wire pulling. Getting the necessary wiring in place will be a top priority this month. This project consists of replacing the white painted street lights in the downtown area with new galvanized 25 foot poles with LED luminaires. The new poles will have the capability to install security cameras in the future if needed. ACTION TO BE TAKEN No action is required, this memo is for informational purposes only. cc: Jenny Larson, Budget Director David Ness, Civil Engineer II Chris Kohlmann, Information Services Manager Attach. 3 THE CITY OF �-�' Dubuque Dhit IN-A �• � B � RN•RmericaGitY U11111.F Masterpiece on tjte Mississippi 2001.70 11,21113 TO: Michael C. Van Milligen, City Manager FROM: Gus Psihoyos, City Engineer SUBJECT: Enhanced Street Lighting Plan Field Update DATE: October 15, 2015 INTRODUCTION Since the October 5, 2015 council meeting at which the City staff's recommendation to install 195 additional 80 watt LED lights in CDBG & URD areas was approved, City staff has performed three night-time review of the proposed areas. DISCUSSION In the October 5, 2015 memo it was indicated that the street light policy for distance between lights should be changed from 600 feet to 300 feet. After careful nighttime inspections of the entire area by engineering staff it is important to understand that the 300 foot standard is only a target distance for spacing between lights. The nighttime inspection revealed that several factors such as tree canopy, security lighting and vertical and horizontal road curvatures all play a role in determining light spacing and the spacing could vary considerably from the 300 foot targeted spacing. Listed below are the results of three nighttime inspections of the proposed areas of additional and enhanced lighting. .Inspection Date and Area Number of Street Li hts 1 2 3 Thursday, October 8 Kerper Blvd, Downtown, Burden Ave, and Sheridan 58 47 7 4 Ave Tuesday, October 13 17th Street, Clarke Dr, Garfield Ave, Jefferson 63 40 10 13 Middle School, 32nd Street and Gay Park Wednesday, October 14 Downtown, Charter St, Rockdale Rd, Hill St, 66 30 4 32 University Ave, Flora Park, Carter and Kaufmann ve TOTALS: 187* 117 21 49 *There were eight locations that lights already existed that were not correctly identified on the available mapping The areas inspected were rated 1, 2 and 3 by taking into such factors as listed above. The areas rated with a 1 were areas that are recommended to have an additional 80 (residential area) or 135 (commercial area)watt LED light installed. Areas with a number 2 ranking are areas that will be re-evaluated at a later date and areas that were rated with a number 3 will not be considered for additional lighting, because there is already adequate lighting in the area. The first packet of 47 light additions from the October 8`" night time inspections have been sent to Alliant Energy to begin scheduling and installing these 80 watt LED lights. The next two packets will be compiled and sent to Alliant in the near future. The City will be receiving weekly updates from Alliant Energy as to the number of lights added. With City Council consideration through the Fiscal Year 2017 budget process, the next phase of enhanced lighting in the CDBG and URD areas will be adding up to 131 poles and lights. Staff will review the 131 locations of additional poles and lights for possible placement. Other future projects listed in the October 5, 2015 council memo remain the same. cc: Dave Ness, C.E. Duane Richter, Eng. Tech Troy Kress, GIS/Eng. Tech Jane Smith, EAII FAJANE SMITH\Traffic\Lighting 2 THE CITTY )FF Dubuque D —JBE IIII Nne�ricaCty Masterpiece on the Mississippi zw7•zm -2W TO: Michael C. Van Milligen, City Manager FROM: Marie L. Ware, Leisure Services Manager SUBJECT: Tree Maintenance Activities Update DATE: October 14, 2015 INTRODUCTION The purpose of this memo is to share an update related to tree maintenance activities of the Parks Division. BACKGROUND In late September, 2015, Parks Division staff met with Police COP officers at Orange Park. Their common goal was to understand areas of concern where trees were causing issues with the available street lighting. The officers identified specific trees or areas where tree pruning would have a positive effect. Additionally the Engineering Department provided views from surveillance cameras where tree trimming would assist in the camera coverage. The Parks Division then created priority tree pruning areas where efforts would start and radiate from. Through September 28, 2015 41 trees were pruned and 4 were removed. DISCUSSION The Parks Division has continued tree maintenance activities. Through October 9, 2015 a total of 258 trees have been pruned using best management practices and 6 trees have been removed. The trees removed were declining, had been pruned heavily from the power lines that were causing issues with the tree health and/or were on the removal list due to Emerald Ash Borer. Attached please find an updated map of trees that received maintenance. Additionally several trees were identified in other neighborhoods that were blocking streets lights that have been pruned. The photos show before and after views from surveillance cameras. This is just a sampling of before and after views that illustrate the effect of pruning. ACTION REQUESTED This memo is for informal purposes only. Cc: Steve Fehsal, Park Division Manager Laura Carstens, Planning Services Manager . Oil _r ��i' r k�. `�° m. �� c�K�- k d. f iY �'li T7�` ; Liu �� _ �. I ant_�,� fid. - __ o� m A L O 6y\tiyti Sow' E�ptNst h~ Z �ti b~ z r 00 E9tNst b pVE c UNNERS� P Private Tree Trimmed City Tree Trimmed - Greater Downtown URD i CDBG Eligible Districts s NORTH *HP, jects\Enhanced Neighbo Dods\ParD THE CITY OFDu�bugquue DUB E 11111.1 Masterpiece on the Mississippi =,.,per.y„ TO: Michael C. Van Milligen, City Manager FROM: Cindy Steinhauser, Assistant City Manager SUBJECT: Yard Lighting Initative DATE: Octoboer 15, 2015 Introduction The purpose of this memo is to recommended changes to the Yard Lighting Initiative Background As part of the Washington Neighborhood Revitalization Strategy, the city of Dubuque established a Yard Lighting Initiative. This program provides a match to property owners who install either Front yard lighting or Rear yard lighting that improves lighting levels on sidewalks and alleys. The program description is as follows: Front yard lighting - Owners will be eligible for a rebate of up to half of $500.00 (maximum rebate of $250) towards the cost of purchase and installation of energy efficient electric, gas and solar lighting fixtures installed in their front yard or attached the house if lighting levels improve on the sidewalk. Rear yard lighting - Owners will be eligible for a rebate of up to half of $200.00 (maximum rebate of $100) towards the cost of purchase and installation of energy efficient electric, gas and solar lighting fixtures installed in their rear yard. The light fixtures may be attached to the rear of the home or to owner's garage on the alley. All required inspections and permits must be completed to be eligible to receive the rebate from the city. Fixtures using incandescent bulbs and motion-sensitive lighting fixtures are not eligible. Neighborhood residents interested in taking advantage of this opportunity need to complete the following specific steps for implementation of this new program. To be eligible to receive the rebate, first contact the Building Services Department to arrange for a preliminary inspection of your site. Once approval of your plan is received and the work is finished, complete the attached form and return it to the Building Services Department along with any requested supporting documentation. Discussion City staff, including Housing and Community Development Director Alvin Nash, Building Services Manager Rich Russell and myself met to review the program and discuss ways to improve the program to encourage more homeowner participation. The FY 15 budget currently has $5,000 in this program and there have been no applications received for the fiscal year. Based upon our discussion we recommend the following changes and enhancements to this program: Program Revisions • Rename Neighborhood Enhancement Lighting Program • Expand the coverage area to city-wide and increase promotion in older areas that typically have heavier tree canopy that can impact light levels. • Include the Neighborhood Enhancement Lighting Program into all city housing rehabilitation projects. Funds from the program will be used to match city rehab dollars to install front and rear lighting on these projects. • Expand Owner/Occupied rehabilitation program to allow homeowners to use rehab dollars to match the installation of front and rear lighting under this program. • All other program terms remain the same Marketing and outreach • Building Services work with Public Information Office to revise program handouts and include in all requests for new or remodeled residential permit requests • Expand marketing efforts to include promotion through Housing and Community Development Rehabilitation program. Once these changes are approved and implemented our goal will be to assess mid-year to look at addition program revisions to improve participation. Recommendation I recommend City Council approval of the proposed changes to this program. Cc: Randy Gehl, Public Information Officer Alvin Nash, Housing and Community Development Director Laura Carstens, Planning Services Manager Gus Psihoyos, City Engineer Jerelyn O'Connor, Neighborhood Development Specialist 2 24 September 15 To: Mike Van Milligen,City Manager From: David Harris, Community Housing Initiatives Re: Status Report—Washington Neighborhood Homeownership Program CHI purchased its first property,on Washington Street, in March 2013. Since that time, 15 properties have been acquired,with rehabilitation completed on 10. Eight of these have been sold to owner- occupant families, with two remaining for-sale. Five other homes are currently under construction, with two others scheduled for purchase. CHI expenditures to-date total$1071000. City-provided subsidy, received per our agreement at $25 000/house,totals$200 000. The agreement specifies completion of 20 homes,with City subsidy of $500 000,within three years. We have concentrated purchase of properties in the residential interior of the Washington Neighborhood—primarily along the 1400-1800 blocks of Washington and Jackson Streets. All purchases have been for homes within the Neighborhood boundaries. All rehabilitations have been extensive,with emphasis on historic restoration,energy efficiency and respect for the charm that a neighborhood of 100-140 year-old homes offers. Average purchase price is just over$34 000;average rehab costs are about$68 000. Adding other costs such as real estate taxes,insurance and utilities brings the total average cost on the 10 completed homes to about$107 000. The real estate market in the Neighborhood has been a challenge,as appraised values typically do not support the costs of purchase and good rehab. Average sale price has been about$01000. The good news is that appraised values are increasing:we have sold two properties for$100 000 or more, indicative of a growing strength in the market. The better news is that CHI, working in close partnership with the Housing and Community Development Department, is producing beautifully-rehabbed homes and providing them to new owner- occupant families. We have purchased five abandoned and derelict houses and turned them into completed homes with values nearing$90 000. A three-unit rental building was converted to three owner-occupied town homes. Two duplexes have been converted to single-family homes. One derelict house will be deconstructed and the corner lot developed into a pocket park by the City. A home on Jackson Street, destroyed in a fire last year,will be the site for a brand-new single-family home to be constructed later this year by CHI,with the lot donated by the City. The best news is the families that are moving into the Neighborhood and buying CHI homes. A brief sketch of our buyers: A parent with two children,working in auto dealership management; high school teacher; graphic designer; a couple, one working as an insurance analyst and the other as a commercial artist;a nursing assistant,with two children;two retired couples; and an arts administrator. Incomes have varied,with some qualifying for additional City-provided financing,and others over-income. All have been excited to become a part of the improving Washington Neighborhood. On behalf of Community Housing Initiatives, I would like to thank your office and the Council for your support, and also the Housing Department. Alvin Nash, Kris Neyen and Todd Carr have been of invaluable assistance in the partnership required to invest in and improve these properties,and to assist our buyers. It's sometimes an arduous process, requiring the cooperation of a lot of players. The pay- off is great-looking homes, new occupant families,stabilization of neighborhood transiency and an increase in property values. And renewed hope in the future for the Washington Neighborhood. cc: Doug Labounty, CEO,Community Mousing Initiatives Enhance Neighborhood Support M Residential Rehab �• z -�J S x I , / t F FederallyFunded ResidentialRehab 2010-201 _ Greater Downtown UrbanDistrict Community Development Block Grant Areas i H:\Projects\Enhanced Neigh borhoods\(PIan ning)Enhanced Neighborhood Support Maps\Section 106 Reviews.mxd NORT • ■ • 09/30/2015 THE CITYOF Dubuque D L E NI-nme�ricaCAY Masterpiece on the Mississippi 2007•20U•2013 MEMORANDUM TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager SUBJECT: Enhanced Neighborhood Support — Effectiveness of Washington Neighborhood Strategy DATE: October 15, 2015 INTRODUCTION This memo provides an updated report on the Effectiveness of Washington Neighborhood Strategy for the October 19 work session with City Council on Enhanced Neighborhood Support. DISCUSSION The Washington Neighborhood has been a major focus for reinvestment efforts by the City and our partners. We were faced with a neighborhood in decline, in the heart of our downtown. In 2005, the City of Dubuque kicked off Washington Revitalize! Our strategy included developing a vision and a neighborhood plan -- starting with a belief that homeownership is a key component — when faced with these demographics for this 55 square block area: • 450 single family and duplex residences • Age of housing: 86% built before 1939 • Residences valued at 44% of city-wide average for single-family homes • Income: 68% population earned less than 80% of area median income • 70% of all housing units were renter-occupied • 47% of all units were occupied by families (related persons) • Renters comprised 95% of all households earning less than $10 000 • 13% housing vacancy rate • Single, female-headed households twice the city-wide rate A neighborhood visioning process was completed in 2007. We defined the problem, did an asset inventory of the neighborhood to identify strengths and potential partners. We recognized importance of"local governance" and saw as a first priority the organization of a neighborhood association to partner with. In 2009, a Citizen Coordinating Committee working with consultants developed a neighborhood plan with strategies to improve three main areas: Economic Development, Families Youth & Education, and Housing. Entitled "Community Assessment and Revitalization Strategies," the plan included a market analysis, land use plan, transportation and human service strategies, all with the aim of accelerating the improvement of the Washington Neighborhood. The plan's composite map of neighborhood strategies is enclosed. This strategic plan serves as a road map for revitalization initiatives and activities in the neighborhood. We targeted church, school and business leaders to be part of the effort. We encouraged a mix of household incomes. We increased investment in public infrastructure. This plan is seeing great success, but has been weighed down in the past several years with neighborhood crime, despite a decline across the city. The Washington Neighborhood Development Corporation (WNDC) formed in 2009 to execute the Washington Neighborhood Strategic Plan with the support of numerous community partners. Its mission was to empower people and revitalize the Washington Neighborhood in a sustainable manner by leveraging public and private resources to promote housing, economic opportunity and human potential. To make the case for neighborhood investment by current and future residents and businesses, consultants met with a variety of stakeholders, including residents, city officials and staff, business owners, realtors, social service agencies, WNDC staff and board members, landlords and school officials. From these conversations came a neighborhood marketing plan in 2012. A 2013 market analysis of the Washington Neighborhood indicates the 55 square block area is primed for growth: • Population has seen a 9% increase since 2009, providing more support for retail • Education attainment levels have risen sharply • Median household income has increased 9% since 2009 • Homeownership has been increasing Other key retail market indicators within the larger Washington Trade Area: • Retail supply grew from $150 million in 2007 to $211 million in 2013. • Retail demand remained steady at about $145 million during this time frame. • The total retail "surplus" (supply being greater than demand) increased from $2.5 million in 2007 to $67 million in 2013. Neighborhood assets include community service and faith-based agencies such as: Multicultural Family Center, Project Concern, Neighborhood Resource Center, Washington Tool Library, Presentation Lantern Center, Operation New View, Maria House, and Dream Center. 2 The financial impact of over $34 million in total City, private, and other investments in the Washington Neighborhood has made possible these additional neighborhood assets: Walgreens, Crescent Community Health Center, Orange Park, Green Alleys, Prescott School, and Engine House No. 1 (with Head Start and wellness center). The Washington Neighborhood's historic buildings, central location and wide range of housing stock provide key assets to build upon. The neighborhood is in the center of Dubuque's urban core and borders the Historic Millwork District, Bee Branch Creek project, and Downtown. Portions of the neighborhood are or will soon be listed in the National Register of Historic Resources. The Central Avenue Corridor is predominantly a mix of historic commercial storefronts and upper story residential. It serves as the Washington Neighborhood's primary business corridor with a variety of retail and service businesses, professional offices as well as vacancies. The Fagade Grant Program is designed to create the financial incentives needed to eliminate conditions of blight, encourage revitalization efforts and to retain or create employment opportunities and/or new housing units within the district. These fagade improvements have the capacity to create an environment for entrepreneurship; business development; and the creation of new jobs. Through continued partnerships with Dubuque Main Street we hope to continue making this funding source available for Washington Neighborhood investors. The Washington Neighborhood is in the heart of the Target Area for the Lead Abatement and Green & Healthy Homes programs, which have brought over $16 million in funding to the community -- not only creating 72 safer, healthier homes, but also providing employment and education to the community. The program engages social services and supports for the impacted households; this targeted approach creates stability in at-risk neighborhoods. Revitalization at Work: From 2005-2012, the City invested $9 million in the Washington Neighborhood, leveraging over $12 million in private investment and over $13 million in other government investments. The Iowa Finance Authority has awarded $1 .2M for promotion of homeownership in the Washington Neighborhood since 2003. There are 50 new homeowners in the neighborhood; 29 properties were converted from rentals or were vacant buildings. Best practices. In addition to the efforts above, the City has engaged in several best practices. In 2014, Global Green provided a Sustainable Neighborhood Assessment. In 2015, the Central Avenue Corridor was the focus of Dubuque's participation in the inaugural City Managers' Design Academy. The City has engaged students at Iowa State University in fagade and streetscape projects in the Central Avenue Corridor. Partnerships. A key partnership between Community Housing Initiatives, Dubuque Bank & Trust and the City of Dubuque has committed $1 .8 to restore housing units in the Washington Neighborhood. Community Housing Initiatives has been working with 3 the City of Dubuque since 2006, and completed the redevelopment of the 36-Unit Washington Court apartments in 2009. CHI has made a long term commitment in the Washington Neighborhood, focusing on the rehabilitation of aging housing stock. This revitalization goes well beyond aesthetic improvements to the built environment. These investments in affordable and market-rate housing and other amenities have benefited existing residents of the Washington Neighborhood and attracted new residents. Many public, private and civic efforts have coalesced during recent years to address community needs and emphasized physical infrastructure with new developments, as noted above. The Washington Neighborhood Development Corporation currently is re- evaluating its role moving forward. Washington Neighbors, an informal neighborhood association, is active in many neighborhood improvement activities. Enclosure 4 0 I I • I • • • / I - • I I 1� ��• �, rte'•• �� WIN WCA �� .Q'• '� v ��`� �� , CSA� 7� ;.moi f�; �i1♦ ,�� '� �� 1, ��•�I� '�' ; nDor�r',;�►' : i . • and infill n000 efforts in area east of COV e7north of /811 St,and west IWhite St,south of 2 St, v of Elm St and the Five �- �► . �� Ij +�f► C�: �► NOAPoints commercial district IKE VV, V NORM R-1 VP 47 CFN Establish safe and attrac- tive �.,eiestrirx_cdixxecti#x 4 between Pack Site and the L L-10 ♦ ♦ �i •r j OR PP WS vide gateway feature long the 1611 St corridor to mark the entry into the Ik Provide focal point within Jackson Park to mark the western terminus of the St ♦ ��i corridor 1 • 1• I nce the .. the /6th St corridor create an attractivei pedestrian-oriented link Enhance connectivity to between CentralAve and l the Historic Millwork Dis- adqjcentPack Site E � mk�-kLtx�, n d kR,NO . t00 • . _'10 N tell mvi . • r • 0 • • . r . I w • • . • ! - - - . _ I• •I 1 • 1 1 '"1 1 • "1 • 1 I• •I 1 • 1 • • •" 1" 1 "1 •I • 1 1 "1 • 1 "1 • 1• 1 • _ 1 � • 11• • 1 1 • • I 1 11 "1 • • i • I • 1 1 1 1 1 • 1 1 1 1 1 1 1 • • . � • 1 � 1 _ 1 _ I• •I 1 • 1 • • "1 I • • • I 1 1 .1 1• 1 • • • 1 1 1 1 1 11 1 I 1 • "I 11 1 I • 1 I 1 I• • ' • I 11 • 11 1 1 1 • 1 1 • _ 11 1 1 1 "1 1 • " '• 1 "1 11 I 1 1 1111 • • 1 I I •• 1 1 . I 1 1 1 • I 1 1 1 .1 1• • 1 1 1 • 1 I• •1 1 • "1 I 1 1 1•" • • 1 THE CITY OF Dubuque DT TIR F �J L L 1111 enIa II 1IIIh' Masterpiece on the Mississippi 2009.2012.2013 TO: Michael C. Van Milligen, City Manager FROM: Kelly Larson, Human Rights Director DATE: October 15, 2015 RE: Community Partnerships The purpose of this memo is to provide an update regarding numerous community partnerships, and the connections between this work and community safety over the long term. Background Through extensive public engagement processes, we have established community-wide Sustainability Principles and a Comprehensive Plan that set forth goals for a sustainable and resilient community. The goals require ongoing work over an extensive period of time that will only be achieved through partnerships and collaboration. Each year, the City Council prioritizes efforts that need attention in the shorter term, based on community needs. For several years, the Council has prioritized various elements related to community safety, based in part on the work of the Safe Community Task Force. Some of the recommendations from the Task Force focused on enforcement, responding to criminal activity, and making physical infrastructure changes that can enhance safety. Actions related to those efforts are contained in other memos. The central focus on the Task Force, however, was on the side of prevention. Safe Community Task Force and prevention The Task Force emphasized two crucial aspects of prevention. First, they called out efforts to improve human relations as a Task Force priority, including the importance of increasing mutual understanding among diverse segments of the population, adopting educational initiatives to foster community solidarity and global citizenship, and using arts, cultural programs and other strategies to promote respect and understanding among residents. These items are the focus of the first discussion section below. Second, they made numerous recommendations focused on developing people and their potential, implementing appropriate measures to safeguard fair and equitable access to opportunities for all, and encouraging broad community support for initiatives supporting self-sufficiency. These items are the focus of the discuss section below, which also focuses on the intersections between many demographic characteristics, including race, ethnicity, and income levels. This is not to suggest that people who happen to be within any one of these groups are predisposed to commit crimes. Each of us makes our individual choices. At the same time, it is important to recognize that circumstances and environments can contribute to pushing people to a breaking point, particularly if people do not have fair access to opportunities to meet their basic needs for shelter, a job, or healthcare. Addressing these needs, removing barriers, and providing a strong starting point for our youth, are important steps in long term prevention. Usinq collective impact to get to outcomes Addressing prevention as outlined above requires multiple stakeholders working together because our social problems are complex and deeply embedded in our systems. John Kania and Mark Kramer have developed a framework called Collective Impact that is particularly helpful to thinking about how to tackle these problems. The concept behind collective impact is that organizations across government, business, philanthropy, and non-profits, along with community members, can make progress through collaboration. The model works when various partners come together and: • define a common goal, • develop shared measures that will be used to determine whether efforts are moving the group closer to the outcome being sought, • individually contribute what they do best through mutually reinforcing activities towards the goal, • consistently communicate with one another, and • identify a backbone organization who takes on the role of managing collaboration. Many of the efforts below are succeeding through an intentional collective impact approach. Outcomes to Date: Creating Inclusion and a Sense of Belonging Launched in 2013, Inclusive Dubuque is a local network of leaders from faith, labor, education, business, nonprofit, and government committed to a common cause: a community where all people feel respected, valued, and engaged. The network began informally in early 2012 with less than a dozen community organizations and businesses beginning a conversation about the need for a collaborative effort around inclusion and equity in Dubuque. Today, the network consists of 50 organizations and several individual community members. Partners gather monthly to share their perspectives on diversity, equity, and inclusion in Dubuque, to learn from one another, and to connect with each other on projects. The network also works to identify opportunities through data collection and dialogue, and to take action on those opportunities. As a network partner, the City has been involved in the numerous mutually reinforcing activities to foster a greater sense of belonging and to encourage mutual understanding. 2 The Multicultural Family Center strives to build unity out of diversity. The Center's primary goal is to be a location for, and a model of, multicultural learning in the Dubuque community. This past year: over 300 volunteers contributed time to the center over 1 ,000 community members attended Taste of the World, with 23 food booths, 12 cultural performances, and 10 culturally distinct children's arts and crafts activities 73% of Taste of the World participants surveyed had a meaningful conversation with someone from a different culture 25-40 people participated each month in Spice cultural cooking nights, where people share their culture, feature a favorite recipe and share dinner with one another. 75 community members of various faiths, ethnicities, races, and socioeconomic backgrounds gathered for a multicultural holiday celebration Artists celebrated culture through Hip Hop, Capoeira, Belly Dancing, Latin Dance and Rock Star Guitar. Culturally significant days celebrated with community members through the MFC include: • India Independence Day • Cinco de Mayo • Juneteenth • Marshallese Constitution Day The Human Rights Department offers a series of foundational educational sessions focused on developing intercultural communication and conflict skills. All City staff receive 10.5 hours as part of employee orientation, 5.5 hours are offered for Board and Commission members and the general public twice per year, and a 32 hour train-the- trainer workshop for people leading diversity and inclusion work is offered annually. People who complete a minimum of 32 hours become part of our local Intercultural Ambassador network. As of the end of 2014: 775 people have completed between 10.5 and 32 hours of workshops 132 people have attended shorter workshops 92 people are part of our Intercultural Ambassador group, and some of them have become involved as Inclusive Dubuque network partners and facilitators. Outcomes to Date: Self-Sufficiency and Equitable Access to Opportunities for All In addition to emphasizing the importance of understanding and mutually respectful relationships, the Safe Community Task Force placed an emphasis on youth development and family self-sufficiency, recommending strong community support for successful programs already underway. The Task Force also recognized the importance of insuring fair access to opportunities for all. 3 Insurinq fair and equitable access requires knowing where there are gaps and measuring progress towards reducing them — Equity Profile and My Brother's Keeper One of the first major projects undertaken by Inclusive Dubuque over the past year has been the development of an equity profile - an extensive process to discover how diverse groups are affected by various systems in our community that impact economic wellbeing, housing, education, health, safe neighborhoods, transportation, and arts & culture. To date: Quantitative data from multiple "big data" sources has been collected 60 community dialogues with 584 participants have been held 1 ,995 surveys have been completed 305 community members have signed up to stay connected Equity Profile snapshots related to the focus areas are available at www.inclusivedbq.org. Next steps include gathering community feedback to develop priorities and outline initiatives, as well as training on the use of Results Based Accountability and the Results Scorecard to assist us in tracking progress. A worksession on Inclusive Dubuque is scheduled for Monday, November 2. Another local network, which is connected to Inclusive Dubuque, is My Brother's Keeper. This network of local organizations is working to ensure that efforts to support youth are reaching those most at risk. In 2014, Mayor Buol accepted the national My Brother's Keeper Community Challenge. Recent research suggests that implementing cradle-to-college-to-career strategies to increase school attendance, improve academic performance, and raise high school completion and college enrollment rates are all crucial for young people to meet their potential, and young men of color and youth from low-income families continue to fall behind in many areas. The members of the local network are serving youth at various stages of development, from kindergarten through college. In addition to learning more about each other's programs, the group is currently focused on: • cross-referring family members who may be outside of the age group served by one program into a partner's program designed for that age group; • gathering and sharing data on program participation, disaggregated by gender, race/ethnicity, age/grade level, school attended, and, where possible, a proxy indicator of income (such as eligibility for free/reduced lunch or need based college aid) • developing shared measures for each of the three focus areas. For those working with youth on grade level reading, measures will be school attendance, reading scores, and parent engagement. Second, local government plays a role by internally examining our own policies, programs, services, and practices to determine whether the services we deliver are 4 being delivered effectively to all segments of the community and whether we are effectively recruiting and retaining a diverse workforce. In January of 2015, we established an Inclusive Dubuque Core Team within the City organization. Thus far, the team has: • met with each department and has identified ways in which the organization is already contributing toward the Inclusive Dubuque vision, and has also identified areas for improvement; • completed a draft of an equity toolkit based on a model from the Government Alliance on Race and Equity; • introduced the basic concepts behind the toolkit as part of staff training in August and September, focusing first on departments covered by the Voluntary Compliance Agreement; • developed a template for department level plans and begun implementation with the Police Department. A strong education gets youth off to a good start: Grade Level Reading, Re-Engage Dubuque, H.E.A.R.T. and Future Talk Outcomes A disturbing fact is that the inability to read by third grade has been used to predict the future prison population. Dubuque's Campaign for Grade Level Reading is focused on providing youth the support needed to read at grade level by focusing on reducing absenteeism and increasing reading scores. The efforts of partners engaged in the campaign have resulted in: 362 youth improving their reading scores when supported by AmeriCorps members who met with each child at least 30 times 522 students attending school 90% of the time or more when supported by AmeriCorps members who met with each child at least 30 times Chronic absence dropping from 7% to 2% at Fulton Elementary, with successful strategies shared with other schools 180 youth attending summer literacy programs with partners Dropping out of high school also does not bode well for future employment opportunities. Re-Engage Dubuque connects young people ages 16-21 who did not complete high school to alternative educational options and post-secondary education. Re-engagement coaches work with these young people to create personalized plans to continue their education. In the first 18 months of the program: coaches connected with nearly 190 dropouts, enrolling 180 of them in online courses, alternative and/or traditional high schools, and adult education programs, and 37% of the students completed the program. In the past 12 months: 5 coaches have re-engaged 98 students, 30% of whom were students of color and nearly all of whom are experiencing poverty. Supporting youth in developing work experience while completing school is similarly beneficial to future success. The Housing Education and Rehabilitation Training (HEART) program works with students who are not having success in a traditional classroom to work toward a high school diploma and a successful career through neighborhood revitalization projects. Up to 12 youth participate annually, most putting in over 500 service learning hours each year. Since 2003: youth participating in HEART have earned a 92% graduation rate Future Talk, a summer program through the Multicultural Family Center, supports youth ages 13-17 in learning a work ethic, a service ethic, and a land ethic while earning a stipend and potential course credit. To date, 100 youth have graduated from the program. In 2014, the youth: • invested 354 hours in community service • contributed 1 ,248 environmental work hours • profited from 854 educational hours Graduates also express a strong sense of community and responsibility: • "I now get so tired of watching people walk by garbage on the sidewalk in my neighborhood. We've got to take more pride in our community spaces and work with each other to support one another." • "I learned about respecting others. You need to respect others and then get respect and you need to respect the place around you." • "The service parts of the program taught me responsibility and how I'm a small and important piece of the people and the places surrounding me." Engaging and supporting youth during out-of-school time builds potential The City's Leisure Services Department offers youth and families a variety of free after school programs, neighborhood programs, summer playground sites, and open gyms. Additional programs are available at a reduced rate qualifying families with low incomes. During the last two years, free summer playground programs have been modified to infuse learning opportunities around science, technology, engineering, arts, and math. This past summer: 982 youth aged 7-13 participated in free summer playground programs, and 631 of participants live in lower income neighborhoods. 6 29 racially, ethnically, and socio-economically diverse students from 11 public and private schools participated in one or more youth summer camps at the Multicultural Family Center. The Dubuque Dream Center, a new faith-based non-profit, offers a unique community building model as part of its effort to support neighborhood youth. Built on the concept of"In Your Life Mentoring," the Dream Center: • engages community mentors, 75% of whom are school teachers and parents or community members who live in the neighborhood served • develops individualized academic development plans for youth • offers out of school time programming, including sports and education opportunities. Community support in overcoming barriers increases self-sufficiency: Circles & Family Self-Sufficiency Outcomes The Circles Initiative is a community partnership that matches one low income family and two to three volunteer allies to form team of support. Since 2010: 30 matches have been made 19 are currently active and working on their goals 90% have obtained or maintained employment 27% have enrolled in higher education 7% have obtained a degree The Circles Initiative is heavily supported by community volunteers: 3,312 volunteer hours were contributed last year 1 ,648 hours have been contributed so far this year The Initiative also is connected to educational efforts aimed at people experiencing poverty (Getting Ahead) and people working with and serving those experiencing poverty (Bridges out of Poverty). So far: 121 people have graduated from Getting Ahead 1 ,591 community members have attended Bridges Out of Poverty workshops The Housing and Community Development Department operates a family self- sufficiency program for Housing Choice Voucher recipients. From FY2012 through the current date: 31 participants have graduated from the program, participants have increased their earned income an average of 651% during their time in the program, 4 participants have purchased homes, 7 6 participants who completed contracts so far in FY16 have graduated with a total escrow payout of$28,681 . Providing people skills for available mobs increases self-sufficiency: Opportunity Dubuque Outcomes Opportunity Dubuque is a training/employment partnership developed in 2012 to respond to the needs of employers and workers in the Dubuque region by providing the necessary skills for today's jobs in advanced manufacturing, information technology, healthcare, and logistics. To date: 359 people have been accepted into the program 311 people (92%) have graduated 96% of 235 contacted graduates are employed or continuing their education Access to transportation increases self-sufficiency: Transit Outcomes To be self-sufficient, people need to be able to get to work and public transportation is the only option for some. One of the comprehensive plan goals established in 2012 was to consider creating a loop system that comes to specific transfer points to encourage shorter routes, to improve routes for efficiency and cost-effectiveness, and to make sure transportation goes to neighborhoods where the need is. In January 2014, the Jule underwent a system redesign, resulting in dramatic increases in ridership, shortened ride times, increased coverage, and extended hours. Many trip times were reduced by more than half. Overall, the system redesign resulted in a 46.9% increase in ridership since 2010. FY2010 FY2011 FY2012* I FY2013 FY2014 FY2015 Ridership 1373,376 397,584 440,252 1444,991 1478,370 1548,794 *Free rides were provided to regular users for participating in the Smarter Travel Study The nonstop Express Route is particularly popular and useful for those using transit to get to work. FV 2015 Rides by Route 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 s �yZV ryQc�F.o` aR ac m` 3c`¢ co 8 Conclusion While much has been accomplished over the past several years, the equity profile results indicate that there remains much work to be done. The strength of the networks that have been established and the hard work and commitment of partners, however, make the challenges facing our community manageable. The opportunities in terms of community resilience and human potential are immense. This memo is being provided for your information. No action is requested. cc: Laura Carstens Marie Ware Anderson Sainci Andre Lessears Alvin Nash Cori Burbach Susan Henricks Mary Rose Corrigan Maurice Jones Candace Eudaley 9 Dubuque Carnegie-Stout;II-AmercaCi UMQTE IIIIi UBLIC LIBRARY Masterpiece on the Mississippi 2007.2012.2013 C' c,� Duf f��sstr7c�fc>°s.� Carnegie-Stout Public Library 360 West 11th Street Dubuque,Iowa 52001-4697 (563)589-4225 office (563)589-4217 www.dubuque.lib.ia.us To: Mike Van Milligen, City Manager From: Susan Henricks, Library Director Re: Enhanced Neighborhood Support Date: October 2, 2015 Introduction The Carnegie-Stout Public Library has supported literacy since its doors opened in October, 1902. When public libraries were first founded literacy was a critical component to the efforts of democracy and the goal of libraries was to develop a strong and engaged citizenry. While the library maintains an emphasis on literacy, it has evolved to meet a much broader definition as citizens prepare for and participate in what is becoming a global workforce. However, without the most important and fundamental definition of literacy—reading—citizens will not be prepared to advance. Literacy and Life Success "Reading correlates with almost every measurement of positive personal and social behavior surveyed. ... Poor reading skills correlated heavily with lack of employment, lower wages, and fewer opportunities for advancement." ' Seventy-five percent of state inmates (over age 16) did not complete high school or can be classified as low literate— below third grade level.2 Study after study support the findings of these two highlighted sources. We believe that it is crucial to get children hooked on reading from infancy and that reading will have a profoundly positive impact on their life success as well as benefit the entire community. How the Library Contributes 1 National Endowment for the Arts. (2007) To Read or Not to Read:A Question of National Consequence. Washington, D.C. 2 Gardner, Susanne. (2014)Working toward literacy in correctional educations ESL.Journal of Research and Practice for Adult Literacy, Secondary, and Basic Education (3)1. Many of our services are well known - we have an abundance of information and resources for all community members or all ages. We are invaluable to those who do not have the economic means to achieve equal access to resources that will enhance their lives. People come here to learn how to use computers. We help people fill out job applications and write resumes. We help people use our online databases to take practice tests on everything from obtaining a license to practice real estate to cosmetology and from ACT preparation to studying for US citizenship. However, looking at the big picture, the Library developed a new strategic plan-2015- 2020 and this included an updated mission statement. "The mission of Carnegie-Stout Public Library is to improve the quality of life by providing resources for individual enjoyment, enlightenment, and knowledge and that enhance the literacy of youth." The Library wants children to get hooked on reading from infancy. The American Academy of Pediatrics issued a policy statement in 2014 that promotes reading aloud to children daily, beginning in infancy. Children who are read to from an early age tend to have higher scores on language measures in school (Payne, 1994). Once children start school, difficulty with reading contributes to school failure, which can increase the risk of absenteeism, leaving school, juvenile delinquency, substance abuse, and teenage pregnancy. Only 48% of children are read to daily (Perez, 2007). Many children enter school with a listening vocabulary of 3,000 words, while the more advantaged children start school with a vocabulary of 20,000 words (Risley, 1995). Children starting out with low literacy skills are more likely to remain poor readers and ultimately fail in school. Reading aloud is not only one of the best activities to stimulate language and cognitive skills; it also builds motivation, curiosity, and memory (RRO, 2012). This research prompted the "Books for Babies" program, which is now in its third year. Mothers of every newborn in Mercy and Unity Point Finley receives a kit with a board book for the baby, tips on how to read to a child, importance of reading, suggested titles, a list of library programs for babies and a "baby's first library card." Other activities the library is involved in in support of youth literacy include: • An early chapter-book reading club is held at the Boy's & Girl's Club • Six reading programs for infants through five years of age are held weekly • We have two in-library book discussion groups - one for Tweens and one for Teens • Summer Reading Program with an average of 2,500 children signing up annually • We are a partner with the Dubuque Community School District that includes Jefferson, Washington, and Roosevelt middle schools for after school programming through LEAP. 2 In support of the Library's strategic plan three goals were created to "Create & Grow Young Readers," which are: 1 . Children from birth to age five will have programs and services designed to increase readiness to read, write, and listen when they start school. 2. Children ages six through eleven will have programs and services designed to enhance their reading skills and have reading take root to become a lifelong habit. 3. Teens will have access to current technology to increase their creativity, critical thinking, and information literacy skills. Third-Grade Level Reading Initiative One objective to support these goals is the Library's work with the 3rd grade-level reading initiative. The activities that we have accomplished and continue to work on with the 3rd grade level reading are: • Attendance at all meetings of the community partners • Creation and publication of our own "Fingerplay" book to give to families • Facebook posts focused on early literacy tips • Program - "Passport to Reading" that involved the third-grade classes of four elementary schools designated as "in need of assistance" - individual classes were bussed to the library for a personal visit. While half were in a reading activity the other half learned about the materials available in the library and met with children's librarians. (FY 15) • Program - "1 ,000 Books Before Kindergarten" - for each 100 books that parents read to children, or children read there is a reward or incentive, with the goal of hitting 1 ,000 books by the time the children enter Kindergarten. The program is can start as early as birth. (FY16) • A beginning chapter book club is held at the Multicultural Family Center • A brochure was created that is a quick guide for parents to select the best apps for their child based on age - pre-school, elementary school age, and teens. The apps recommended are in support of literacy. • A custom computer - "Early Literacy" computer is in the Children's Department and is focused on preschoolers through the second grade. It is preloaded with programs to support early literacy as well as math concepts. (no Internet access) • An early literacy tablet was introduced for families; much like the Early Literacy Computer but with greater portability. • Summer Reading Program was expanded to include teachers to work with children. • Library enrolled in "Score Card" and enters data regularly • STEM programs have increased taking literacy to expanded areas of curriculum • Support of the Summer Reading Academy and outreach with Leisure Services and St. Mark's 3 Bridge to Reading - a statewide program that is an award for the best picture book in our town. Ten nominated titles each year are given to pre-schools and all identified day-care centers. The books are read to children who then vote on their favorite. (This started as the Dubuque Picture Book Award, but it has been adopted as a statewide program and it continues to grow each year.) All of these programs and those that will support early literacy in the future are investments in the future. We can track outputs but it may be many years before outcomes are realized; meanwhile, the commitment remains. The programs/projects mentioned above, with the exception of staff time and the cost to participate in the Score Card, have been made possible through grants and gifts from private donors. Ideas for Future Projects I would like to launch a "Changing Lives Through Literature" (CLTL) program at the Library. CLTL is based on the idea that literature has the power to transform and is an alternative sentencing program. I would like to begin one for youth. It's basically a book discussion group (with a court officer present) for teens who would read and discuss novels, short stories, or poetry that illustrate themes of friendship, values, choices, and consequences. When Fairfax County, VA started it 90% of the 107 teens that participated had no new charges (compared to 72% otherwise). They found a 10-week program cost them $330 per participant, but that 10-weeks in jail cost $5,000. The program naturally creates self-reflection — it is very powerful. It began in Massachusetts in 1991 . Since then over 5,000 men, women, and youth have graduated from CLTL. Fairfax County Public Library received an ICMA grant to launch their program. I have not tried to get this program funded through ICMA. I have talked to the man in charge of Youth Corrections at the Court House and he was on board with the idea but that has been about four years now and I was not able to identify funding. For more information about this project see http://cltl.umassd.edu/home-html.cfm A second idea that needs more research and thought has to do with workshops/classes for parents that emphasize the importance of reading to children. Some parents lack the confidence to read to their children and do not understand the role that reading will play in launching their children to a successful future. Please contact me if you have any questions. 4 5 THECl'IY OF Dubuque bAd DUB E Masterpiece on the Mississippi TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Enhanced Neighborhood Support DATE: October 1, 2015 Based on recent acts of violence, you had asked for a status report on current community efforts to invest in people and neighborhoods to have a high quality of life and preserve the ability of citizens to feel and be safe. Departments have provided updates on their activities and the activities of some of our partners. These have been summarized in four sections by Planning Services Manager Laura Carstens. Also included are some immediate steps that can be taken, like additional streetlights and security cameras at a cost in excess of $500,000 installed in the current fiscal year. A more in depth discussion on the efforts underway will be conducted at an October 19 City Council Work Session. Like many cities across Iowa and the U.S., Dubuque is experiencing events that impact public safety and quality of life. This report will discuss City staff recommendations for Enhanced Neighborhood Support in four parts: 1) Overview, 2) Short-Term Actions, 3) Neighborhood-based City Initiatives, and 4) Community Partnerships. The compilation of our recommendations is a community-wide approach for Enhanced Neighborhood Support, a long-term strategy that focuses on neighborhood investment and support. This is not a new plan, but a continuation and an enhancement of what the City and our partners have been doing and will continue to do. It is grounded in the Public Safety Element of the City's Comprehensive Plan. It is built on people, planning, partnerships, and performance. Enhanced Neighborhood Support is a special effort by the City of Dubuque to address common neighborhood problems such as crime, nuisances, and problem properties with the overall goal of improving neighborhood resiliency. Enhanced Neighborhood Support is a campaign by the City of Dubuque working with partners in the private sector, neighborhood organizations, not-for-profits, and social and human service organizations to build a stronger and more resilient Dubuque. Enhanced Neighborhood Support is a community wide effort. The timing of the performance on that plan is heavily influenced by the availability of funding. The City has a Downtown Urban Renewal District that provides funding within the boundaries of that district to carry out certain activities. The City is a Community Development Block Grant (CDBG) entitlement city, meaning that Dubuque receives an annual allocation of Federal CDBG funds. They can only be spent within the parameters defined by the U.S. Department of Housing and Urban Development. One of the parameters is the funds are allowed to be spent within CDBG target areas identified by concentrations of low- and moderate-income areas. All grants the City receives have limitations on how they are spent, and some even have geographic restrictions. For instance, the State Sales Tax Increment Grant is restricted to being spent in the Bee Branch Watershed. The City has other sources of funding that are not restricted to certain geographic areas and those funds, as available, will be used to further these plans within and outside the Downtown Urban Renewal District and the CDBG target areas. One in particular, revenues from Housing Tax Incrementing Financing Districts, are available to be spent anywhere in the City to help with affordable housing needs. Funding sources greatly influence how quickly the City can implement certain strategies in what areas. The City has identified $527,000 in Tax Incrementing Financing funding available in the Downtown Urban Renewal District for capital expenses like security cameras and some streetlighting, though most streetlighting is not a capital expense because it usually is installed by Alliant and the City pays a monthly fee out of the operating, not capital budget. The City has also identified $100,000 in available Community Development Block Grant funds available for capital projects in the CDBG target areas. There is some overlap between the Downtown Urban Renewal District and the CDBG target areas, but some of the CDBG target areas are outside of the Downtown Urban Renewal District. The City has also created a Housing Tax Increment Financing District in the Timber Hyrst subdivision and is considering additional housing TIF districts. These create incentives for residential development to occur within the Dubuque City limits and by state law, at least 38.1 % of the money generated must be spent throughout the community to create affordable housing. One of the ways to use these funds is the City program to purchase and rehabilitate dilapidated rental property and other vacant and abandoned buildings to create affordable homeownership opportunities and to help stabilize neighborhoods. The City can also create incentives for private developers and partner with other organizations to help stabilize neighborhoods. Road Use Tax funds can be used to pay the Alliant Energy monthly electrical charge for streetlights and the City general fund can be used with the most flexibility throughout the community. The City also has incentive tools available to help developers doing private projects through TIF rebates and property tax abatement. 2 The City has received a petition stating, "This is a petition to get more and better lighting on the block of 16th (and) Iowa and all along West 17th Street." This recommendation is responsive to that request. City Engineer Gus Psihoyos is recommending a modification to the City's current streetlight policy stating that a streetlight be placed every 600 feet. The new policy would be every 300 feet, when practical. The recommendation is to begin immediate implementation in the Downtown Urban Renewal District and CDBG target areas. This would include installation of 320 new LED lights and the conversion of 45 existing lights to LED. These LED lights are a brighter whiter light. City Engineer Gus Psihoyos is also recommending the addition of 93 security cameras in this fiscal year and to continue the installation over time in future budget years. These have proven to be a great tool for the Police Department. These security cameras will be deployed in the Greater Downtown Urban Renewal District, because that is where funding is available. I concur with the recommendation and respectfully request Mayor and City Council approval. l 4(. Mic ael C. Van MilligenW+f' MCVM:jh Attachment cc: Barry Lindahl, City Attorney Crenna Brumwell, Assistant City Attorney Maureen Quann, Assistant City Attorney Cindy Steinhauser, Assistant City Manager Teri Goodmann, Assistant City Manager Laura Carstens, Planning Services Manager Gus Psihoyos, City Engineer 3 Part 1 : Overview -- Enhanced Neighborhood Support Like many cities across Iowa and the U.S., Dubuque is experiencing events that impact public safety and quality of life. This report will discuss City staff recommendations for Enhanced Neighborhood Support in four parts: 1) Overview, 2) Short-Term Actions, 3) Neighborhood-based City Initiatives; and 4) Community Partnerships. The compilation of our recommendations is a community-wide approach for Enhanced Neighborhood Support, a long-term strategy that focuses on neighborhood investment and support. This is not a new plan, but a continuation and an enhancement of what the City and our partners have been doing and will continue to do. It is grounded in the Public Safety Element of the City's Comprehensive Plan. It is built on people, planning, partnerships, and performance. Enhanced Neighborhood Support is a special effort by the City of Dubuque to address common neighborhood problems such as crime, nuisances, and problem properties with the overall goal of improving neighborhood resiliency. Enhanced Neighborhood Support is a campaign by the City of Dubuque working with partners in the private sector, neighborhood organizations, not-for-profits, and social and human service organizations to build a stronger and more resilient Dubuque. Enhanced Neighborhood Support is a community wide effort. PUBLIC SAFETY STRATEGIC PLAN The Public Safety Policy Statement in the 2012 Comprehensive Plan provides the context for an overall enhanced community-wide public safety strategic plan. The framework for this plan is provided here, starting with the existing goals under the Public Safety Element in the Comprehensive Plan and developing specific strategies, action steps, and budget recommendations relative to our enhanced efforts. Public Safety Goals highlighted below have the most relevance to the long-term strategy. Public Safety Goals must address acceptable and appropriate levels of risk and response. As the city grows and equipment and facilities age, the need for quality public safety services continues and may increase. In addition to fire, police, emergency communications, and emergency medical services, public safety has a broad definition that includes water, sewer, public health, facility design and maintenance, and inspection services for zoning, housing, building, engineering, health and environmental codes and regulations. Current and potential residents and businesses are attracted to the community in part because they wish to have a sense of security about their lives, families and properties. Public safety efforts should seek to reduce the amount and effect of external harm to individuals and damage to property, as well as to promote an atmosphere of personal security from external events. Goal 1. To ensure the fair, equitable and uniform enforcement of rules, 1 Part 1 : Overview -- Enhanced Neighborhood Support regulations and laws. Goal 2. To maintain appropriate readiness response capabilities in all areas of public safety. Goal 3. To prevent, control and investigate volatile, at risk situations, and criminal behavior. Goal 4. To create a safe community environment through increased awareness and education in order to eliminate violent crime, gang activity, drug use, juvenile crime, and domestic violence. Goal 5. To prevent, control, suppress and investigate fires, affect rescue, mitigate hazardous material incidents, limit collateral damage, and manage emergencies. Goal 6. To prevent or minimize the impacts of natural or man-made disasters. Goal 7. To provide emergency first responder and advanced life support medical care to the community. Goal 8. To provide review and inspection services that regulate the safe and sanitary construction and maintenance of buildings and structures. Goal 9. To educate the community in all areas of public safety. The Public Safety Policy Statement in the City's 2012 Comprehensive Plan provides the context for our recommendations for Enhanced Neighborhood Support. Key to the success of these activities will be measuring their impact and outcomes. Goals and areas of focus will determine Key Performance Indicators, which are measurable and can be presented in a dashboard format for the community, City staff, partner organizations and the City Council to periodically review. As this dashboard format is developed and the strategic plan implemented, best practices and past successes and failures will be evaluated in order to determine ongoing action steps. COMMUNITY FOCUS The overall focus area of our recommendations for Enhanced Neighborhood Support moving forward is the City limits -- because Enhanced Neighborhood Support should be a citywide effort and requires a community-wide commitment to be successful and sustainable. We recommend two initial investment subareas that have high concentrations of employment centers, residential neighborhoods, and anchor 2 Part 1 : Overview -- Enhanced Neighborhood Support institutions for partnerships and service access where we can leverage existing funding opportunities. Enclosed are city maps with the 2 subareas and other attributes. Greater Downtown Urban Renewal District: Initial investment is recommended because the subarea has been designated by the City Council to reverse conditions of slum and blight, to foster economic development, and to stimulate neighborhood reinvestment. The district has approximately $529,000 available to invest in the installation of security cameras as well as enhanced street and alley lighting. Community Development Block Grant (CDBG) Target Areas: Initial investment is recommended in these subareas where over 50% of households are below 80% of area median income, including on the west and south sides. The CBDG program has approximately $176,000 for installation of enhanced street lighting in residential areas. CDBG funds would be invested outside the Greater Downtown Urban Renewal District. SHORT-TERM ACTIONS The report will focus on these Short-Term Actions with funding opportunities: 1 . Feedback and activities of neighborhood residents, including future of Neighbor 2 Neighbor Initiative 2. Enhanced Police presence and Community Oriented Policing activities 3. Additional Security Cameras and Code Blue Phones 4. Enhanced street and alley lighting, augmented by: • Tree trimming — public and private trees • Private lighting shining on public areas 5. Negotiated acquisition of challenged properties 6. Renovation/rehabilitation of residential properties 7. Communications • See something, say something • Measurements • Identify different audiences LONG-TERM INITIATIVES The report will describe a broad spectrum of neighborhood-based City initiatives and community partnerships to improve public safety, equity, and quality of life in our city. Neighborhood-based City Initiatives 1 . Quality of Life Enforcement 2. Nuisance Ordinance Enforcement 3. Zoning Issues 3 Part 1 : Overview -- Enhanced Neighborhood Support 4. Landlord and Tenant Accountability 5. Property Maintenance Code 6. Acquiring abandoned properties 7. Commercial building renovations and increased commercial and residential occupancy 8. Results of municipal infractions in court/ways to support City Attorney's Office 9. Resiliency grant impact on these neighborhoods 10. Bee Branch status (permeable alleys, enhanced lighting, security cameras) 11 . Effectiveness of Washington Neighborhood Strategy 12.Voluntary Compliance Agreement — affirmatively furthering fair housing 13.Monitor potential for disparate impact Community Partnerships 1 . Inclusive Dubuque • My Brother's Keeper • More diverse city employee base • Department efforts to create mutually reinforcing activities • Equity profiles • Access to services 2. Equitable Support for Residents • Circles • Family Self-Sufficiency • DREAMS Center • Jobs programs/Opportunity Dubuque • Campaign for Grade Level Reading • HEART program • Reengagement Center • Before/after school programs • Transportation • Neighborhood recreation opportunities • Park maintenance renovation • Neighborhood beautification • Crescent Community Health Center • Multicultural Family Center • Carnegie-Stout Public Library 3. Crime Stoppers or other way to solicit citizen crime information • Dispatch non-emergency number, Signage, City website 4 ♦ r I a i Community Development Block Grant Areas THE CFIY of Du�buy�u¢ Greater Downtown Urban Renewal District D Dubuque City Limits U$ E IIIII� • . Masterpiece on the Mississippi je, v 1 l Suppor ' Ag P OgEVE<T ST r s` 5s KENNEDY o , 32��S 61/151 �uRv K AVS a vet 1 SYLVAN A�� 101.E J 1 DODGE ST" N Y2 y'l' W AVE _ y I 1A N� S� 0y yy\ ti Adoption , Education services , Mental Health Christian Preschool/Head Start Greater Downtown Urban Renewal District Aging&seniorservices Employment services physicians Islam Elementary K Parks Arts Anancia!Assistance support Groups Jewish Middle School Dubuque City Limits Camps , Healthcare Transportation serves Child protective services Housing Wtemns services Eastern Orthodox High School - crisis Legal services , Wlunteer opportunities Other College Disabilities , Maternityservices , Youth Mentoring I Other NORTH ' CDBG Elig ible Districts s H:\Projects\Enhanced Neighborhoods\SupportingAgencies.mxd • 10/1/2015 I I AL , R � r _ 1P I ` I I I II \ r 1 ` Community Development Block Grant Dubuque City Limits '.. ting Land Use ingle Family Multi-Family Mixed Residential Institutional ffice ommercial Mixed Use Light Industrial Heavy Industrial arks ublic Open Space rHucrtv oa Du�buq�ue Agriculture �T T I IIII' Vacant E Masterpiece on the Mississippi ,� �l1Yl:lPlr.�� 11j �!J_.Vjj!1J fir i • • • • ir 1girl rrari I ' ° o � u i e 1 0 0 1 V � V OCommunity Development Block Grant Areas 0 Mixed Use Neighborhood(C 2A) Dubuque City Limits 0 General Commercial(C-3) Zoning 0 Downtown Commercial(C-4) 01 0 SingleFamily Residential(R-1) -Central Business District(C-5) 0 TwoFamily Residential(R-2) 0 Commercial Recreation(CR) 0 Alternate TwoFamily Residential UR2A) 0 Commercial Service&Wholesale(CS) 0 Mod.Density MultiFamily Residential_(R-3) Planned Commercial(PC) 0 MultiFamily Residential(R-4) 0 Light Industrial(LI) 0 Planned Residential(PR) 0 Heavy Industrial(HI) -Office Commercial(OC) 0 Modified Heavy Industrial(MHI) 0 Office Residential(OR) 0 Planned Industrial(PI) O Office Service(OS) E: Institutional(ID) TI- ITYOP _ I)u buque 1J Planned Office(PO) 0 Public Open Space(POS) DUB B E 1 I I r 0 Neighborhood Commercial(C-1) GAgricultural(AG) lJ I I 0 Neighborhood Shopping Center(C-2) QAgricultural with a Rural Residential Overlay District �]' Masterpiece on the Mississippi 1. 1: Part 2: Short-Term Actions - Enhanced Neighborhood Support Following is a status report and/or description of the Short-Term Actions. Additional materials in the form of staff memos, various maps of relevant data, and other supporting documentation are enclosed as well. 1. Feedback and activities of neighborhood residents, including future of Neighbor to Neighbor Initiative Neighbor 2 Neighbor (N2N) is a resident-driven City-supported program, aimed at promoting interaction, collaboration and strong relationships among neighbors in an effort to make our neighborhoods healthier, safer, and friendlier. It was developed by a team of City staff in response to neighborhood concerns, recommendations from the Safe Community Task Force, as well as City Council Goals and Priorities around safety and neighborhood engagement. The City currently has a pilot program. The enclosed memo from the Neighbor 2 Neighbor Team provides more information on the initiative and its proposed expansion. A Neighbor 2 Neighbor map also is enclosed. 2. Enhanced Police presence and Community Oriented Policing activities The enclosed memo from Police Chief Mark Dalsing briefly discusses the Police Department's response to a recent homicide as well as extra actions since an increase in firearms incidents in 2014 and 2015. A map of shots fired is enclosed. A more flexible response was utilized where areas with the most recent incidents were targeted for extra staffing, with adjustments made as other hot spots were identified. Throughout much of the summer Patrol officers often were able to partner with other officers to cover any hot spots. The memo describes the officer expansion plan, additional territory, and public service announcement (PSA) information. The memo also describes the Community Oriented Policing (COP) Division, in place since 1995. Community Policing calls for a more detailed examination of underlying issues and seeks more long-term solutions through engaging neighbors and systems partners. Since its inception numerous Police officers have taken a tour of duty through the COP Division. More than half of the department's supervisor staff and nearly two- thirds of the command staff have been COP officers. 3. Additional Security Cameras and Code Blue Phones Security Cameras The City currently has numerous traffic cameras controlling intersections that have traffic signals and these are frequently used by the Police Department to determine 1 Part 2: Short-Term Actions - Enhanced Neighborhood Support what occurred during traffic accidents and to solve crimes. The City also has numerous security cameras at places like the City parking ramps, the Port of Dubuque, Comisky Park and new restrooms at 5th and Bluff. The Safe Community Task Force recommended the use of security cameras. The Police Department has been able to make several good criminal cases and arrests with the use of the City's traffic and surveillance camera system as well as social media. Many of the components needed to connect our traffic signals together over fiber optic lines for coordination and remote management are the same components needed for security cameras. The traffic signal fiber optic network currently has 375 cameras that feed back to the Traffic Operations Center (TOC) located in City Hall. There are a number of locations where we can take advantage of this existing infrastructure. The enclosed memo from City Engineer Gus Psihoyos provides details about additional locations for security cameras and a series of aerial photos depicting the additional locations described in his memo. Also enclosed are a map of existing security cameras. Code Blue Phones Over 60 emergency blue light phones manufactured by Code Blue are located in 7 parking ramps and lots, along the river walk and at outside locations in the Millwork District and the Port of Dubuque. The call boxes provide a "one button" push for help with intercom communication to 911 services. Many of the call boxes are located adjacent to surveillance cameras. High intensity, energy efficient lights provide visibility for the phones both day and night. 4. Enhanced street and alley lighting, augmented by. a. Tree trimming— public and private trees b. Private lighting shining on public areas Street Lighting The City's policy on street lighting is to provide lighting at all public street intersections and to provide mid-block lights on public streets where block length exceeds 600 feet in length or other street safety issues, such as a curve in the roadway. Lighting is considered for those areas where it will contribute substantially to the efficiency, safety and comfort of vehicular or pedestrian movements. Many factors such as traffic volumes, accident rates, speed, and roadway geometrics are important in determining the need for installation of additional lighting. With the recent requests, inquiries for increased street lighting and reports the Engineering Department is considering a City wide standard at 300 foot maximum for street light interval. Engineering staff used this criteria when looking at the eligible areas 2 Part 2: Short-Term Actions - Enhanced Neighborhood Support for use of the Greater Downtown Urban Renewal District and CDBG funding to enhance lighting. Both funding sources are restricted to infrastructure such as lights, poles, conduit, fiber and cameras, and cannot be used for operating costs. The number of poles and lights can be installed in several scenarios with varying costs. The areas requested for additional and enhanced lighting with a proposed new City 300 foot maximum interval would be analyzed with the Interstate Power & Light Company electric tariff which shows rates for various pole rentals per month charges, lamp and fixture sizes and charges per month and customer-owned facilities. For both CDBG areas and Greater Downtown Urban Renewal District, there are potentially 299 80 Watt LED lights that could be added to the City's system on existing Alliant Energy poles over approximately 4-5 months. There may be 3-4% of the locations that lights would not be able to be installed due to conflicts with clearances from primary and secondary power lines or other utilities that may already be on the poles. In those cases a replacement location may be determined in the field. However, it must be noted that the two sources of funding do not cover the annual operational costs, of$31 ,251 if all of these 299 lights were added to the operational costs annually. Engineering staff has also identified 162 areas where lights would be required to meet the 300 foot interval standard. Future Capital Improvement Projects over the next five years need to include the City purchase of 162 poles, lamps and fixtures with the meter charge and electrical supply from Alliant Energy. The cost for the additional 162 lights would vary greatly depending on the selected method for installation and such variables such as vicinity of electrical service in the area, City vs Alliant installation, etc. would all have to be individually evaluated before a recommendation would be provided. The enclosed memo from City Engineer Gus Psihoyos provides details about the street lighting recommendations. The enclosed map shows locations of existing street lights that have been entered into the City's geographic information system (GIS). Tree Trimming In late September, 2015, Parks Division staff met with Police COP Officers at Orange Park. Their common goal was to understand areas of concern where trees were causing issues with the available street lighting. The officers identified specific trees or areas where tree trimming would have a positive effect. Additionally, the Engineering Department provided snapshots from surveillance cameras where tree trimming would assist in the camera coverage. The Parks Division then created priority tree trimming areas where efforts would start and radiate from. 3 Part 2: Short-Term Actions - Enhanced Neighborhood Support Through September 28, 2015, 41 trees were trimmed using best management practices and 4 trees were removed. The trees removed were declining, had been pruned heavily from the power lines that were above causing issues with the tree health, and/or were on the removal list due to Emerald Ash Borer. The Parks Division will be checking back with both Engineering and Police on effectiveness of tree trimming and continuing to cover more areas in the Washington Neighborhood. Private lighting As part of the Washington Neighborhood Revitalization Strategy, the City established a Yard Lighting Initiative. This program provides a match to private property owners in a targeted area who install either front yard lighting or rear yard lighting that improves lighting levels on sidewalks and alleys. The enclosed memo from Assistant City Manager Cindy Steinhauser provides more information as well as recommendations. 5. Negotiated acquisition of challenged properties Housing and Community Development Director Alvin Nash has provided a comprehensive overview of his department's role in providing Enhanced Neighborhood Support in the enclosed memo. In particular, the Department's C.H.A.N.G.E. (Comprehensive Housing Activities for Neighborhood Growth & Enrichment) program will be utilized to purchase, rehab and sell 50 vacant homes over the next five years using Tax Increment Financing (TIF) of about $4.3 million. So far, 34 marginal properties are identified for acquisition. To date, we have acquired 7 properties and 6 are in progress. Planned developments under the C.H.A.N.G.E. Program also include: • Development of senior housing • Workforce rental housing • Single family rental property development • Court Petition of properties In the enclosed memo, Assistant City Attorney Crenna Brumwell describes the process to petition for title to abandoned property under the framework outlined in the enclosed statute. Ideally, when a petition is filed the property owner(s) will remedy the violations/issues and the City will not end up with the property. However, when they fail to act the City will take title. To date the City has taken title to 4 properties. The City has been awarded 3 additional properties, but the cases are not final yet. Petitions have been filed and the cases are pending for 6 properties on Bluff Street. The properties are listed in her enclosed memo. Properties are always under review to determine if the property is a good candidate for 4 Part 2: Short-Term Actions - Enhanced Neighborhood Support this process. The City initiates reviews and will also take referrals from community members. The enclosed map shows the status and location of petition properties. 6. Renovation/rehabilitation of residential properties In his enclosed memo, Housing and Community Development Director Alvin Nash describes the Department's partnerships and lists successful housing rehabilitation projects. For example, Community Housing Initiative (CHI) and the City have partnered in the Washington Neighborhood on a $1 .3 million project to acquire at least 20 residential units, rehabilitate them and re-sell them to homebuyers over a three-year period. CHI has currently acquired 14 properties; 7 have been rehabilitated and sold. A map of federally-funded housing rehabilitation projects since 2010 is enclosed. 7. Communications • See something, say something • Measurements • Identify different audiences Goal #9 under the Comprehensive Plan's Public Safety Goals is, "to educate the community in all areas of public safety." The Public Information Office will work with other City departments and divisions working on activities and initiatives related to public safety and enhanced neighborhood support to better inform residents and stakeholders about these new and ongoing activities. Communication efforts will focus on explaining what the City has been doing to support neighborhoods and public safety, what the City plans to do in the future to support neighborhoods and public safety, and what residents and stakeholders can do to support neighborhoods and public safety in their community. The goal of these communications is to address concerns of residents related to incidents of violence and criminal activity and other quality of life concerns. Related objectives include: • Increase awareness of City initiatives, programs, and services to prevent crime and address safety concerns and associated outcomes; • Increase understanding of the City's comprehensive approach to public safety, as outlined as one of the 14 key elements of the City's Comprehensive Plan; • Provide accurate and timely information and data related to criminal activity in the community; and • Encourage residents and stakeholders to be engaged in their neighborhoods and community. 5 Part 2: Short-Term Actions - Enhanced Neighborhood Support Strategies and tactics to achieve the goal and objectives will evolve as individual programs and initiatives are finalized and additional information becomes available. Some efforts are already underway: • Radio Dubuque contacted Police Chief Mark Dalsing in mid-September and expressed interest in producing and airing a series of public service announcements (PSAs) encouraging residents to notify authorities when they witness crimes or suspicious activity. Dalsing, Public Information Officer Randy Gehl, Police Lieutenant Scott Baxter, and other Police Department staff drafted a series of PSA messages that can be read by various community leaders and local law enforcement officials to be finalized and recorded by Radio Dubuque and aired on their stations. The messages have a variety of themes: report suspicious and criminal activity, tips to prevent crime, using the City's new smartphone app (MyDBQ) to submit crime tips or report issues, know your neighbors, leaving porch and yard lights on at night, teaching children safe habits, etc. The spots are expected to begin airing the week of Oct. 5, 2015. Once these messages are finalized for the radio PSAs, they will also be considered for possible television spots on CityChannel Dubuque. • A two-page handout will be developed to summarize City efforts under way to address resident concerns related to incidents of violence as well as offer crime prevention tips. The handout will be available for City staff to distribute to and use when meeting with constituent groups. It will also be considered for distribution in a future utility bill mailing. • The Public Information Office is exploring options to better promote MyDBQ, the City's smartphone app, as a tool for residents to submit crime tips and service requests related to issues that can impact neighborhood safety and quality of life. • The City's yard lighting reimbursement program is under review and will again be promoted in the November/December issue of the City News utility bill newsletter and promoted through social media. As additional public safety related projects and initiatives are finalized, details will be promoted to residents through existing/traditional channels including news releases, social media (Facebook, Twitter, NextDoor), neighborhood associations, CityChannel Dubuque, and the City News newsletter. An additional consideration includes the development of a future issue of the City Focus magazine dedicated to the exploration of public safety issues and related City efforts. 6 THE CITY OF Dubuque DUBE All-America City Masterpiece on the Mississippi I �® 2007 TO: Michael C. Van Milligen, City Manager FROM: Neighbor2Neighbor Team Mark Dalsing, Manisha Paudel, Jerelyn O'Connor, Kevin Klein, Scott Baxter SUBJECT: Neighbor2Neighbor Expansion DATE: September 29, 2015 Introduction Our team developed a pilot program, titled Neighbor2Neighbor (N2N.) This memo is to provide you an update and propose an expansion of the program. What is Neighbor2Neighbor? Neighbor2Neighbor (N2N) is a resident-driven City-supported program, aimed at promoting interaction, collaboration and strong relationships among neighbors in an effort to make our neighborhoods healthier, safer, and friendlier. This block-specific program can be associated and/or supported by the representing Neighborhood Association, or organized independently. Each N2N program will focus on a specific block, coordinated by a resident of that block. The block coordinator will collaborate with other residents within the block to identify areas of focus to make their block a much better place to live for all. Each participating block/segment of a neighborhood may be unique, as area needs and expectations are different from block to block. How did it start? Following a series of high profile disturbances in the summer of 2013, Mark Dalsing, Kevin Klein, and Manisha Paudel discussed program ideas to respond to neighborhood concerns, recommendations from the Safe Community Task Force, as well as City Council Goals and Priorities around safety and neighborhood engagement. Dubuque residents had also proposed the idea to develop a program that strengthens and fosters relationships among neighbors. It has been found that simply getting to know neighbors significantly contributes to increased safety and quality of life in a neighborhood. So, staff in the Human Rights, Neighborhood Development, Economic Development and Police Departments collaborated to generate the concept of the N2N program. As this is aimed to be a resident-led program, several meetings were held with approximately 30 community members to discuss the concept of N2N, name of the program, and ideas for implementation. Based on the residents' input, several adjustments were made to the pilot program because we feel it is upmost importance that this effort is resident led. The national program, Neighborhood Watch, was implemented in Dubuque a number of years ago, but participation dropped precipitously and the program was discontinued. Neighborhood Watch is traditionally crime focused. N2N is a more comprehensive proactive approach which focuses on building relationships among neighbors and making our neighborhoods healthier, safer and friendlier. Pilot Program In November, 2014 six residents committed to participate in the pilot program to coordinate N2N in their blocks and an official launch meeting was held. These pilot blocks are located throughout Dubuque. -- one on the 2500 block of Elm, one on W. Locust, one on Martin Drive, one at Kennedy Manor, one on Sunnyview Drive near Senior High. The block coordinators have reached out to their neighbors to discuss and plan activities relevant and meaningful to them. Our team has developed a number of resources for the block coordinators to use — Participation Outline, registration form, pledge form, sample invitation form, resource checklist, tips for hosting a neighborhood gathering, and information on the neighborhood assessment to be conducted by the police department. One block coordinator dropped out of the program completely and two delayed participation due to extenuating circumstances, although they remain committed to the program. A meeting was held with the block coordinators in August 2015 to assess the program. Generally, the block coordinators were enthusiastic about the program, wanted to create a network among themselves for support, and wanted to continue participation. What's Next? An additional seven block coordinators from throughout the community have been identified who want to start N2N on their blocks. The staff team is recommending that the program be expanded to include these additional seven N2N initiatives. A map is attached which indicates the locations of the current N2N initiatives as well as the location of the newly proposed N2N initiatives. In addition, staff is proposing budget improvement packages through the FY 2017 budget process to further expand the N2N program. Encl. Map of N2N locations Neigh bor2Neighbor Initiative r , r 2N Existing Locations 2N Expansion Locations r J a\ �f r i es.+ H:\Projects\Enhanced Neighborhoods\(p Ian ning)Enhanced Neighborhood Support Maps\Neighborto Neighbor Initiativ RT • • a 09/29/2015 THE CITY OF DUB E N E D O A N N N N Masterpiece on the Mississippi September 30, 2015 TO: Michael C. Van Milligen City Manager FR: Mark M. Dalsing Chief of Police RE: Dubuque Police Department Response to Acts of Violence INTRODUCTION This memo will briefly discuss the Dubuque Police Department's response to a recent homicide as well as extra actions since there was an increase in firearms incidents in 2014 and 2015. BACKGROUND I have previously provided you memorandums in April and July in regard to our response to shots fired and other incidents involving violence. This memo will briefly touch on those as well as our response since the September 1 sc murder investigation. In late 2014 there were several shots fired incidents in the Washington Neighborhood. We responded with adjusted staffing and overtime to have a constant presence beyond the normal territory cars in the area from 9:00 am through 5:00 am. This project ran for approximately six weeks from late November 2014 through the start of 2015. Beginning in the spring of 2015 we again saw an increase in shots fired calls, but this time in a less centralized area, which created a challenge to use directed patrol. To overcome the geographic challenge, a more flexible response was utilized where areas with the most recent incidents were targeted for extra staffing, with adjustments made as other hot spots were identified. When an area was identified, the department directed extra staff immediately to the area and then used that area as an extra patrol area for the immediate time period after an event. The officers' primary responsibility was high visibility through moving patrol, stationary patrol, and foot patrol. Throughout much of the summer we were often able to partner the Patrol officers with other regular duty officers, including CID, and COP to make a greater presence, and because of summer break, the School Resource Officers (SRO's) were regularly used to cover any hot spots. We have also been proactively utilizing the traffic and security 1 cameras very well through this year's incidents. As locations were identified, 911 Dispatchers were keeping the nearest cameras up on their monitors and immediately alerting officers if there were any groups forming or any other suspicious activity observed. Throughout much of the early summer we were able to apply effective responses by using available staff and not adding officers on overtime. Patrol supervisors assigned an officer, generally a Corporal, to be the point person. This officer exclusively patrols the "hot spots" and called in additional cars as issues were identified. One of the greatest challenges was the need to pull these cars for other calls for service, during the time of year which is generally very busy with incidents occurring much later into the night. As overall activity increased throughout the summer months, we posted for up to 144 separate overtime hours in July/August and 180 hours in August/September. These positions were directed by the on-duty supervisor and assigned to the hot spot as identified that day. While not all positions were filled, the extra staffing was very beneficial in keeping cars in areas while the regular duty officers were called to other calls. Beginning September 13th after much planning, we implemented two additional Patrol Investigators as a Neighborhood Response Team. For approximately three and a half years we have had two Patrol Investigators assigned to do more in depth case investigation for their fellow Patrol officers. These new Patrol Investigators will be assigned to permanent hot spot policing. They will work closely with the existing Patrol Investigators, Patrol, CID, and COP as well as the neighbors and neighborhood resources, to have a more involved and ongoing presence in the neighborhoods. These investigators will focus on our target areas as they are identified, while developing relationships with the residents so they can work both on prevention as well as successful resolution of crimes. These positions were created within the Patrol Division and from their allotment of staff and do not negatively impact operations. It is a goal to grow this unit by several more investigators over the next several years. Throughout this year we have also focused on several other available options and resources beyond traditional policing and TAD projects, to include the use of civil forfeiture, as well as enforcement through our partner organizations like Housing, Zoning, and other City Departments to address ongoing issues. While we had very limited cooperation on most of the cases, we were still able to make several good criminal cases and arrests, often with the use of the City's traffic and surveillance camera system as well as social media. The City's traffic and surveillance cameras were the first and best lead to assist in the successful arrest after the most recent murder. If we did not have cameras in that area, it would have been an extremely difficult case to resolve. With social media we have several resources that have been successful. Beginning in January 2015 we launched ID4PD on the City of Dubuque's webpage where we post images from surveillance video of suspects. In the first few days of creating ID4PD, we had several thousand page views. Sixteen cases have been posted (some with multiple 2 suspects) and we received 56 potential identifications, with many of these leading to criminal charges. We also launched "Submit a Tip," on the department's webpage on October 2010 and it is a regular source of tips. So far in 2015 we have had 105 tips submitted. Crimestoppers is another source for citizens to submit tips. Since 2003 there has been an average of 72 tips submitted each year. The frequency of the tips usually depends on the publicity of the crime. As an example, Dubuque County Sheriff's Office Sergeant Dave Boardman, the local coordinator, advised me that the publicity around criminal mischief at Eagle Point Park resulted in the highest number of tips in any given month. Community policing will also remain an important component in our response. The Dubuque Police Department has had a formal Community Oriented Policing (COP) Division since 1995. At the time three officers were assigned to foot and then bike patrol in the greater downtown area. Since then the unit has grown to four COP officers, a Housing Corporal, and four School Resource Officers were reassigned from Criminal Investigations Division (CID) to COP. In 2009 a Professional Standards Lieutenant and Crime Prevention/PIO Lieutenant position were created, with Professional Standards assigned to COP and Crime Prevention assigned to Staff Bureau. Earlier in 2015 these two positions switched divisions as their duties were found to be more in line with the new divisions' goals and responsibilities. Overseeing the entire COP division is a Captain whose position was created in 2006. While many people think of COP as the bike officers they see in the neighborhoods, Community Policing is much more than that. It is an overall philosophy that is espoused throughout the organization. Traditional policing involves response to calls with a speedy resolution before moving on to the next call. Community Policing calls for a more detailed examination of underlying issues and seeks more long-term solutions through engaging neighbors and systems partners. While calls for service volume often limits officers to traditional policing, they are encouraged and directed to seek long term solutions to recurring issues and to identify the best practices and partners to help in the long term resolution. Since its inception numerous Dubuque Police Department officers have taken a tour of duty through the Community Policing Division. More than half of the department's supervisor staff and nearly two-thirds of the command staff have been COP officers. There are also several officers in other divisions who have also done a tour in COP. Where this is an important factor is that the community policing philosophy goes beyond those currently assigned to the division and is reflected in the overall day to day operations of the department. The City has also taken steps to enhance staffing levels to adjust to the city's growth and needs. Between fiscal years 2008 and 2012, the City added fifteen officers. Under the plan developed by then Chief of Police Wadding, five of the officers were added for a new 3 territory, five for general Patrol assignment, three Traffic Officers, one School Resource Officer (SRO) and one Housing officer. The plan was as follows: FY2008 FY2009 FY2010 FY2011 FY2012 2 General Patrol 1 General Patrol 1 General Patrol 1 General Patrol 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Housing 1 Traffic 1 Traffic 1 Traffic 1 SRO 5 Total 4 Total 3 Total 2 Total 1 Total 15 Total While the plan has been fully implemented on paper, we have not yet recognized the full benefit of the extra staffing. Through the expansion plan and normal attrition of officers, we have hired 69 officers since FY2008. Even with the mass hiring we currently have four vacancies, four officers at the academy and three in the Field Training program and not eligible for solo patrol. The greatest impact of the deficit is in Patrol and the Traffic Division. We currently only have one active Traffic Officer of the three allocated, and the other staffing deficits are in the Patrol Division. As mentioned earlier, part of the officer expansion plan was for the purpose of adding a new territory. For many years the city was divided into six patrol territories but due to annexation, the size of west side territories grew to a point that they were difficult to cover with one car. Part of the officer expansion plan called for adding five officers (one per each of the five patrol shifts) to cover annexed land. Enough officers were hired by the fall of 2009 that we could redraw territory boundaries and create the new territory, which is staffed 24/7. Community engagement and interaction as always is a major component of successful crime prevention and community policing. Besides the regular attendance at neighborhood association meetings, community committees and the like, the department worked with organizers and attended the September 6th memorial/peace rally at Jackson Park, met with members of the Marshallese community September 11th, had members on the organizing committee and several staff present at the September 18th BBQ in DBQ event, recently held a follow-up meeting with citizens post-peace rally, and will be heavily involved in several upcoming events. Additionally for the past few years we have been advocating the importance of 911 as the best resource during emergencies, but also promoting the non-emergency number as well as other ways citizens can call for service or submit tips. To this end, a local radio station will be doing a series of public service announcements (PSA's) that they will begin recording and airing beginning the first part of October. Rather than just law enforcement, we are asking select citizens to take part in PSA's to reflect that crime is a community problem and not just a law enforcement problem. 4 CONCLUSION The Dubuque Police Department is very cognizant of the impact these crimes have on the community. We are working diligently towards prosecution in all of these cases and appropriately using our resources to combat the activity. Most importantly we recognize the emotional impact these crimes have on community members and do everything we can to show community members that the Dubuque Police Department will do everything within our power to help them feel safe. ACTION REQUESTED This is an informational memo and no action is requested. 5 Reports Sint . Fir. d 015* A os -1 FG I Fir Q .r 4S -- 3-y W 32ND 5� �e Nst M�yF J b J�9jVx S rou er 26, 2015 We MF Shots Fired/Reckless Use of Firearms 4D Unverified Shots Fired Fireworks Homicide/Murder-Suicide y - Greater Downtown Urban Renewal District _ N i CDBG Eligible Districts Dubuque City Limits OO J A , OGF gT H:\Projects\Enhanced Neighborhoods\Police\ShotsF!red201 • 9/28/2015 •9L F THE CITY oP Dubuque DUB E � My Masterpiece on the Mississippi W;.,o,,.,o„ TO: Michael C. Van Milligen, City Manager FROM: Gus Psihoyos, City Engineer SUBJECT: Additional Security Camera and Lights DATE: September 30, 2015 INTRODUCTION This memorandum is in response to your request to locate additional areas where camera and lights can be installed to improve the security of the citizens of Dubuque in the current fiscal year. The City currently has numerous traffic cameras controlling intersections that have traffic signals and these are frequently used by the Police Department to determine what occurred during traffic accidents and to solve crimes. The City also has numerous security cameras at places like the City parking ramps, the Port of Dubuque, Comisky Park and new restrooms at 5t° and Bluff. The Safe Community Task Force recommended the use of security cameras. DISCUSSION In January 2014, the City Council approved the content of Administrative Policy No. 5.05 titled Safety and Security Camera Acceptable Use Policy (Attachment I). A comprehensive 5 year plan is under development to strategically locate cameras and lighting to add safety and security improvements. The installation will be prioritized based on, high congestion areas, areas where existing CIP improvements are planned and areas with high rates of criminal investigations and crime rate and areas where funding source restrictions can be met. A key component to these cameras is the communication conduit. Fiber optics communications offer the highest speeds and are often used at traffic signals and other City owned buildings. Locations where these infrastructure improvements can jointly benefit are also higher on the priority. The City currently has approximately $527,000 available in the Greater Downtown Urban Renewal Tax Increment Financing District. Many of the components needed to connect our traffic signals together over fiber optic lines for coordination and remote management are the same components needed for security cameras. The traffic signal fiber optic network currently has 375 cameras that feed back to the Traffic Operations Center (TOC) located in City Hall. There are a number of locations where we can take advantage of this existing infrastructure. 1 The following are suggested camera improvements that can be accomplished in the current fiscal year. Misc. Cameras to add to the traffic network Attachment II shows where 40 camera locations can be added to the existing traffic network with only minor upgrades. The cost for City staff to install these cameras is $142,000. Jackson Park Improvements This improvement consists of 14 new LED light poles and conduit in the park. A new lighting controller and network rack would feed the lights and cameras. Three additional cameras will be pointed east to cover 15th and 16th Streets. This project consists of the following: 14 new lights and conduit Fiber Optics into the Park New lighting controller/ fiber optic hub 28 Cameras in the park plus 3 on Iowa Street Total Cost $185,000 West Locust Fiber/Camera and Flow Monitoring Improvements A CIP for fiber and camera improvements already exists for West Locust. This location was highlighted as a priority location last year. The project currently ends at the intersection of Rosedale and West Locust. This project could be extended up West Locust to include the intersections of Clarke Drive and the intersection of Clarke Drive and North Grandview. These two additional locations have very high cost/benefit ratio. Existing funding for the lower portion of West Locust could be exchanged for Greater Dubuque URD funding. The URD funding could cover the lower half so that street construction funding could cover the upper half of the project that reaches Grandview Avenue and Clarke Drive. Benefits of this project include: • Future fiber connection to connect Clarke Drive, North Grandview and Asbury Road. • Fiber loop to Asbury Road, University Avenue and Kaufmann Avenue fiber in the future. • A future fiber connection point for Senior High School. • This is considered a priority location for cameras This project consists of the following: 2 3000 feet of fiber optic cable 2 light poles 6 Cameras Fiber Hub Cabinet near Senior High School. Total Cost $45,000 Comisky Park Area Cameras A major renovation is planned for Comisky Park in the upcoming years. In the interim, this project includes replacing the 5 existing cameras at Comisky Park and adding two additional cameras on the existing large Musco light poles. Infrared emitters would also be added to each camera for night viewing. Fiber would be brought down 24th Street from White Street. A fiber hub cabinet would be located just outside the Comisky Park building. This fiber would serve as a future loop to the Bee Branch Project. Three cameras would also be added to the Bus Barn building to view activities at 24th Street and Central Avenue. Improvements include: 10 camera at $2500 each 500 feet Fiber Optic conduit 1000 feet fiber optic cable Fiber Hub Cabinet Bus Barn Electronics This project is estimated at $50,250. The seven cameras in the park will be reused and incorporated back into the park during future renovations. Additional cameras could be added to the fiber route from White Street to the Comisky building. This would add a light pole and 2 cameras (one facing north and one facing south) at White Street and Jackson Street. Improvements include: 4 cameras 2 Light Poles 600 feet of conduit for camera and power This improvement to the Comisky Park Project is estimated at $22,000 Lower Bee Branch Camera Improvements Fiber optic duct already exists along the north side of 16th Street. This improvement would run fiber optic cable in the existing duct and install a new fiber hub cabinet at intersection of 16th and Sycamore. One light pole and three cameras would be added at the intersection of 16th and Sycamore. One light pole and camera would be added to both 14th Street and 15th Street. These cameras would be aimed to look west down both of these streets. 3 This project consists of the following: 2400 feet of fiber optic cable Fiber Hub Cabinet at 16th and Sycamore 3 light poles 5 Cameras Total Cost $50,500. This project would be funded as part of the Bee Branch Creek Watershed Flood Mitigation Project. Replacement of Outdated Downtown Street Lights This project consists of replacing the white painted street lights in the downtown area with new galvanized 25 foot poles with LED luminaires. The new poles will have the capability to install security cameras in the future if needed. Total Cost $45,000 Video Monitoring Systems in DLEC Currently there is one recycled computer and monitor in the 911 dispatch center. All other police interaction with the cameras occurs in the TOC. The Police Department would greatly benefit from having monitoring stations at the Captains desk and Criminal Investigations Division. Captains Desk Video Workstation $ 7,500 Criminal Investigations Division Workstation $12,500 Total Cost $20,000 Back End Server and Rack Upgrades These monitoring systems continue to grow; additional space and equipment on the back end will be required to support this growing program. Support Staff These camera and networking systems require constant maintenance. • Fiber optics installations are typically good for 10-15 plus years with minimal maintenance. • Network Switches typically have a 5 year replacement schedule. Field switches that are subject to weather related damage require more maintenance than indoor switches. • Network Server has many moving parts, and cameras are constantly writing to the hard drives. These typically have a 3-4 year replacement schedule. • Cameras have a 5 year replacement schedule. Traffic cameras are exposed to the weather and often times take direct/indirect strikes from lightning. They also require cleaning and focusing throughout the year. Camera technology changes about every 6 months. 4 2 TOC engineering staff currently operate and maintain the inside systems. They also maintain and operate the entire TOC traffic and security network. Two traffic technicians take care of the field work. This camera system has been very successful and is growing at a rapid rate. Additional staffing will be required to keep it properly maintained and operating smoothly. ACTION TO BE TAKEN I respectfully request approval of the installation of additional security cameras in the current fiscal year. cc: Jenny Larson, Budget Director David Ness, Civil Engineer 11 Chris Kohlmann, Information Services Manager Attach. 5 bNQTr City1 Dubuque Proposed Camera LocationsVis � • Me,ti-the Muiri Proposed Comiskey Park Camera Improvements xfsl� 11 F oC,. � a ' sa y .z �T � T sp,� oPC oIP sT L J ' _ y:,_ J' C ! 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Van Milligen, City Manager FROM: Gus Psihoyos, City Engineer SUBJECT: Enhanced Street Lighting Plans and Policy Revisions DATE: September 29, 2015 INTRODUCTION This memorandum responds to your September 2, 2015 request for an enhanced long term street lighting plan for the City in general with a short term plan for the Jackson Park, Washington Neighborhood, north end areas, as well as to the petition received by City Council on September 8, 2015 for additional and improved lighting in the area of 16th and Iowa, W 17h Streets. We have investigated the placements and costs of poles, lights, additions and upgrades to the City's lighting in these areas. A plan for Jackson Park lighting will be included in another memo that will include additional security cameras for the park. BACKGROUND The Engineering Department's past projects to enhance lighting include: • Washington Neighborhood — 38 mid-blocks, 100 watt high pressure sodium (hps) alley intersection lights added in an area bounded by 11th to 22 n' and Elm to Central Avenue. This project was completed September 2009 and Alliant has since updated all lights in this area to 80 watt LED. • In 2012, 89 additional lights were added to the Millwork District. Those lights are 94 watt LED which is spaced closer than our standard separation giving each block at least one but sometimes up to three additional mid-block lights as well as our standard intersection lights. • Also in 2012, 48 lights were added on the Lower Bee Branch project with 62 watt LED lights. • In 2013, Engineering worked with Alliant Energy to change out and add 80 watt LED lights on existing poles at the following locations: o Pilot area on Jackson between 20th to 26th Streets-changed out 5 locations to LED lights, bringing the total to 9 additional lights in this area. o Police requested areas between 18th to 19th Streets, from Central Avenue to Washington Street to be included as part of the aggressive change out to LED lighting. This included changing out 8 existing lights to 80 watt LED and adding three additional 80 watt LED lights. • In 2014, the Crescent Community Health Center requested an upgrade-to the lighting along E. 18th Street from Elm to Central Avenue and an upgrade to the lighting at 18th & Central Avenue. Two (2) lights were added along 18th Street, one (1) Elm between 17th and 18th, and the existing light at 18th and Central was upgraded. • In 2014, Engineering staff continued working with Alliant for the city-wide change out from 70 and 100 watt HPS to 80 watt LED. On January 5, 2015 the City Council adopted the new Interstate Power and Light Company franchise agreement in which Alliant adopted a program to convert all Alliant street lights in the City to LED lights within five (5) years of the effective date of the franchise. • The Year 1 (2014-2015) alleys for the City's Green Alley Program included 21 alley segments with the addition of thirty-two (32) 80 watt LED lights. • The Elm Street Reconstruction Project in 2014 between 9th and 12th streets added nine (9) 94 watt LED lights. These lights are primarily pedestrian scale and were designed with the same spacing as the lights in the rest of Historic Millwork District. • The 9th and 11 th Street One-way to Two-way project in 2013 converted all remaining HPS street lights on 9th, 10th and 11th streets between Locust Street and Kerper Boulevard to 94 watt LED. • The pedestrian scale lights around the City Hall parking lot were retrofitted to use 54 watt LED fixtures instead of HPS fixtures. This project included twelve (12) street lights. • The existing Alliant street lights between Iowa and Bluff from 14th to 17th Streets have all been upgraded by Alliant Energy to 80 watt LED fixtures. • Two (2) new 135 watt LED lights have been added to Orange Park in the area of E 18th and Washington Street. • In early 2015, the traffic circle lights on Washington Street at 15th16th18th and 19th Streets were updated from 180 watt HPS to 180 watt LED 2 • In early 2015, thirty-two (32) existing HPS lights were converted to 140 watt LED: Twenty-five (25) on Central Avenue from 11th to 20th, five (5) on White Street from 11th- 20th, one (1) at 20th and Jackson and one (1) at Five Points. • The Green Alley Project Year 2 (2015-2016), has 23 alley segments, added twenty-seven (27) additional alley intersection lights. Current Projects: The City's Green Alley Program Year 3, to be constructed in 2015-2016, contains 27 alley segments, 10 of which already have lighting installed as part of the Washington Neighborhood Alley Light Project. The remaining alley segments will need nine (9) additional lights, two (2) mid-alley lights and one (1) new light and pole installation. Future protects include: The remaining 165 alleys for years 2021-2033, could add as many as 165 to 330 lights at the estimated cost of$18,291 to $36,582. Assuming an Alliant pole would be available to add a street light, a street light would be required at each intersection. • Additional 62 watt LED lighting will be installed as part of the Upper Bee Branch Open Waterway project. There are seventy (70) pedestrian/bridge type lights and forty-five (45) street lights proposed for the entire upper part of the Bee Branch. • Crescent Community Center at 18th and Washington has recently requested more additional lighting in the area of E 17th and Elm Street, along E 18th Street and a request for a Code Blue Emergency Call Box in the area of 18th and Central Avenue. These request will be investigated with lights added where existing poles are located with the possibility of adding a pole if needed. City Engineering staff will meet with Crescent Community Center staff to further review the request, proposed improvements and time table for installation. The City's policy on street lighting is to provide lighting at all public street intersections and to provide mid-block lights on public streets where block length exceeds 600 feet in length or other street safety issues, such as a curve in the roadway. Lighting is considered for those areas where it will contribute substantially to the efficiency, safety and comfort of vehicular or pedestrian movements. Many factors such as traffic volumes, accident rates, speed, and roadway geometrics are important in determining the need for installation of additional lighting. RESULTS With the recent requests, inquiries for increased street lighting and reports the Engineering Department is considering a City wide standard at 300 foot maximum for street light interval and has used this criteria when looking at the eligible areas for use of the Greater Downtown Urban Renewal District or CDBG funding to enhance lighting. 3 Those funds have restricted usage and must be used to purchase infrastructure such as lights, poles, conduit, fiber and cameras. The number of poles and lights can be installed in several scenarios with varying costs. The areas requested for additional and enhanced lighting with a proposed new City 300 foot maximum interval would be analyzed with the Interstate Power & Light Company electric tariff which shows rates for various pole rentals per month charges, lamp and fixture sizes and charges per month and customer-owned facilities. Both funding sources are restricted for Capital Improvement Projects only and not recurring for operating costs. For both CDBG and URD funded areas identified, there are potentially 299 lights that could be added to the City's system. These lights would be added to existing Alliant poles. Alliant Energy would need approximately 4-5 months to have all 299 lights installed. Of those 299 locations identified, there may be 3-4% that lights would not be able to be installed due to conflicts with clearances from primary and secondary power lines or other utilities that may already be on the poles. In those cases a replacement location may be determined in the field. However, it must be noted that the two sources of funding do not cover the annual operational costs, of$31 ,251 if all of these 299 lights were added to the operational costs annually. Engineering staff has also identified 162 areas where lights would be required to meet the 300 foot interval standard. Future Capital Improvement Projects over the next five years need to include the City purchase of 162 poles, lamps and fixtures with the meter charge and electrical supply from Alliant Energy. The cost for the additional 162 lights would vary greatly depending on the selected method for installation and such variables such as vicinity of electrical service in the area, City vs Alliant installation would all have to be individually evaluated before a recommendation would be provided. Since the Greater Downtown Urban Renewal District funded area overlaps in some areas of the CDBG eligible districts, the City could purchase poles, lights and fixtures for the identified locations, then utilize the URD funding to add security cameras if approved. CONCLUSION At this time we would recommend the installation of 299 80 Watt LED lights in the designated CDBG and URD area. The annual operating cost for the 299 lights would be approximately $31 ,251 . F:\JANE SMITH\Traffic\Lighting 4 Street Light Locati 4 V-0ELT l G KENNEDYq: 1 .: ! 4� ° P Hwy 61/151 ASBURY RD G y Z � y s MIDDLE RD PENNSYLVANIA AVE I ��PS re TO �� ®= DODGE S-r J` J m � ,Fahy o • 9LF � • Unknown Ownership ® Alliant Energy • City of Dubuque ® Combination Ownership r3 ti ® Maquoketa Valley hy�� y ® Other * Not all Street Lights are Camera Locations accounted for in GIS = Dubuque City Limits Greater Downtown Urban Renewal District CDBG Eligible Districts �� NO H by A i J _9 H:\Projects\Enh ced Neighborhoods\CameraLocations.m' / • 9/28/2015 rp City Tree - No Action 0 0 o OwnershipUnassigned 0 A City of Dubuque 0 Other Greater Downtown UR CDBG & . • - I , V 0 O. i v THHCITY OF Dubuque - Ah _ DUB E Masterpiece an the Mississippi THE CITY OF Duubu�que AWWWRY DUB E Masterpiece on the Mississippi TO: Michael C. Van Milligen, City Manager FROM: Cindy Steinhauser, Assistant City Manager SUBJECT: Yard Lighting Initative DATE: September 25, 2015 Introduction The purpose of this memo is to recommended changes to the Yard Lighting Initiative Background As part of the Washington Neighborhood Revitalization Strategy, the city of Dubuque established a Yard Lighting Initiative. This program provides a match to property owners in a targeted area who install either Front yard lighting or Rear yard lighting that improves lighting levels on sidewalks and alleys. The program description is as follows: Front yard lighting - Owners will be eligible for a rebate of up to half of $500.00 (maximum rebate of $250) towards the cost of purchase and installation of energy efficient electric, gas and solar lighting fixtures installed in their front yard or attached the house if lighting levels improve on the sidewalk. Rear yard lighting - Owners will be eligible for a rebate of up to half of $200.00 (maximum rebate of $100) towards the cost of purchase and installation of energy efficient electric, gas and solar lighting fixtures installed in their rear yard. The light fixtures may be attached to the rear of the home or to owner's garage on the alley. All required inspections and permits must be completed to be eligible to receive the rebate from the city. Fixtures using incandescent bulbs and motion-sensitive lighting fixtures are not eligible. Neighborhood residents interested in taking advantage of this opportunity need to complete the following specific steps for implementation of this new program. To be eligible to receive the rebate, first contact the Building Services Department to arrange for a preliminary inspection of your site. Once approval of your plan is received and the work is finished, complete the attached form and return it to the Building Services Department along with any requested supporting documentation. Discussion City staff, including Housing and Community Development Director Alvin Nash, Building Services Manager Rich Russell and myself met to review the program and discuss ways to improve the program to encourage more homeowner participation. The FY 15 budget currently has $5,000 in this program and there have been no applications received for the fiscal year. Based upon our discussion we recommend the following changes and enhancements to this program: Program Revisions • Rename Neighborhood Enhancement Lighting Program • Expand the coverage area to city-wide and increase promotion in older areas that typically have heavier tree canopy that can impact light levels. • Include the Neighborhood Enhancement Lighting Program into all city housing rehabilitation projects. Funds from the program will be used to match city rehab dollars to install front and rear lighting on these projects. • Expand Owner/Occupied rehabilitation program to allow homeowners to use rehab dollars to match the installation of front and rear lighting under this program. • All other program terms remain the same Marketing and outreach • Building Services work with Public Information Office to revise program handouts and include in all requests for new or remodeled residential permit requests • Expand marketing efforts to include promotion through Housing and Community Development Rehabilitation program. Once these changes are approved and implemented our goal will be to assess mid-year to look at addition program revisions to improve participation. Recommendation I recommend City Council approval of the proposed changes to this program. Cc: Alvin Nash, Housing and Community Development Director Rich Russell, Building Services Manager Laura Carstens, Planning Services Manager Gus Psihoyos, City Engineer Jerelyn O'Connor, Neighborhood Development Specialist 2 THE CFIY OF Dobugae DUB E Masterpiece on the Mississippi a better way of living To: Michael Van Milligen, City Manager From: Alvin Nash, Director of Housing Re: Enhanced Neighborhood Support Date: September 29, 2015 Report: Department of Housing and Community Development Background Enhanced Neighborhood Support, ENS, is a special effort by the City of Dubuque to address common neighborhood problems such as crime, nuisances, and problem properties with the overall goal of improving neighborhood resiliency. ENS is a campaign by the City of Dubuque working with partners in the private sector, neighborhood organizations, not-for-profits, and social and human service organizations to build a stronger and more resilient Dubuque. ENS is a community wide effort. City Manager has instructed the Housing and Community Development Department, along with ten other City departments, to enhance efforts to support neighborhoods throughout the city and to create a sense of urgency to address community problems head-on. It is important City employees become proactive in their regular activities as civil servants. Prevention and preparation are the best tools to address neighborhood concerns and will result in a more immediate, efficient and cost-effective response. During the June 2015 budget planning cycle, the City Manager made clear his expectations for all City staff to adopt a unified approach to addressing code and zoning violations. Training was provided to all City Inspectors and staff were instructed to report concerns or violations to the appropriate department, taking affirmative action to address and correct problems. The key City departments assigned to this enhanced neighborhood support are: Police, Housing and Community Development, Public Works, Building Services, Neighborhood Services, Planning and Zoning, Emergency Communications, Fire and Rescue, Emergency Communications, Leisure Services and Engineering. Enhanced Neighborhood Support is provided in part through effective enforcement. This includes enforcement of housing code and zoning ordinances, as well as 1 enforcement of public nuisances related to health and wellbeing such as accumulation of solid waste, stagnant water, vermin and pests, noise and disturbances of the peace or violations of law. The Police Department encourages community involvement and has a neighborhood presence through patrol, community oriented policing, and criminal investigations. Another approach to ENS is crime prevention by way of environmental design and community building policies and philosophies. To design safe environments, the City utilizes cameras and lighting, enhancing law enforcement efforts and crime prevention by strategically placing lighting in darkened areas, and managing shrubbery and tree overgrowth. Alleys and short streets that have restricted views have been opened up, minimizing the opportunity for out of sight activities. The City offers a number of user- friendly parks and recreation areas and encourages citizen involvement in neighborhood planning and development. The City's Police Department strives to implement the Community Oriented Policing philosophy to encourage law enforcement and community residents to work closely and creatively to address crime and increase quality of life. Residents are encouraged to take a pro-active role in addressing community problems, and the City has created more accessible reporting tools in the form of online and mobile applications. Guiding Documents and Management Tools 1 . City Council Goals and Priorities 2. Housing and Urban Development (HUD) Voluntary Compliance Agreement (VCA) 3. C.H.A.N.G.E. Comprehensive Housing Activities for Neighborhood Growth & Enrichment - Purchase, rehab, and sale of marginal properties 4. City of Dubuque Housing Code 5. Best housing practices across country Resources Based on research and availability of planned funding, the following resources will be used to advance Enhanced Neighborhood Support: Economic Development Housing Tax Increment Financing (TIF)„ Iowa Finance Authority (IFA), Downtown Urban Renewal District TIF, Community Development Block Grant (CDBG), private investments, rebates, historic tax credits, urban revitalization tax abatement, City of Dubuque's general fund, low income tax credits, lending institutions, foundations, HUD and others. Partnerships The City anticipates the following partners will compliment and provide support for neighborhood enhancement: the Greater Dubuque Development Corporation, private developers, banks and lending institutions, Community Foundation, Heritage Works, Community Housing Initiatives, Four Mounds Heart Program, Northeast Iowa Community College, and Inclusive Dubuque. 2 Progress to Date of Enhanced Neighborhood Support The C.H.A.N.G.E. (Comprehensive Housing Activities for Neighborhood Growth & Enrichment) program will be utilized to purchase, rehab and sell 50 vacant homes over the next five years using Tax Increment Financing, TIF, of about $4.3 million. To date, we have acquired seven properties and six are in progress. Community Housing Initiative (CHI) and the City of Dubuque have partnered to operate a program of acquisition, rehabilitation and re-sale of residential properties in the neighborhood. CHI has committed a minimum of$800,000, with the City providing $500,000. This $1 .3 million project will be used to acquire at least twenty residential units, rehabilitate them and re-sell them to homebuyers over a three-year period. CHI has currently acquired fourteen properties. Seven of those properties have been rehabilitated and sold; five households were eligible for Trust Fund down payment funds. One property currently being rehabbed is being purchased by a local police officer through the Officer AT Home (OATH) program, a new program the City has established. CHI has also built a relationship with the local men's shelter, the Dubuque Rescue Mission. Through a partnership with Gronen Restoration, CHI employs homeless men to assist with basic rehabilitation work. CHI provides an on-site supervisor while the men realize income as well as the self-esteem that comes from working for a day's pay. CHI has also partnered with the HEART Program to perform some of the renovations. To date, CHI has spent $418,000 on acquisition and $913,000 on rehabilitation. The City has signed a Memorandum of Understanding with the Four Mounds HEART program. The Four Mounds Youth Development program is to rehab vacant housing units and turn them into affordable home ownership. The City has committed $525,000 to the HEART program. There are currently three houses in the process of being rehabbed. Housing Rehabilitation Program 767 University — is being sold to Habitat to build a single family home 1501-1503 Bluff— Currently there is an offer of$75,000 for its purchase 2300 Jackson — All exterior concrete is complete, all interior framing is complete, plumbing, electrical and HVAC is roughed in, front porch is being built, windows installed, beginning all exterior work (siding, facia, etc.) 2056 Washington — Listed for $75,000 with Cindy Stecher of Remax 396 W. Locust — Going to City Council for approval to sell to a developer 321/323 E. 22nd —Waiting for SHPO to approve deconstruction; Rehab is no longer involved 2300 Washington — Habitat house; working with Section 8 participant on purchasing the property 1598 Washington — CHI Property — rehab is on-going; will be part of the OATH Program 1513 Washington — CHI Property — rehab is on-going 2073 Jackson — CHI Property - $72,000 sale price 2139 Jackson — CHI Property - $92,900 sale price 3 1461 Jackson — Inside gutted Greater Dubuque Development Corporation has granted the Rehabilitation Department $10,000 to help promote and recruit residents to participate in the HOME Workshop OATH (Officers AT Home) Program — Council has approved this program and promotional materials are being developed. Planned Developments Under C.H.A.N.G.E. Program Development of senior housing Workforce rental housing Single family rental property development Court Petition of properties - See attached September 28, 2015 memo from Crenna Brumwell 34 marginal properties identified for acquisition Future Considerations of Enhanced Neighborhood Support • Adoption of the International Property Maintenance Code (IPMC): Provides for inspector discretion and ability to deny repairs if not done in a workmanlike manner, something that is not currently allowed under the existing housing code. • Development of not-for-profit Rental Management: A must for rental property is professional management; consideration should be given property owners and landlords to have a standard of management procedures and operating policies. • Shorten the housing inspection cycle for marginal and nuisance properties from five years to two years • Greater accountability by landlords and residents: Just as we have marginal properties we also have marginal property managers and marginal residents. We will seek ways to hold residents more accountable for noise, trash, and other violations. • We will recommend a process for the Removal of Rental Licenses properties that have not been brought to code. • A comprehensive review of best housing practices across the nation in order to attract companies and workers to relocate to Dubuque. • Increase inspections:This includes inspections of alleys to ensure that they remain clear of debris, trash and nuisance items. • Provide support to the expansion of the Dream Center, creating opportunity for youth engagement. 4 CDBG 2016 ACTIVITIES PROJECTED SOURCES FY2016 FY2016 FY2016 Entitlement 954,011 954,011 954,011 Program Income 291,629 291,629 291,629 Unexpended Funds 413,387 Total Sources 1,245,640 1,245,640 1,659,027 opose Housing Development Programs: Accomplishments FY 2016 Amendment 1 Amd 2 First Time Homebuyer Program 8 households 40,000 40,000 65,000 Historic Preservation Rehab Grant 2 households 10,000 Homeowner Rehab Program 11 housing units 159,234 159,234 365,790 Housing Code Enforcement 400 housing units 88,140 88,140 88,140 Housing Rehabilitation Services and Staff 358,852 358,852 362,852 Lead Hazard Control Program 3 housing units 30,000 Purchase/Rehab/Resale DREAMS 50,817 50,817 6 Rental Unit Rehabilitation 10 housing units 1 87,424 Housing Totals 697,043 697,043 1,009,206 Economic Development Programs: 0 E.D. Financial Assistance Program 18 low/mod jobs created 0 Harvest Kitchen& Bar 0 Microenterprise Assistance Program 50,000 Economic Development Totals 0 0 50,000 Neighborhood and Community Development Programs 0 Accessible Curb Ramps 12 Accessible Ramps 12,600 12,600 20,742 Information &Referral- Project Concern 3000 people 0 Multi-Cultural Family Center accessability/LMA 13,400 13,400 76,259 Neighborhood Infrastructure Improvements 3 streets, 7 sidewalks 114,124 114,124 47,750 Neighborhood Recreation Program 5730 persons 14,560 14,560 114,124 Neighborhood Support Grants 2000 people 10,000 10,000 20,037 Four Mounds HEART 16,380 16,380 10,000 Senior Center 600 people 11,284 11,284 20,927 Washington Tool Library 450 people 8,710 8,710 12,387 Zoning Inspection/Enforcement 45 housing units 21,820 0 8,710 Purchase of Services 10,076 0 Almost Home 11,744 10,076 Dubuque CommunityY Domestic Violence Program 11,744 Neighborhood&Comm. Develop. Totals 222,878 222,878 352,756 Administration 0 Neighborhood Development Services and Staff 78,319 78,319 78,319 Housing Administration 70,945 70,945 70,945 CDBG Admin. Services and Staff 97,801 97,801 97,801 Administration Totals 247,065 247,065 247,065 Contingency 78,654 78,654 TOTAL CDBG 1 1,245,640 1,245,640 1,659,027 Balance 0 0 5 Disposition Pr s N m orefifliM Ca off' m 1 q 'Pk A C 1 O QO NW p�ct6�PL QE�J ♦ 104 31 1 b W 32ND ST ♦ �e A ♦ � �6. 151 ♦ `h ♦� �ro J �eURyRD ♦ Nc 09tNSt b �a 9tNst � PENNSYLVANIA AVE _ J� OGE ST OD s ti r NLF yy,� 6y\ Disposition Properties-3+verified calls for service Greater Downtown Urban Renewal District Dubuque City Limits i CDBG Eligible Districts , H:\Projects\Enhanced Nei or ods\Housing\DispositionProperties mxd • is 10/1/2015 S ent F°F 3'L b �O S� �v b� QQ �F l�< 9G ■ F E�otNs'C 'v e9tNst C b Petition Property Status _ Completed St g�N Awarded but not Completed �y pVE Pending UNNERS Under Evaluation Greater Downtown Urban Renewal District CDBG Eligible Districts -jects\Enhanced Neighborhoods\HousingP rope rties-PetitionO n ly.rn • 2015 NORTH ac"nt/ band hed� P 6F' OLT N, 00 G Z F m 2.p tp��20 W 32N0 ST �o ♦ - ♦ �� Hwy 611151 ti o Asa PRO r F y PENNSYLVANIA AVE ♦ ♦ ♦> 9tNg'( S UNN ERS AVE ♦ 4 ♦ DODGEST - q`F ti\yyti UacandProblem Properties Identified by Housing(For Legal)(39) ♦ Vacant/Abandoned Homes 2015(Provided to Nikki by Housing)(58) Dubuque City Limits H:\Projects\Enha hb hoo s\Lega si omperties.mxd • O 10/1/2015 THE CRY OF DUB E MEMORA DUM Masterpiece on the Mississippi ) CRENNA M . BRUMWELL, �. ASSISTANT CITY ATTORNEY To; Alvin Nash, Housing & Community Development Director DATE: September 28, 2015 RE: Summary of Activities on Property Condition I am writing to summarize a number of activities I am currently working on which focus on improving conditions within neighborhoods within the City of Dubuque. Petition for Title to Abandoned Properties In the autumn of 2014 the City began using a provision within the Iowa Code (Section 657A.1OA) to petition for title to abandoned property. The City files a petition for title, serves notice on all parties with an interest in the property, and after approximately sixty (60) days a hearing is scheduled on the petition. The City has the burden to prove the property is abandoned under the framework outlined in the statute. A copy of the statute is enclosed. Ideally, when a petition is filed a party with an interest in the property will act to remedy the violations/Issues at a property and the City will not end up with title to the property. However, when interested parties fail to act the City will take title. To date the City has taken title to four(4) properties. The properties are: 595 Angella Street 2525 Windsor Avenue 395 E. 1611 Street 1849 Jackson Street The City has been awarded three (3) additional properties, but the cases are not final yet. The properties are: 607 W. 81h Street 2008 Foye 321 Valeria OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA SUITE 330, HARBOR VIEW PLACE,300 MAIN STREET DUBUQUE, IA 52001-6944 TELEPHONE (563)589-4381 /FAx (563)583-1040/EMAIL cbrumwel@cityefdubuque.org Petitions have been filed and the cases are pending for the following properties: 971 Bluff Street 1025 Bluff Street 1509 Bluff Street 1511 Bluff Street 1589 Bluff Street 1591 Bluff Street Properties are always under review to determine if the property is a good candidate for this process. The City initiates reviews and will also take referrals from community members. Nuisance Tracking The City has begun reviewing data on calls for service, complaints to the City's Citizen Support Center, and issues reported to the Public Works Department. The goal is to identify problem properties where further Intervention or enforcement is necessary to curb issues within neighborhoods. Property Owner Accountability 1, in conjunction with the Housing & Community Development and Building Services Department, will be reviewing the City's ordinance on Vacant &Abandoned Buildings to determine where gaps exist and how gaps can be eliminated. For example, the Housing & Community Development Department is seeking information on similar ordinances within other communities in Iowa while I am researching on communities outside of Iowa and model ordinances provided by professional organizations. The information will be summarized and compared to the current ordinance. I have already identified some definitions used in other communities I believe can have some impact on our work and efficiencies. Housing TIF Opportunities A work group of City staff continue to identify possible housing TIF opportunities and respond to inquiries from developers as to how housing TIF can be used to create funding for both public improvements and low moderate income family housing assistance. Conclusion It is my intent to provide further updates on the above items periodically to the City Council as additional information is available and developments occur within the community. Thank you. OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA SUITE 330, HARBOR VIEW PLACE,300 MAIN STREET DUBUQUE, IA 52001-6944 TELEPHONE (563)589-4381 1 FAx (563)583-10401 EMAIL cbrumwel@cityofdubuque.org 657A.10A Petition by city for title to abandoned property. 1. a. In lieu of the procedures in sections 657A.2 through 657A.10, a city in which an abandoned building is located may petition the court to enter judgment awarding title to the abandoned property to the city. A petition filed under this section shall include the legal description of the abandoned property. If more than one abandoned building is located on a parcel of real estate,the city may combine the actions into one petition. The owner of the building and grounds, mortgagees of record, lienholders of record, or other known persons who hold an interest in the property shall be named as respondents on the petition. b. The petition shall be filed in the district court of the county in which the property is located. Service on the owner and any other named respondents shall be by certified mail and by posting the notice in a conspicuous place on the building. The action shall be in equity. 2. Not sooner than sixty days after the filing of the petition,the city may request a hearing on the petition. 3. In determining whether a property has been abandoned,the court shall consider the following for each building that is located on the property and named in the petition and the building grounds: a. Whether any property taxes or special assessments on the property were delinquent at the time the petition was filed. b. Whether any utilities are currently being provided to the property. c. Whether the building is unoccupied by the owner or lessees or licensees of the owner. d. Whether the building meets the city's housing code for being fit for human habitation, occupancy, or use. e. Whether the building is exposed to the elements such that deterioration of the building is occurring. f. Whether the building is boarded up. g. Past efforts to rehabilitate the building and grounds. h. The presence of vermin, accumulation of debris, and uncut vegetation. i. The effort expended by the petitioning city to maintain the building and grounds. j. Past and current compliance with orders of the local housing official. k. Any other evidence the court deems relevant. 4. In lieu of the considerations in subsection 3, if the city can establish to the court's satisfaction that all parties with an interest in the property have received proper notice and either consented to the entry of an order awarding title to the property to the city or did not make a good faith effort to comply with the order of the local housing official within sixty days after the filing of the petition, the court shall enter judgment against the respondents granting the city title to the property. 5. If the court determines that the property has been abandoned or that subsection 4 applies, the court shall enter judgment awarding title to the city. The title awarded to the city shall be free and clear of any claims, liens, or encumbrances held by the respondents. 6. If a city files a petition under subsection 1, naming the holder of a tax sale certificate of purchase for the property as a respondent,the city shall also file the petition, along with a 2015 Iowa Code 1 verified statement declaring that the property identified in the petition contains an abandoned building, with the county treasurer. Upon receiving the petition and verified statement,the county treasurer shall make an entry in the county system canceling the sale of the property and shall refund the purchase money to the tax sale certificate holder. 2004 Acts, ch 1165, §10, 11; 2010 Acts, ch 1050, §ll, 12; 2013 Acts, ch 30, §261 Referred to in§448.13 2015 Iowa Code 2 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support Following is a status report and/or description of the long-term neighborhood-based City initiatives that are part of the public safety strategic plan. Additional materials in the form of staff memos, maps of relevant data, and other supporting documentation are enclosed. 1. Quality of Life Enforcement Enhanced Neighborhood Support is provided in part through effective enforcement. Quality of life enforcement includes many elements beyond public safety services provided by the Police and Fire Departments. Several City Departments are involved, including: Health Services (nuisance control of weeds, garbage, junk), Public Works (street maintenance/cleaning, garbage/junk/illegal dumping), Housing & Community Development (housing code enforcement, nuisance control), and Planning Services (zoning issues related to vehicle storage and property usage). A series of maps for quality of life enforcement by these City Departments is enclosed. Although quality of life issues are more difficult to measure, together, all of these efforts create enhanced quality of life and add to the perception of security and safety in neighborhoods along with a sense of community pride, high public safety, and a message of non-tolerance of destructive behavior and surroundings. 2. Nuisance Ordinance Enforcement As noted above, the City has stepped up Nuisance Ordinance enforcement by reviewing data on calls for service, complaints to the City's Citizen Support Center, and issues reported to the Public Works Department that occur within a 30-day period for a specific location. The goal is to identify problem properties where further intervention or enforcement is necessary to curb issues within neighborhoods. Application and enforcement of the Nuisance Ordinance and other City Codes also has been a coordinated effort. Outcomes are monitored regularly to determine the effectiveness of these efforts. City staff has been meeting regularly with property owners, business owners, and residents in the Washington, Downtown and Valley View Neighborhoods regarding these issues. 3. Zoning Issues The Planning Services Department focuses on fostering and building partnerships through facilitation of public and private development in and around the city. This activity also includes zoning enforcement — when zoning becomes an "issue". The Zoning Enforcement Officer is focused on responding to requests and complaints in a timely 1 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support and compassionate manner, and working to bring properties into compliance voluntarily whenever possible. Citations and court orders are used when appropriate, however. Zoning complaints are concentrated in residential districts, primarily for improper vehicle storage and illegal/junk/abandoned vehicles. From 2014 through September 23, 2015, the Zoning Enforcement Officer handled 584 total cases and closed 514. Over 375 cases were vehicle related. Enclosed is a map of zoning enforcement during this period. 4. Landlord and Tenant Accountability The Housing & Community Development and the City Attorney's Office are reviewing the feasibility of a policy for holding marginal tenants accountable for their behavior. Complaints of noise, trash, community discord, violence, domestic common space, etc. are the responsibility of all residents living in units common to that space. The policy would fine the total unit for trash, noise and similar nuisance violations. Staff must consider how to deal with tenants and alternative living units on both a short-term and long-term basis; i.e. animals, moving, relocation, medical issues, liability of property. The City also must consider "reasonable accommodation", which means necessary and appropriate modification and adjustments not imposing a disproportionate or undue burden, where needed in a particular case, to ensure to persons with disabilities the enjoyment or exercise on an equal basis with others of all human rights and fundamental freedoms. The Housing & Community Development and the City Attorney's Office also are reviewing the feasibility of a policy for holding marginal landlords accountable, through the removal of rental unit licenses from problem structures. Staff is evaluating: why remove a rental license, wow to remove a rental license, and when to remove a rental license. Below is the outline of the draft policy. Develop a criteria for revoking rental license 1 . Non —compliance with court order for repairs. 2. Flagrant Negligence of Life/Safety Issues by owner. 3. Third response by police on tenant. Owner is not cooperating. Process for revoking of rental license 1 . Notification of date for implementation of revoking or suspending license to owner and tenant. Owner giving appeal rights. 2. Obtain tenant information. A. Number of occupants. B. Lease agreement 2 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support C. Utilities / Credit Rating / Delinquent bills D. Referrals by other landlords 3. Available unit listing 4. Security Deposit Fund 5. Emergency Housing Appeals Board Meeting A. Denial of request B. Granting of request 6. Truck rental re-imbursement 7. Temporary Housing 8. Forced Eviction: would require tenants to move be considered forced eviction by the city. Would we be required to give at least a thirty day notice that before the beginning of a new month? Would we give any assistance to tenants who were part of the reason for the license revocation or suspension? 6. Property Maintenance Code The Housing & Community Development and the City Attorney's Office are reviewing the feasibility of a conversion from the current Housing Code to the International Property Maintenance Code. This is in line with a University of Iowa study that recommended this course of action. Specifically, the report noted: "The IPMC is similar to Dubuque's current code in many ways, but addresses additional health and safety conditions in the home and uses more specific language. Overall, the IPMC would modernize the city's code and apply the most up-to-date health, safety and welfare understanding to existing renter-occupied and owner-occupied properties alike." The current Housing Code has not had a comprehensive overhaul since its adoption in the 1970s. The IPMC is updated every 3 years by the International Code Council (ICC). The Building Services Department and the Fire Department currently use ICC codes. 6. Acquiring Abandoned Properties See Short-Term Action #5 in Part 2 for the City's efforts to acquire abandoned buildings. 7. Commercial building renovations and increased commercial and residential occupancy Since the establishment of the Downtown Housing Incentive Program, 297 quality residential units have been added to the downtown area. This brings a 24-hour presence to a more commercial-centric area of town. Our facade program has improved the aesthetic of the downtown area, with over 30 properties taking advantage 3 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support of this program, bringing historic buildings back to their original look. This program eliminates conditions of blight, encourages revitalization efforts and retains or creates employment opportunities and/or new housing units within the district. This program also addresses building code deficiencies as part of each approved project. Additionally, to enhance and encourage storefront/business opportunities, the Economic Development Department is in conversations with Iowa Microloan, a 501 (c)(3) nonprofit that provides loans of$5,000 to $50,000 to small business entrepreneurs in Iowa if they have a workable business plan but have difficulty in accessing loans from conventional lenders. This micro-finance program can help to address financing gaps for small business entrepreneurs and can be one way of fighting poverty in underserved communities. 8. Results of municipal infractions in court/ways to support City Attorney's Office The City Attorney's Office prosecutes civil citations and simple misdemeanors for events occurring in the City of Dubuque. Violations such as disorderly conduct, nuisances, social host, building and housing violations, and other code violations often affect the perception of safety and the environment in our community and in our neighborhoods. The City Attorney's Office is analyzing ways to most effectively enforce these lower level crimes and municipal infractions. The processes that will be examined for improvement include but are not limited to: increased communication with the City Attorney's Office and other departments regarding properties or individuals frequently involved in disturbances and code enforcement issues, thorough preparation for pre-trial conferences and trials, including past history of violations at the property or against the individual, departmental staff presence at pre-trial conferences and trials, and follow-up at property or with violator after judgment is obtained to ensure that defendants have complied with all court orders obtained by the City. 9. Resiliency grant impact on these neighborhoods In June 2015, the U.S. Department of Housing and Urban Development (HUD) invited 40 states and communities to compete in the second and final phase of the National Disaster Resiliency Competition. The competition will provide approximately $1 billion in funding for disaster recovery and long-term resilience for communities that experienced a Presidentially-declared major disaster in 2011 , 2012, and 2013. Over the past few months, the City of Dubuque has worked with the State of Iowa to develop an 4 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support application for a watershed management approach to control and reduce the effects of extreme rainfall events on the most vulnerable populations within the State. Dubuque's portion of the application focuses on Bee Branch Creek Watershed, which has experienced six Presidential Disaster Declarations since 1999. The series of extreme flooding events, combined with aging housing stock, has contributed to lower housing and commercial property values. This has taken its toll on neighborhood residents. Many homeowners have experienced flooding on such a regular basis that they have fallen behind with repairs, suffer from chronic mold and mildew problems, and live with the residual effects of floodwater. Over the past 14 years, the City has made significant infrastructure investments in a watershed management strategy designed to daylight the Bee Branch Creek and reduce run-off and flash flooding in the flood prone-area. The City of Dubuque's portion of the NCRC application requests $28.1 M in funding to continue vital infrastructure improvements necessary to protect the homes and businesses in the watershed. The application also includes a request for $10.9M to assist with the rehabilitation of homes, rental units, and multi-family housing. This portion of the application is called the Bee Branch Healthy Homes Resiliency Program and is designed to support residential properties that have flood damage from the 2011 storms in the low to moderate income areas of Dubuque that are strategically aligned with and extending to and from the Bee Branch Creek restoration project. The program will combine education and outreach to improve housing, repair damages, and make homes more resilient to future flooding. Each housing unit will undergo an inspection designed to identify the seven principles of a healthy home (dry, clean, pest- free, safe, contaminant-free, ventilated, and maintained), and model resiliency work will address: foundation repairs; foundation raising or shifting to accommodate water levels; water and sewage services; furnace replacement; basement windows; mold and mildew remediation; lead remediation; water heater replacement; soil modification; lateral connection repairs; asbestos; sidewalk and curb cuts; sump pumps; and downspouts. The program will also address individual homeowner's needs to help support a more resilient community through increasing education, awareness, and resources needed to successfully live in an urban watershed. Due to the nature and funding of the grant, assistance will be limited to the areas in orange on the attached map. These are areas within the Bee Branch Watershed that have been identified as most impacted and distressed by the flood of 2011 and also have an identified unmet recovery need. If funded, the Bee Branch Healthy Homes Program will coordinate local partners to integrate the program's resiliency outreach into 5 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support neighborhood-wide educational programs and engagement, including outreach to neighborhood associations, schools, and businesses. The City will continue to provide support through Dubuque's climate adaptation and resiliency work, provide technical expertise, and integrate the program into the development of Dubuque's climate adaptation plan. At the same time, community engagement efforts will engage residents in sustainable living education, target vulnerable or traditionally unengaged populations, and develop partnerships with nonprofit and religious service providers, as well as monitoring health outcomes in the impacted areas. The overall goal is to create a community able to quickly recover from disaster with minimal impact on vulnerable populations. 10. Bee Branch status (permeable alleys, enhanced lighting, security cameras) The Bee Branch Watershed Flood Mitigation Project is a multi-faceted approach to address the severe and frequent flash flooding experienced in the Bee Branch Watershed. Between 1999 and 2011 , six Presidential Disaster Declarations were issued with total damage estimates of almost $70 million. The project consists of several infrastructure improvements that will reduce the volume of stormwater, slow the rate of stormwater through the upper watershed, increase the safe conveyance of stormwater through the flood-prone area, and provide floodwater protection to the City's water treatment plant on Hawthorne Street. The $200 million flood mitigation project will protect nearly 1 ,400 homes and businesses that are prone to flooding and prevent an estimated $582 million in damages over its 100-year design life. Two major phases of the project are currently under construction. Almost one mile of the buried Bee Branch storm sewer is being replaced with a creek and green space similar to the one that traversed the area over 100 years ago. Taking the stream out of the concrete will allow stormwater to move through Dubuque's North End Neighborhood without flooding adjacent properties. To reduce the amount of impervious surfaces, approximately 240 alleys in the watershed will be converted to permeable green alleys. This conversion is expected to reduce stormwater runoff within the watershed by up to 80 percent. To date, approximately 40 alleys have been converted. 11. Effectiveness of Washington Neighborhood Strategy The Washington Neighborhood has been a major focus for reinvestment efforts by the City and our partners. In 2005, the City of Dubuque kicked off Washington Revitalize! 6 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support Our strategy included developing a vision and a neighborhood plan -- starting with a belief that homeownership is a key component. Entitled "Community Assessment and Revitalization Strategies," the plan included a market analysis, land use plan, transportation and human service strategies, all with the aim of accelerating the improvement of the Washington Neighborhood. The enclosed memo from Planning Services Manager Laura Carstens recounts the effectiveness of this plan. A composite map of the plan's neighborhood strategies is enclosed as well. 12. Voluntary Compliance Agreement — affirmatively furthering fair housing There is a Voluntary Compliance Agreement (VCA) between HUD and the City of Dubuque. The Agreement was signed on March 31 , 2014 and represents an agreement for the City to adhere to federal rights laws and regulations, including Title 4 of the Civil Rights Act of 1964 and Section 109 of Title 1 of the Housing and Community Development Act of 1974. Additionally, the City is obligated to affirmatively further fair housing (AFFH) pursuant to Section 104 of Title 1 of the Housing and Community Development Act of 1974. The City of Dubuque receives funds from HUD through the Section 8 Housing Choice Voucher Program and the Community Development Block Grant Program (CDBG). This agreement ensures that these programs, along with other federal funds received by the City continue and will not be negatively affected as a result of this agreement. The agreement involves a close review and changes to our Choice Voucher Administrative Plan, the 5-Year Consolidated Plan, training for staff and volunteers in civil rights and fair housing rules and non-discrimination training with regard to employment and educational opportunities for all citizens. To date, the City is in complete compliance with the VCA and in addition to two training sessions, we have finished changes to the Administrative Plan, the Annual Plan and the Consolidated Plan as required. We have also began efforts to further fair housing with our C.H.A.N.G.E program, Housing Rehab program, FSS and the Circles program. Compliance of this VCA is extremely important to the City of Dubuque and the future of affordable housing in Dubuque but the image of Dubuque being a welcoming and inclusive community. We have an opportunity to make a difference and to further define fairness, opportunity and inclusiveness for the City of Dubuque. 13. Monitor potential for disparate impact As we continue with our neighborhood support activities, we also will be cognizant of the possibility that well-intentioned actions might have unintended negative consequences on segments of our population, particularly around race and ethnicity. 7 Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support We will be using the attached checklist to help us think through potential impacts up front and make adjustments as needed. Human Rights Director Kelly Larson will be available to assist with analysis and questions. 8 par nt Nuisance Re epte! ,nbe-I 1 \ r I N r r 1 1 y 1 1 ♦ 1 is 1� 11 11 ri • 1 IM 11 1 1 11 1� 11 1 1 1 IIr 111 � 1 1t1 1 1 111 11 1 Is 1+ 1 1 11 ♦ 1 11 11 1 11 � l 1 1 1 1 111 1 1 1 1 1 1 11 \ e � 1 � = 1 \ 1 Health Department Animal Complaints (2,614) Garbage weeds/Junk Nuisance (407) 1 Hazardous Materials (2) \ Other(56) Greater Downtown Urban Renewal District f CDBG Eligible Districts Dubuque City Limits A NORTH H:\Projects\Enhanced Neighborhoods\Nuisance Maps\Health NuisancesWAreas.mxd 1 • 10/1/2015 T u Community Deve.1 p Requests ? .� ,Pte nber 1 , 2 r - � r r _ � 1 � i 4 i I i Housing& Community Development - Code Enforcement f \i j Garbage/Weed/Junk \\ � W Other Greater Downtown Urban Renewal District f CDBG Eligible Districts Dubuque City Limits A NORTH H:\Projects\Enhanced Neighborhoods\Nuisance Maps\HousingNuisancesWAreas.mxd 1 • 10/1/2015 T a g & Zoning y Requests pt-ern ber 1 , 2 �S / r i � 7 Greater Downtown Urban Renewal District Planning&Zoning Propertyaoning Enforcement j Vehicle Storage \\ � W Livestock Complaints - Other f CDBG Eligible Districts Dubuque City Limits A NORTH K\Projects\Enhanced Neighborhoods\Nuisance Maps\PIanningNuisances.mxd • 10/1/2015 T b ' Works y Resp ? 1 , 2 r r _ r ' 04 i ti r C—z Greater Downtown Urban Renewal District —� Public Works 1 > ROW/Public Space Maintenance and Cleaning A\ W ■ Garbage/Junk/Illegal Dumping Other f CDBG Eligible Districts Dubuque City Limits A NORTH K\Projects\Enhanced Neighborhoods\Nuisance Maps\Public WorksNuisances.mxd 1 • 10/1/2015 1 T �l1Yl:lPlr.�� J_.j1j!1J fir 0 •o f► • • • • r_ o r0 A • � A 0 e 8 O ca O °c 0 / RtiF o ° °O� CD ° 8° ° 1 � ° O O 1 O O 000 AS O OO °00 8 O O D 000 O 5,n � II + � • GRo0 ° 9 ° z o 0 007Oz 0' ° 51 o° e O e aG 0• O ° O ° 0 �m° 9� � ° ° OSYLVANIA O O °° X° %% d � O° ° _• 0O op0$ � � d 0 �0 o0 ° O e 0 CIO 0 O p g O DODGE O 0 v� o ° V v 0 ° 1' O O • • O Dubuque City Limits i� r OGreater Downtown Urban Renewal District Community Development Block Grant Areas Request Type f,% O Abandoned or Inoperable Vehicle o Animal Related O Illegal Property Use TH6 CITY OF Du�bnq�u¢ O Improper Vehicle Storage n O Zoning Issue DUB E 1IIII� • Othero N • Masterpiece n the Mississippi .,,, HUD National Disaster Resiliency Grant Application — Project Area 52 32 151 61 2 12 20 002 LEGEND za Bee Branch Drainage Basin m Census Tracts 2010 m�.omnv° m ,u, ff] Most Distressed Areas 61 10 Dubuque City Limits 151 • y , _� � ski, ✓� A .. a � Si- Lower Bee Branch Crook Mt A A multi-phased, fiscally responsible investment to mitigate flooding, improve water quality, stimulate investment, and enhance quality of life within the Bee Branch Watershed. The Bee Branch Watershed is the area hit hardest by flash flooding during significant rain events with much more than "just a little water in the basement."Too frequently, it is flooding that inundates water heaters,furnaces, and electrical boxes, and can cause fires. It rushes down streets from curb to curb --stalling vehicles, stranding motorists, displacing manhole covers, and damaging pavement,water mains, and stormwater and sanitary •• • • sewers.The Bee Branch Watershed Flood Mitigation Project is a multi-faceted approach to • addressing the severe and frequent flash flooding experienced in the watershed. The 1 Imagine waiting out i , ii warning with yourof i suddenly, heavy rains produceiii i water starts pouringinto the basement around i li you stay in the basement at the risk of i i i or i i Or go upstairs and risk the tornado? Bee Branch residents have faced this difficult decision. 40 Flood disasters have repeatedly impacted residents and employees of the businesses within the watershed. Between 1999 and 2011, six Presidential Disaster Declarations were issued with total damage estimates of almost$10 million. • The flooding in the Bee Branch Watershed also has had a major impact on public infrastructure and City services both within and outside the flood-impacted area. Direct public 4 sector costs include emergency response activities, street and utility infrastructure repairs, and debris clean-up and removal. The disruption of essential City services and street closures due to flooding and damage also has a negative economic impact on the entire community. 49 9 Based on a 2009 Federal Emergency Management Agency(FEMA)study, 1,313 homes and businesses in the watershed are prone to flooding, including 10 businesses that employ over Streetflooding 1,400 people and have over$500 million in annual sales. • The Bee Branch Watershed Flood Mitigation Construction Project will prevent an estimated TI-8 c $582 million in damages over the 100-year design life of the project and create an incentive DUrry OP B E for individuals and businesses to reinvest in this vital area of our community. Masterpiece on the Mississippi ft, �' l nOts -, Infrastructure mproveme I I I I _ III �` � • �. • V • � 4 I I I j Carter Rd. and W. 32nd St. Detention Basins - Complete The Carter Road Detention Basin,completed in 2004,is located in the northwest portion of the Bee Branch Watershed.An earthen dam approximately 350-feet long by 40-feet high was created to hold back stormwater and slowly release it to allow time for the downstream flood-prone area to drain.The basin can hold 59.3 million gallons of stormwater runoff and is designed to reduce peak flow of runoff during a 100-year rain event by 98 percent. The storage capacity of the W. 32nd Street Detention Basin, completed in 2009,was more than doubled from 15 million gallons to 32 million gallons of water.A combination of wild flowers, prairie grass and wetland vegetation was planted to maximize its ability to retain runoff and reduce flows and volumes to downstream properties. Bee Branch Creek Restoration - Under Construction The Bee Branch Creek Restoration involves replacing almost one-mile of storm sewer with a creek and green space that resembles the one that traversed the area approximately 100 years ago.This"day-lighting"of the buried Bee Branch Creek will allow stormwater from flash floods to safely move through the area without flooding adjacent properties. It is split into two distinct sections: the Lower Bee Branch, completed in 2011, and the Upper Bee Branch which is currently under construction. The Upper Bee Branch is expected to be completed in 2017.The Bee Branch Creek Railroad Crossing which involves the placement of large diameter pipes under the Canadian Pacific railroad yard is scheduled for 2019.The pipes will allow stormwater to drain more efficiently from the Upper Bee Branch Creek to the existing Lower Bee Branch Creek and 16th Street Detention Basin. Impervious Surface Reduction (Green Alleys) - Under Construction Green alley reconstruction focuses on reducing the volume of stormwater in the watershed.Traditional concrete, asphalt, and packed gravel surfaces are impervious.An impervious surface does not allow stormwater to soak into _ the ground. Instead, these types of surfaces create run-off that can exceed the capacity of the storm sewer system contributing to flooding during major rain events.Green alleys feature permeable pavement. Permeable pavement has pores or openings that allow water to pass through the surface and filter gradually into the soil below. In short,the volume of runoff is reduced by allowing stormwater to soak into the ground. To reduce the amount of impervious surfaces, permeable pavement was installed in the Hisoric Millwork District and approximately 240 alleys in the watershed will be converted to green alleys.Twenty-three alleys were completed in 2014 with another 50 planned for 2015 and 2016. The remaining alleys in the Bee Branch Watershed are scheduled to be reconstructed between 2024 and 2038.This conversion is expected to reduce stormwater runoff within the Bee Branch Watershed by up to 80 percent. Storm Sewer Improvements - Planned for 2018 and 2021 To help prevent the effects of flash flooding as witnessed in the past, storm sewer improvements will be made at several locations within the watershed. In 2018, the north end storm sewers between White St. and Elm St.from 25th St.to 30th St.will be expanded up to ten times their current capacity. Stormwater can form what resembles a river on 22nd St.To increase capacity,larger pipes will also be installed from 22nd St.west across Central Ave. In 2021,larger pipes will be installed from EI m St. to W. Locust Street and along Dorgan PI.to safely convey more stormwater from the West Locust Sub-Watershed to the restored Lower Bee Branch Creek. Cost and Funding Funding forthe Bee Branch Watershed Flood Mitigation Project comes from multiple sources including financial assistance from the State of Iowa and Federal government,private donations,general obligation bonds,and funds allocated from the local Stormwater Utility. ■ , In addition to$20.6 million in state and federal contributions, the City is participating in other state funding programs. Through the State Revolving Fund(SRF)program, the Iowa Environmental Commission authorized the City to reallocate$9.4 million that was to be paid in interest on the loan associated with the Water and Resource Recovery Center upgrade project to instead be used to construct more than 70 green alleys in the , Bee Branch Watershed. Also through SRF, the Iowa Finance Authority authorized the City to reallocate$1.4 million that was to be paid in interest on the loan associated with the Upper Bee Branch Creek Restoration to make improvements in the - Catfish Creek Watershed to protect the water quality of the Catfish Creek and prevent soil erosion. Additionally, in December 2013,the project was awarded$98.5 million from the Iowa Flood Mitigation Board in ' the form of state sales tax increment financing*spread over 20 years.This is the largest amount ever awarded to the City of Dubuque and will enable the City to issue debt to implement the comprehensive flood mitigation plan much sooner than previously anticipated at a lower cost to Dubuque citizens and businesses. Infrastructure Improvement Status Cost Carter Road Detention Basin Completed in 2003 $1,076,315 West 32nd Street Detention Basin Completed in 2009 $4,158,589 Lower Bee Branch Creek Restoration Completed in 2011 $21,274,685 Historic Millwork District Complete Streets Completed in 2012 $7,977,311 Flood Mitigation Gate Replacement Est. Completion-2016 $2,099,000 Upper Bee Branch Creek Restoration Est. Completion-2017* $79,223,636 *Railroad Crossing Est. Completion- 2019 Flood Mitigation Maintenance Facility Est. Completion-2018 $5,804,000 22nd St. Storm Sewer Capacity Improvements Est. Completion-2018 $3,906,000 North End Storm Sewer Capacity Improvements Est. Completion-2018 $1,340,640 17th St. Storm Sewer Capacity Improvements Est. Completion-2021 $8,400,000 Water Plant Flood Protection Est. Completion-2023 $4,700,000 Impervious Surface Reduction(Green Alleys) Est. Completion-2038 $57,420,000 Total cost, excluding $197,360,176 interest on debt: Stormwater Utility Fee How will the Bee Branch Watershed Project impact stormwater utility fees? Dubuque's stormwater utility fee for fiscal year 2016 is$6.38 per month for the average single-family home in Dubuque. (Properties that are exempt from property taxes, such as non-profits, only pay 50%of the stormwaterfee, as do low-income individuals.) Due to the costs associated with maintaining the current stormwater management system and implementing the Bee Branch Watershed Project, the City is projecting annual increases to the stormwater utility rate to reach$9.00 per month on July 1,2021. Prior to the state grant program, the rate was projected to rise to$9.00 per month on July 1,2016, and the improvements would have taken 50 years or more.With the state grant,they will be completed in 25 years with most completed over the next seven years.The protection will be provided sooner at a lower cost to Dubuque residents and businesses. Stormwater Utility Fee Schedule: $6.38 $6.81 $7.27 $7.76 $8.29 $9.00 Ci SUSTAINABLE .J DUBUQUE This project supports the Sustainable Dubuque principles of: viable • livable equitable Health Local Foods Community Knowledge ,�� Community _ Reasonable Mobility because we will have a because of its role in �'-"L► Health & Safety because it includes the communi orchard with educating residents and because it will rotect construction of amulti - apple,cherry,and pear stakeholders about disaster nearly 1,400 homes and use trail that will provide trees as well as planters preparedness,community businesses from repeated an integral link to our with asparagus,rhubarb, resiliency,and how to be flash flooding and the existing trail system. strawberries,and herbs. responsible watershed in-home hazards that go residents with it. ' Clean Water Native Plants & 6 Regional Economy Community Design through the use ofthe Animals because we firmly believe because of the original permeable pavement because the design includes this project will encourage 16-member citizen task systems and capturing over 1,000 trees,plants,and investment in the Bee force that recommended pollutants and sediment shrubs and will be a home to Branch Watershed, daylighting the creek and before it reaches the a variety of wildlife including creating employment helped with the project's creek and the river. game fish and birds. opportunities and landscape and amenity increased property values. concepts. WHAT IS 1WATERSHED? A watershed is an area of land thatV drains to the same place. The Bee Branch 1 c Watershed drains . • �, eee Bee Branch Creek. The Bee Branch nch Watershed is • 1i located •� Ir iN the city limits of Dubuque and approximatelycovers WATERSHEDmiles of Dubuque's square miles. This watershed . includes the city's most developed �� 4• L: �`> w ` ` sidents either live or work. �� w "� �S� �� 1 rn.r .;•J • Bee Branch Watershed ,•��; r�,�,��,`�` `� • Bee Branch Creek Restoration Project Area • City Limits so Bee Branch Project Updates To receive Bee Branch Project-related updates and alerts via email and/or text, subscribe to the Bee Branch Notify Me at www.cityofdubuque.org/notifyme. We also invite you to like the Bee Branch Project on Facebook at www.facebook.com/beebranchdbq and/or follow it on Twitter at ®4 wwwAwitter.com/beebranchdbq. For general questions or comments, email beebranch@cityofdubuque.org or call (563) 690-6068. cityofdubuque.org/beebranch I facebook.com/beebranchdbq I twitter: @beebranchdbq I #beebranchbuzz THE CITY OF Dubuque DbrAyl UB E Masterpiece on the Mississippi 1111111 2007•2012•2013 MEMORANDUM TO: Michael C. Van Milligen, City Manager FROM: Laura Carstens, Planning Services Manager SUBJECT: Enhanced Neighborhood Support— 22. Effectiveness of Washington Neighborhood Strategy DATE: October 2, 2015 INTRODUCTION This memo provides the requested response to item 22. Effectiveness of Washington Neighborhood Strategy for the Report to City Council on Enhanced Neighborhood Support. DISCUSSION The Washington Neighborhood has been a major focus for reinvestment efforts by the City and our partners. We were faced with a neighborhood in decline, in the heart of our downtown. In 2005, the City of Dubuque kicked off Washington Revitalize! Our strategy included developing a vision and a neighborhood plan -- starting with a belief that homeownership is a key component— when faced with these demographics for this 55 square block area: • 450 single family and duplex residences • Age of housing: 86% built before 1939 • Residences valued at 44% of city-wide average for single-family homes • Income: 68% population earned less than 80% of area median income • 70% of all housing units were renter-occupied • 47% of all units were occupied by families (related persons) • Renters comprised 95% of all households earning less than $10 000 • 13% housing vacancy rate • Single, female-headed households twice the city-wide rate A neighborhood visioning process was completed in 2007. We defined the problem, did an asset inventory of the neighborhood to identify strengths and potential partners. We recognized importance of "local governance" and saw as a first priority the organization of a neighborhood association to partner with. In 2009, a Citizen Coordinating Committee working with consultants developed a neighborhood plan with strategies to improve three main areas: Economic Development, Families Youth & Education, and Housing. Entitled "Community Assessment and Revitalization Strategies," the plan included a market analysis, land use plan, transportation and human service strategies, all with the aim of accelerating the improvement of the Washington Neighborhood. The plan's composite map of neighborhood strategies is enclosed. This strategic plan serves as a road map for revitalization initiatives and activities in the neighborhood. We targeted church, school and business leaders to be part of the effort. We encouraged a mix of household incomes. We increased investment in public infrastructure. This plan is seeing great success, but has been weighed down in the past several years with neighborhood crime, despite a decline across the city. The Washington Neighborhood Development Corporation (WNDC) formed in 2009 to execute the Washington Neighborhood Strategic Plan with the support of numerous community partners. Its mission was to empower people and revitalize the Washington Neighborhood in a sustainable manner by leveraging public and private resources to promote housing, economic opportunity and human potential. To make the case for neighborhood investment by current and future residents and businesses, consultants met with a variety of stakeholders, including residents, city officials and staff, business owners, realtors, social service agencies, WNDC staff and board members, landlords and school officials. From these conversations came a neighborhood marketing plan in 2012. A 2013 market analysis of the Washington Neighborhood indicates the 55 square block area is primed for growth: • Population has seen a 9% increase since 2009, providing more support for retail • Education attainment levels have risen sharply • Median household income has increased 9% since 2009 • Homeownership has been increasing Other key retail market indicators within the larger Washington Trade Area: • Retail supply grew from $150 million in 2007 to $211 million in 2013. • Retail demand remained steady at about $145 million during this time frame. • The total retail "surplus" (supply being greater than demand) increased from $2.5 million in 2007 to $67 million in 2013. Neighborhood assets include community service and faith-based agencies such as: Multicultural Family Center, Project Concern, Neighborhood Resource Center, Washington Tool Library, Presentation Lantern Center, Operation New View, Maria House, and Dream Center. 2 The financial impact of over $34 million in total City, private, and other investments in the Washington Neighborhood has made possible these additional neighborhood assets: Walgreens, Crescent Community Health Center, Orange Park, Green Alleys, Prescott School, and Engine House No. 1 (with Head Start and wellness center). The Washington Neighborhood's historic buildings, central location and wide range of housing stock provide key assets to build upon. The neighborhood is in the center of Dubuque's urban core and borders the Historic Millwork District, Bee Branch Creek project, and Downtown. Portions of the neighborhood are or will soon be listed in the National Register of Historic Resources. The Central Avenue Corridor is predominantly a mix of historic commercial storefronts and upper story residential. It serves as the Washington Neighborhood's primary business corridor with a variety of retail and service businesses, professional offices as well as vacancies. The Fagade Grant Program is designed to create the financial incentives needed to eliminate conditions of blight, encourage revitalization efforts and to retain or create employment opportunities and/or new housing units within the district. These fagade improvements have the capacity to create an environment for entrepreneurship; business development; and the creation of new jobs. Through continued partnerships with Dubuque Main Street we hope to continue making this funding source available for Washington Neighborhood investors. The Washington Neighborhood is in the heart of the Target Area for the Lead Abatement and Green & Healthy Homes programs, which have brought over $16 million in funding to the community -- not only creating 72 safer, healthier homes, but also providing employment and education to the community. The program engages social services and supports for the impacted households; this targeted approach creates stability in at-risk neighborhoods. Revitalization at Work. From 2005-2012, the City invested $9 million in the Washington Neighborhood, leveraging over $12 million in private investment and over $13 million in other government investments. The Iowa Finance Authority has awarded $1 .2M for promotion of homeownership in the Washington Neighborhood since 2003. There are 50 new homeowners in the neighborhood; 29 properties were converted from rentals or were vacant buildings. Best practices. In addition to the efforts above, the City has engaged in several best practices. In 2014, Global Green provided a Sustainable Neighborhood Assessment. In 2015, the Central Avenue Corridor was the focus of Dubuque's participation in the inaugural City Managers' Design Academy. The City has engaged students at Iowa State University in fagade and streetscape projects in the Central Avenue Corridor. Partnerships. A key partnership between Community Housing Initiatives, Dubuque Bank & Trust and the City of Dubuque has committed $1 .8 to restore housing units in the Washington Neighborhood. Community Housing Initiatives has been working with 3 the City of Dubuque since 2006, and completed the redevelopment of the 36-Unit Washington Court apartments in 2009. CHI has made a long term commitment in the Washington Neighborhood, focusing on the rehabilitation of aging housing stock. This revitalization goes well beyond aesthetic improvements to the built environment. These investments in affordable and market-rate housing and other amenities have benefited existing residents of the Washington Neighborhood and attracted new residents. Many public, private and civic efforts have coalesced during recent years to address community needs and emphasized physical infrastructure with new developments, as noted above. However, the Washington Neighborhood Development Corporation and the Washington Neighborhood Association are no longer in place. Enclosure 4 0 I I • I • • • / I - • I I 1� KI �, rte'•• �� .Q'• '� v ��`� �� , CSA� 7� ;.moi f�; �i1♦ ,�� '� �� 1, ��•�I� '�' OP PW 0 r�� \�, moi,.; �%,i �r',;�►' : iconservation and infill efforts in area east of �I IWhite St,south of 2 St, v • ,� ' � � ��,��r �` :�`, �% :raj � P �� .r'� +�f► C�: �► , A t � �� .�� Points commercial district north of kip ' of Elm St . . the Five POO R��I ' �' �j , 1 v ,. ' ♦ c, - �� • ` ��'✓IVPIand attrac- OMW zs U,Oam ' ► +lam j%� �\� ��.�`� Jam►':�'` � �`��:'% ♦ ��i Establish safe 10 PM- between Pack Site and the Yovide gateway feature along the 16" St corridor to mark the entry into the Washington Neighborhood Provide focal point withi ME Jackson Park to mark the western terminus of the 6" St corridor M MAP , 1 • 1• I nce the .. the /6th St corridor create an attractivei pedestrian-oriented link Enhance connectivity to between CentralAve and l the Historic Millwork Dis- adqjcentPack Site VERB, � trict along Washington St .. rr rr • At- rte8 tell • - - • - rrto rrr r • r I w r - • r r r r r - r l r - r - - r r - - r _ I• •I 1 • 1 1 '"1 1 • "1 • 1 I• •I 1 • 1 • • •" 1" 1 "1 •I • 1 1 "1 • 1 "1 • 1• 1 • _ 1 � • 11• • 1 1 • • I 1 11 "1 • • i • I • 1 1 1 1 1 • 1 1 1 1 1 1 1 • • . � • 1 � 1 _ 1 _ I• •I 1 • 1 • • "1 I • • • I 1 1 .1 1• 1 • • • 1 1 1 1 1 11 1 I 1 • "I 11 1 I • 1 I 1 I• • ' • I 11 • 11 1 1 1 • 1 1 • _ 11 1 1 1 "1 1 • " '• 1 "1 11 I 1 1 1111 • • 1 I I •• 1 1 . I 1 1 1 • I 1 1 1 .1 1• • 1 1 1 • 1 I• •11 • 1 I 1 1 1•" • • 1 Monitoring for Disparate Impact In order to monitor for potential disparate impact of decisions, particularly related to race and national origin, please use this analysis before decisions are made and monitor actual impact as decisions are implemented. The analysis is designed to help us think through how to predict potential negative impacts and adjust our approach to avoid/limit/address those impacts. Step 1: Clarify the Purpose & Key Outcomes Define what the proposal you are analysing seeks to accomplish in terms of key outcomes. Step 2: Involve Stakeholders and Analyze Data Gather information from community and staff on how different communities will benefit from or be burdened by the potential action. Step 3: Determine Benefit and/or Burden Analyze issue for impacts and align to maximize equity outcomes in the community. Step 4: Advance Opportunity or Minimize Harm Develop strategies to create greater equity for affected groups or to minimize unintended consequences. Step 5: Raise Awareness, Be Accountable Continue to communicate with and involve stakeholders. Document unresolved issues. Track impact over time so that you can see who is in fact impacted and if it is disproportionately affecting people of color. Step 6: Report Back Share information learned from analysis and unresolved issues with City Manager and Human Rights Director. Part 4: Community Partnerships - Enhanced Neighborhood Support Following is a status report and/or description of the long-term community partnerships that are part of the public safety strategic plan. Supporting documentation is enclosed. 1. Inclusive Dubuque Please see the enclosed memos from Human Rights Director Kelly Larson with respect to information on the following topics that are related to Inclusive Dubuque: My Brother's Keeper, More diverse city employee base, Department efforts to create mutually reinforcing activities, Equity profiles, and Access to services — as well as the following overview and update on Inclusive Dubuque. An important part of community safety is preventative efforts, including efforts to insure people have what they need to meet their potential. Inclusive Dubuque is a local network of leaders from faith, labor, education, business, nonprofit, and government committed to a common cause: a community where all people feel respected, valued, and engaged. Partners gather monthly to share their perspectives on diversity, equity, and inclusion in Dubuque. Local government plays a role in supporting the Inclusive Dubuque vision in two basic ways. The first is by partnering with other institutions and communities to address larger issues that government alone cannot address, such as how we are doing as a community in effectively delivering education, employment, housing, health, transportation, arts & culture, and safety opportunities in ways that work for all communities within our larger community. To this end, several partners have worked throughout 2015 to develop a Community Equity Profile - an extensive process to discover how diverse groups are affected by various systems in our community. This involved gathering readily available quantitative data from sources such as the U.S. Census, and intentionally supplementing it with community surveys and community dialogue sessions. To date, 60 dialogues have been held with 584 attendees, and 1 ,995 surveys have been completed. Over 300 people have signed up to stay connected to Inclusive Dubuque efforts going forward. Equity profile snapshots for economic wellbeing, housing, education, health, safe neighborhoods, and transportation are available at www.inclusivedbq.org. The Arts and Culture snapshot will be released shortly, followed by a summary report covering all of the areas to be released in November. Next steps will include gathering feedback to develop priorities and outline initiatives moving forward. 1 Part 4: Community Partnerships - Enhanced Neighborhood Support Second, local government plays a role by internally examining our own policies, programs, services, and practices to determine whether the services we deliver are being delivered effectively to all segments of the community and whether we are effectively recruiting and retaining a diverse workforce. In January of 2015, we established an Inclusive Dubuque Core Team within the City organization. The team has met with each department and has identified ways in which the organization is already contributing toward the Inclusive Dubuque vision, and has also identified areas for improvement. The team also is developing an equity toolkit based on a model from the Government Alliance on Race and Equity. We introduced the basic concepts behind the toolkit as part of staff training in August and September, focusing first on departments covered by the Voluntary Compliance Agreement. Next steps will include revisiting departments to develop initial department level plans, prioritizing those with the highest public contact in areas related to the Equity Profile. Inclusive Dubuque held dialogues in June to gather input on Safe Neighborhoods. 95 people attended the dialogues. In addition, 262 people took surveys giving additional input and context to the Equity Profile that will be shared in the community beginning in November. Dialogues were also held on housing, transportation, education, health, economic well-being and arts/culture - all of which contribute to resilient neighborhoods. 2. Equitable Support for Residents Circles Program The Dubuque Circles Initiative is celebrating its 5th year in September, 2015. Overall Program Update Since 2010 the Circles program has hosted 12 Getting Ahead classes, of which 121 participants have graduated. We currently run 2 sessions each year with 12 participants per session. We completed a session on June 16th with 8 individuals graduating that class, 6 of whom will be matched into the Circles process. The Circles Coach has been hosting Bridges out of Poverty Workshops since 2012, reaching out to a total of 1 ,591 community members trained in the constructs of Bridges. Community-wide Bridges workshops are held once a year for the general public through a partnership with National Consultant for Aha! Process, Jim Ott. A community workshop was held on June 11 , 2015 and attended by 195 community members. The Circles Initiative has matched 30 Circles to date. A match includes one low-income family and two to three volunteer allies forming a team of support. Eleven matches have 2 Part 4: Community Partnerships - Enhanced Neighborhood Support completed their commitment and met the goals set. Six ended their commitment early due to relocation or work commitments. The Circles Coach is currently working with 13 matches and 6 new ones are in process. This includes 33 allies within the matches. Each team works on a specific track that will get them to prosperity; it is either employment driven or education driven. We have designed a new strategy that intentionally gets the teams focused on their goals through a 5 phase process: Assess, Address, Obtain, Maintain, Sustain. The City funds the Circles Coach position by utilizing City Funds along with funding from the Community Foundation of Greater Dubuque through a partnership with Project Hope which provides funding from Dubuque Works. The Initiative also receives support from the community and closed the fiscal year with donations totaling $14,394.79. This model has been reviewed by the national CirclesUSA model during their annual conference and has received positive feedback by other sites who would like to pilot it as well. Weekly Circles Meetings Update Circles hosts community engagement meetings every Tuesday night at Prescott Elementary School (approximately 50 meeting per year) with an average attendance of 34 community members on any given Tuesday night (this average does not take into account children, meal providers, guest speakers and Getting Ahead participants). These meetings are organized by the community through the support of a Circles Guiding Coalition. Agenda, meals and childcare are provided as a part of these meetings. We maintain 5 teams (committees) of the Guiding Coalition with 20 volunteer members. In 2014 we recorded 3,312 volunteer hours put into the efforts of the Circles Initiative; this often does not reflect the one-on-one time spent together by the matched Circles as they work on goals. From January-June 2015 we logged 1 ,648 volunteer hours. Meals are donated by the community each week with an estimated value of $7,500410,000 invested into the program annually. Community meeting partnerships established for the second quarter of the 2015 calendar year include Inclusive Dubuque with the equity profile, Iowa State Extension with the Juntos program, Iowa Farmer's Market, John Deere, Clarke College, North East Iowa Community College and City of Dubuque Sustainability grant. Family Self-Sufficiency 3 Part 4: Community Partnerships - Enhanced Neighborhood Support Family Self-Sufficiency is a program that uses stable housing as a platform for participants to make long-lasting sustainable change in their lives. FSS Coordinators work one-on-one with families to create an individualized training and services plan, and over the course of the five-year contract, connect families to resources in the community to help them achieve their goals and gain economic self-sufficiency. Since January 1 , 2015, we have served a total of 136 participants As of September 30, 2015 we have 106 families participating 0 Of these 106 families, 65 of them have a combined escrow balance of about $112,863 0 One of our current participants purchased a home that was rehabbed through our Neighborhood Revitalization program. He qualified for the Washington Neighborhood incentives through NR, as well, and is utilizing our HCV Homeownership program. Since January 1 , 2015, 6 families have completed their contracts and graduated. 0 All of the graduates earned escrow (highest = $7,137.80; lowest = $949.69) 0 Total escrow payout from these 6 families was $28,681 .65 0 One graduate used her escrow for a down payment on a home in September, and is no longer receiving housing assistance. 0 One graduate purchased a home in April 2014 with HCV Homeownership assistance, and had used an Interim Escrow Withdrawal to purchase a vehicle to commute to work. 0 One graduate used their escrow to pay off court fines to release her driver's license and is now driving for the first time in 4 years. Since 1997, we have graduated 98 families from FSS 0 Combined escrow payout of$276,506.61 0 17 of the 98 graduated in FY15 & thus far into FY16 0 Average earned income of graduates increases 651 % during their time on FSS Dream Center The Dubuque Dream Center was formally established on July 23, 2013, and opened the doors for services and programs on September 22nd. The Center provides structured programs and activities where youth and teens build relationships with caring adults, have a safe place to belong, and participate in value driven programs and activities in the downtown area of Dubuque, Iowa. All programs and activities offered at the Dream Center have volunteer or staff leaders that have committed to In Your Life Mentoring, a strategy to impact lives through genuine relationships with youth and their families. Currently the center serves about 100 kids. Enclosed is a brochure about the Dream center's "In Your Life" Mentoring Program. 4 Part 4: Community Partnerships - Enhanced Neighborhood Support Jobs programs/Opportunity Dubuque Project HOPE, NICC and the Dubuque Community Schools have partnered to support Re-engage Dubuque. In the past 12 months 98 students, ages 16-21 who left school without graduating have been reengaged. 30% were students of color and nearly all of the re-engaged students are experiencing poverty. Project HOPE, NICC and Iowa Works are developing a targeted workforce pathway strategy to ensure more adults and opportunity youth are school and work ready. Project HOPE is partnering with Operation New View to increase participation in the Earned Income Tax Credit program beginning in 2016. Every Child, Every Promise (ECEP) partnered with the Dubuque Y and Dubuque Community Schools to support Summer Academy 2016 serving 220 at-risk readers in grades K-2. ECEP partners with Dubuque Community Schools and dozens of other nonprofit providers to provide high-quality afterschool programming at two Title 1 Middle Schools (Washington and Jefferson). More than 500 students take part in the program from September thru May each year. Below are the statistics for Opportunity Dubuque 359 students accepted 2012: 88 2013: 157 2014: 52 2015: 62 311 students graduated 92% graduated 2012: 85 2013:134 2014: 19 2015: 18 (19 in training) 235 contacted graduates employed OR continuing education 96% Campaign for Grade Level Reading AmeriCorps Partners in Learning was awarded a 3 year federal grant fully focused around the Campaign for Grade Level Reading. The grant year began in the Fall 2014 and will run until Summer 2017. In partnership with the Dubuque Community School District (DCSD), 27 AmeriCorps members were trained on the District's reading inventions and strategies and placed at 11 of the DCSD's elementary schools. AmeriCorps members tutored 1 ,041 K-3rd grade students during the 2014-2015 school year. They tutored 544 students 30 times or more. The students who worked with AmeriCorps members 30 times or more are the students who worked with AmeriCorps consistently and whose data we assessed. Out of the 544 students, 362 students (67%) improved their Composite Score from the Fall 2014 DIBELS to the Spring 2015 DIBELS. Other impactful data shows that 96% of the 544 students AmeriCorps tutored consistently attended school 90% of the time or more. School attendance is a critical piece to the equation in regards to reading proficiently by grade level. 5 Part 4: Community Partnerships - Enhanced Neighborhood Support Our AmeriCorps/Leisure Services Summer Reading Program was piloted in Summer 2014 at 4 parks. The Summer Learning AmeriCorps VISTA housed at Leisure Services developed a curriculum of STEAM (Science, Technology, Engineering, Arts and Math) literacy activities and reading used at 8 playgrounds during the Summer of 2015. The program was called Playground Explorations. The program was implemented by the Leisure Services Playground staff, AmeriCorps members and other relevant community partners. Every Child Every Promise (ECEP) partnered with the Dubuque Y and Dubuque Community Schools to support Summer Academy 2016 serving 220 at-risk readers in grades K-2. St Marks Youth Enrichment also ran a summer reading literacy program. Free Little Libraries were built, donated and placed at all the City of Dubuque Fire Stations. The promotion of these libraries led to the Dubuque community to more being placed throughout the community. Currently there are 26 Free Little Libraries. That number grew based on the work of Leisure Services AmeriCorp VISTA's promotional work. It places libraries in neighborhoods across the city where the public can place and/or take books 24 hours a day. AmeriCorps members support summer programming at the Carnegie Stout Public Library, Multicultural Family Center's Future Talk Program, Leisure Services Playground Reading Program, Dubuque Community School District's Summer Literacy Program and St. Mark Youth Enrichment. AmeriCorps trained 24 members and placed them at these summer partner organizations. A book drive was sponsored by AmeriCorps VISTA members that led to 6,949 books being donated and redistributed to 711 homes in need to build their own personal libraries. The Dubuque Community School District is in full swing of their attendance awareness campaign. A mid-point assessment for Dubuque's work on the Community Solutions Action Plan (CSAP) was recently submitted to the Campaign for Grade Level Reading by the Greater Dubuque Community Foundation. HEART Program The Housing Department's partnership with the Four Mounds HEART (Housing Education and Rehabilitation Training) Program will continue to prosper, modeled on the HEART project initially funded with an IFA Trust Fund grant in 2004. This program rehabilitates dilapidated housing with students from the alternative high school/behavioral classroom providing the labor and obtaining training in the following areas: masonry, carpentry skills, welding, painting, lead remediation, deconstruction, minor home repairs, etc., for academic credit. HEART students worked on several City homes in the neighborhood throughout the year and is currently working with CHI 6 Part 4: Community Partnerships — Enhanced Neighborhood Support properties. To date, HEART has partnered with the City and CHI on twenty-six properties. Reengagement Center Project HOPE, NICC and the Dubuque Community Schools have partnered to support Re-engage Dubuque. In the past 12 months 98 students, ages 16-21 who left school without graduating have been reengaged. 30% were students of color and nearly all of the re-engaged students are experiencing poverty. Studem Re-engaged and Enrolled j rr Peenppatl s n ee aprn .. �MWreiMe prrprcn,or .aw�aaa� n tie w na Before/After School Programs Leisure Services offers after school programming at Prescott, Lincoln, Marshall and Fulton Elementary Schools from 3:30-5:45 p.m. free of charge to all participants. The programs are currently serving 109 children. Additionally Leisure Services offers After School Sports programming at each of the elementary schools. This means programming in all neighborhoods throughout the city. The sports include flag football, volleyball, basketball and track. The program in 2014-15 school year served 1137 children. ECEP partners with Dubuque Community Schools and dozens of other nonprofit providers to provide high-quality afterschool programming at two Title 1 Middle Schools (Washington and Jefferson). More than 500 students take part in the program from September thm May each year. Multicultural Family Center and Leisure Services provides programming for LEAP program participants.ln the community before and/or 7 Part 4: Community Partnerships - Enhanced Neighborhood Support after school type programs are offered by the YMCA, Dream Center, Boys and Girls Club and more. Transportation The neighborhoods shown in the map are the residential areas most frequently served by public transportation through Jule Transit. These neighborhoods have bus service every thirty minutes and are areas with high transit demand and ridership. Bus stops are located every two to four blocks based on accessibility of curb areas. Jule Transit service was increased in these areas in January 2014 during the route restructuring. Future plans include capital improvement program (CIP) requests for solar-powered, push-button bus stop lighting and on-stop seating in areas with sufficient space for the additional infrastructure. Because of the need and demand for transit in these neighborhoods, when route changes are considered, negative impacts to residents of these neighborhoods including connections to job opportunities and medical appointments in other areas of the city are avoided. Neighborhood Recreation Opportunities The Leisure Services Department offered 898 recreation programs in Fall 2014 through Summer of 2015. All non-contractual programs are eligible for a 50% reduced rate for those low income families who qualify. In addition to these programs, the Department also provides free; After School Programs at Lincoln, Marshall, Prescott, and Fulton Schools, neighborhood programs and open gyms at Lincoln and Prescott Schools, 18 Summer Playgrounds sites, and a neighborhood Playtime for Tots 3 year old Preschool Program at Comiskey Park. The largest program is the summer playgrounds which are offered free. This program has been modified over the last 2 summers to infuse learning skills (reading, math, science, engineering, etc.) throughout the summer. In 2015, this 8 week program served 982 children between the ages of 7 and 13. Of these 982 participants 631 were in lower income neighborhoods. Staff is constantly working to improve the current programs as well as develop and search out new ideas on programs for those children who need it most. Park Maintenance Renovation In the current FY2106 budget, $367,000 is budgeted for renovation of Comiskey Park. Currently in FY2020 there is $250,000 budgeted to add restrooms to Jackson Park. Neighborhood Beautification 8 Part 4: Community Partnerships - Enhanced Neighborhood Support City continues to support neighbor initiated efforts to beautify their neighborhoods. These efforts are supported through the Neighborhood Grant Program, planning and organizing support, and connecting residents to other volunteer resources. Beautification efforts have included numerous neighborhood clean-ups, yard clean-ups, flower planting, community gardens, murals, and park improvements. Multicultural Family Center The primary goal of the Multicultural Family Center (MFC) is to be a location for, and a model of multicultural learning in the Dubuque community. They pursue that goal by sponsoring events that showcase Dubuque's diversity, celebrations of culturally significant days, programs that teach culturally distinct content and programming that promotes long-term learning. A sampling of activities over the last months have included Taste of the World, Spice Cultural Cooking Nights, Cinco De Mayo, Multicultural Holiday Celebration, Marshallese Constitution Day, Juneteenth, India Independence Day, Dia de los Muertos, Hip hop dance, Capoeira, Salsa dance, Spanish language classes, Future Talk, and Teen empowerment including teen night and mentoring. Additionally the MFC staff works with cultural groups and organizations such as NAACP, LGBTQ+, LULAC, DACU, AA, Black Men's Coalition, Inclusive Dubuque, Coalition for Non-Violence, faces and voices, AMP and more. MFC volunteers prepare used computers that are redistributed to families in need of technology. Last year over 300 volunteers donated their time and talents, contributing thousands of hour to the MFC and its efforts. The mission of the Multicultural Family Center is to empower all families and community members to reach their potential and build unity out of diversity. The City pays for staffing, all costs related to the building, and provides background checks for volunteers. The Board works with programming and fundraising for those programs and activities. Crescent Community Health Center Since October 2006, Crescent Community Health Center has been implementing the Federally Qualified Health Center (FQHC) model to provide health and dental care access to the uninsured and under-insured populations within the Dubuque community and surrounding area. Every year as the number of patients and patients' visits continues to grow, Crescent continues to be a needed service, not only in the Washington Neighborhood, but throughout the city of Dubuque. As Crescent begins planning for its 10th year anniversary in 2016, the Board of Directors is embarking on a strategic planning process that will also include the facility's master planning process. 9 Part 4: Community Partnerships - Enhanced Neighborhood Support Crescent has expanded to include health and wellness services in the Engine HouseM/ellness Center at 18th St and Central Ave, along with moving their finance and support services to facilities in the Lamar building on Elm St in order to provide more space for expanding patient care. With the Affordable Care Act (ACA), health care access and availability is rapidly changing along with patient outcomes and costs. Crescent is proposing nine new staff positions to accommodate new patients, ACA compliance rules, and most importantly, outreach and enrollment for access to healthcare for the entire community. Public Health Specialist Mary Rose Corrigan will be working with Crescent to develop Key Performance Indicators (KPIs) for measuring impact on neighborhood and community initiatives to improve public safety and quality of life. 3. Crime Stoppers or other way to solicit citizen crime information (Dispatch non-emergency number, Signage, City website) Crime Stoppers is one source for citizens to submit tips. Since 2003 there has been an average of 72 tips submitted each year. The frequency of the tips usually depends on the publicity of the crime. As an example, Dubuque County Sheriffs Office Sergeant Dave Boardman, the local coordinator, advised Police Chief Mark Dalsing that the publicity around criminal mischief at Eagle Point Park resulted in the highest number of tips in any given month. Please see Communications response developed by the Public Information Office under Short-Term Action #7 for more information. 10 L Board of Directors i> Robert Kimble, REAM Board President and d Dream Center _ Executive Director C E N T E R 2014-2015. Chris Peterson Secretary IN YOUR LIFE New Programs MENTORING Dream Team girls dance program Impacting Youth serving over 25 girls K-8«grade Strengthening Families Dubuque Dream Center Boxing Club JaySchiesl Building Commumn l serving 12 boys and girls 6th-12� Treasurer grade Dream Center Youth Choir serving 15 girls and boys K-5th grade Girl Scout Troup at Dream Center serving 8 girls K-5th grade i f Dream Center boys introduced to baseball through partnership with Dubuque Pony League Dubuque Dream 1600 White Street Dubuque, IA 52001 Tel 563.258.1886 rkimbledreamcenter@gmai1.com In Your Life Mentoring 2-Year Goals • Adopt six Dubuque Schools that serve at-risk The Dubuque Dream Center strategy To Impact youth grades K-8th grade. Youth and Strengthen Families begins with our In Your Life Mentoring System. • Serve 200 youth through In Your Life Mentoring philosophy. On the foundation of genuine relationships, In Your Life Mentors are strategically connected DIVERSE • Provide expanded summer programs and around an individualized plan to provide a child services for youth served. Weare intentional in recruiting mentors that reflect with the assets they need to be successful in the community we serve. • Solidify adequate staff and volunteers for school and life. In Your Life Mentoring is service capacity. connecting caring adults to positively impact RELATIONSHIPS youth. • Pursue partnerships for shared or available We seek to recruit 50%or more of our mentors who resources. The Dream Center long-term vision includes are IN(Engage)the community. holistic initiatives to benefitthe entire • Renovate Dream Center building and space community. However,for our first 3-5 years we EDUCATION for service capacity. will initiate our vision to impact youth. We expanded our academic center to assist • Secure reliable transportation, including two This brochure highlights our D.R.E.A.M.Center In participants in completing homework assignments, 15-passenger vans. Your Life Mentoring system and outcomes for receiving academic assistance, and participating in 2015. character development curriculums. Ouracademic • Secure sustainable income. center coordinator works with the Dubuque • Introduce activities, leadership,and Community Schools to develop an individualized volunteer opportunities to at-risk high school academic development plan for each participant. students. m ACTIVITIES Our goal is to decrease the number of unsupervised Top Needs for 2015 youth in our community, provide them with quality / activities that instill character and motivation 't towards academic achievement,and connect caring Transportation adults in the child's life through our activities. Additional staff and volunteers Gym renovation MISSION DRIVEN Building repairs, renovations Our goal is to recruit and assess mentors who are Academic Center technology mission driven.Connected caringadults who are unified in purpose can transform a community. N-svx-xe.4 4 CHI Expenditures to date: $1,071,000 City Expenditures to date: $200,000 Total City Contribution: $500,000 • ' , Irlricrryov DUB ns• • Dubuque Top 1 1 SUSTAINABLE CITIES • 1 1 INSTITUTE' 1 at the National League of Cities 1 ■ ■ ■ SUSTAINABLE CITIES 1111 INSTITUTES" 111111 at the National League of Cities Di_ REPORT Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sustainability Forward In a time when every penny counts, local governments often struggle to implement sustainability programs because of concern over the lack of both capacity and funding. This issue hits home for small and large city governments alike. However, while budget and staffing issues are no doubt a reality for sustainability offices throughout the country, many cities have developed effective and creative workarounds to this issue using strong partnerships to catalyze, promote, implement and maintain sustainability projects. "Where there's a will there's a way" — and partnerships are key to finding the way. Partnerships are an untapped (or under -tapped) asset in most communities. Those communities who have effectively utilized their local and regional partners — whether it be local businesses, faith -based organizations, non-profit organizations, or schools — have found that the reward is two -fold. First, these groups are likely comprised of the very stakeholders that a city's sustainability initiatives are trying to engage. Second, such groups often have a longstanding history and connection with the community. Therefore, they provide invaluable access to harder - to -reach populations, as well as an on -the -ground outreach capacity that is critical to moving any sustainability initiative forward. Partners can provide the local knowledge that is critical to sustainability initiatives, the capacity to implement sustainability programs and the leverage that is necessary to get the community at large on board. This report examines the critical role that partnerships play in moving sustainability programs and initiatives forward in the City of Dubuque, Iowa. "Pm often asked by visitors and leaders from other communities, 'What is Dubuque's secret? What's the key to your success?' As simple as it sounds, it's partnerships. From our resurgence from the recession of the 1980s, to the revitalization of our riverfront and downtown, to our grassroots commitment to sustainability, one element has been constant — the public/private partnerships we have cultivated locally, regionally and nationally. To this day, we are focused not on whose idea something is, but rather, how we can work together to turn a good idea into reality." -Roy D. Buol, Mayor, City of Dubuque, Iowa WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 1 111 SUSTAINABLE CITIES 1111 INSTITUTE`'"®®1• at the National League of Cities tie gediicala l n o 11a The Sustainable Dubuque Initiative CITY AT A GLANCE Dubuque is a viable, livable, and equitable community. We embrace economic prosperity, social/cultural vibrancy and environmental integrity to create a sustainable legacy for generations to come. -City of Dubuque's sustainability mission statement Population: 58,234 Mayor: Roy D. Buol Program Timeline: 2006 - present Keywords: sustainability, partnerships www.sustainabledubuque.org Partnerships are nothing new in the City of Dubuque, Iowa. In 2005, when Mayor Roy Buol ran for office (after ten years of serving on the City Council), he based his election platform on a motto of "engaging citizens as partners." As part of his campaign, he went door-to-door, trying to identify residents' most pressing needs. What he found was a consistent theme revolving around the principles of sustainability; topics such as investment in the city's downtown, access to the Mississippi River, open space, and public transportation were consistently brought up. In 2006, at Mayor Roy Buot's urging, the City Council adopted sustainability as a priority. Soon after, the City Council created a forty member citizen taskforce to develop a relevant definition of sustainability for the city, as well as a vision statement and guiding principles for action and implementation. The collaborative, community engagement process included a variety of stakeholders, extensive community meetings, surveying and presentations to local residents and businesses.' After two years, the City Council adopted Sustainable Dubuque as their guiding initiative. Defined by three themes - environmental and ecological integrity, economic prosperity, and social and cultural vibrancy - the initiative outlines 11 guiding principles for building a sustainable city. 1 To read more details about the engagement process, read "Creating the Sustainable City: A Community Engagement Strategy That's Working." Cori Burbach, with support from the McGraw-Hill Research Foundation. 2012. 2 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved "One of the core principles of our community and our local government revolves around the concept of planning, partnerships and people. The Mayor and the City Council have always recognized that you'll get the best results if you partner with people in the creation of the plan and the implementation of the community's ideas." -Mike Van Milligen, City Manager, Dubuque, Iowa Since the creation of Sustainable Dubuque in 2006, the initiative has gained the support of citizens and businesses within the city and throughout the region. In the last several years, the city has even gained international recognition for its work in the sustainability arena. This report highlights the critical role that partnerships have played in the success of Sustainable Dubuque. Through in-depth interviews with various local and regional partners, the report aims to shed light on similar types of partnerships that other cities could engage in, appropriate strategies to bring in partners, and creative ways to leverage partners' resources and assets in order to successfully implement a city - led, community -supported sustainability initiative. For the City of Dubuque and its numerous partners, the hope is that this report reflects the tremendous energy and work that has gone into building successful relationships, and serves to inspire future partnerships. "Sustainability means something different to everyone in Dubuque. My job is to help residents, businesses, non -profits and schools connect to our ultimate vision of creating a more sustainable legacy for generations to come in whatever way is right for them. Sustainability does not live in one office in City Hall, but in each home and business in Dubuque." -Cori Burbach, Sustainable Community Coordinator, Dubuque, Iowa The report consists of six case studies that highlight successful partnerships between the City of Dubuque and various stakeholders. Each case study provides background on the organization involved, the level and type of engagement the organization had with Sustainable Dubuque and specific lessons that other cities may find useful when looking to engage in similar types of partnerships. The case studies highlight the following organizations within the City of Dubuque: • The Greater Dubuque Development Corporation (private, non-profit corporation) 9 East Central Intergovernmental Association (council of governments) • Sustainable City Network (private sector) • Community Foundation of Greater Dubuque (community foundation) ® Green Vision Education Program (K-12 schools) e IBM (private sector) While each case study includes recommendations on how to engage a particular type of partner organization, the report also concludes with a summary of common lessons learned from across the multiple partners on strategies to progress sustainability in a community. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 111 SUSTAINABLE CITIES 11 ■ INSTITUTES" 1111•111111 of the Notional League of Cities Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sust GreaterD Partner Type: Private, Non -Profit Corporation www.greaterdubuque.org/ BACKGROUND The Greater Dubuque Development Corporation, a private, non-profit corporation, was founded in 1984, when the City of Dubuque was still recovering from a recession that had hit the city, and many others, a couple of years prior. In 1982, roughly one-quarter of the city's population worked for the John Deere plant or the Dubuque Packing Company; by the end of the recession, when John Deere was forced to lay off many of its employees and the Dubuque Packing Company closed, Dubuque had one of the highest unemployment rates in the country.' In response, community leaders decided to create a "big tent" organization with institutional representation from a variety of stakeholders in order to develop a strategy to help the city recover, as well as consistently identify opportunities to ensure that the city would not face similar economic challenges in the future. From its beginnings, Greater Dubuque Development has had representation from the public and private sectors, including city and county officials, chief executive officers of local and national firms with a presence in the city, university representation, unions, non-profit organizations and residents. Today, guided by a forty member board, Greater Dubuque Development's mission is to create a more sustainable regional economy through business retention and expansion, workforce solutions, new business recruitment and retail expansion. By supporting the idea that Dubuque is a place where people can comfortably live, work and play, Greater Dubuque Development recognized an opportunity to make the city attractive to the range of workforce talent that could support existing companies as well as attract others to the city and surrounding region. Since 1992, the number of jobs in the Dubuque metropolitan statistical area (MSA) has grown from 37,000 to 58,000, and the region has developed a vibrant, diverse economy that includes manufacturing, insurance and IT services. Greater Dubuque Development has been involved with Sustainable Dubuque since Mayor Roy Buol and the City Council adopted it in 2006. The The Sustainable Dubuque Initiative's Guiding Principles Environmental Integrity o Healthy Air e Clean Water Native Plants and Animals Economic Prosperity Regional Economy • Smart Energy Use Smart Resource Use O Community Design Social/Cultural Vibrancy • Green Buildings • Healthy Local Food • Community Knowledge • Reasonable Mobility 1 "Dubuque: Past, Present, and Future." Mike Van Milligen. 4 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved organization was instrumental in identifying a contracted service provider to help the city coordinate with external entities, such as IBM. Greater Dubuque Development's involvement ensured that the service provider hired would represent business and industry priorities as well, ensuring broad-based support. As a result, Sustainable Dubuque has been a team effort between public and private entities from the very beginning, and it is widely acknowledged within the community that Sustainable Dubuque has moved forward much more quickly with the support of local businesses than it would have otherwise. Apart from serving as an active stakeholder in decision-making processes around city sustainability, Greater Dubuque Development also runs the Dubuque Innovation Consortium. Created in 2010, the Consortium brings together small and large companies in the greater Dubuque area that are interested in incorporating sustainability into their operations and business models. Renewable energy, software development and energy conservation companies are some of the types of businesses represented in the Consortium. Currently, the Consortium consists of 20 employers who meet on a regular basis, sharing best practices for integrating sustainability into private sector operations. These employers share their expertise in greening operations with interested local businesses through seminars and private workshops. For example, Crescent Electric Supply Company, one of the nation's largest electrical wholesale companies, used internal expertise on energy savings to host a series of seminars to demonstrate the return on investment from switching to energy efficient light fixtures. OUTCOMES ND KEY !1 E SSOiNS "Sustainability is a hook, a brand, to attract talent of any age to your community- it helps us attract that talent and it helps us be a better community. It gives us a blueprint for long-term planning." -Rick Dickinson, President & CEO, Greater Dubuque Development Corporation recognizable brand, retaining a talented Today, the Greater Dubuque Development Corporation's most pressing question is the following: "Where do you find talented workers to replace the baby boomers who are retiring?" In response, the organization has identified sustainability as a key priority that makes business sense. Sustainability workshops help to strengthen local initiatives, saving companies money in the long-term. Additionally, creating and nurturing an ethos around sustainability provides the city with a helping to support Greater Dubuque Development's mission of attracting and workforce by creating a high quality of life in Dubuque. Key Lessons Learned: • Dubuque has ensured that its sustainability initiative was a public-private effort from very early on in order to ensure broader community support. The leaders of business and industry were heavily involved in hiring talent/specific coordinators for the city's sustainability initiative, ensuring that city employees and contractors are able to actively represent business interests as well as public interests. Dubuque has created a unified brand for the city to attract and retain a talented workforce, as well as attract new companies to the region. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 5 A INN SUSTAINABLE CITIES • 1 I INSTITUTE' ®- , ® at the National League of Cities East Central Intergovernmental Association Partner Type: Council of Governments www.ecia.org/ BACKGROUND The East Central Intergovernmental Association (ECIA) is a council of governments (COG) that was created by the State of Iowa in the mid 1970's to help manage state programs at the regional levet. ECIA is committed to working with member governments, their citizens and others to empower eastern Iowa communities and enhance the quality of life in Cedar, Clinton, Delaware, Dubuque and Jackson Counties, and serves as the metropolitan planning organization (MPO) and the regional planning authority (RPA). ECIA is a facilitator for local governments facing similar problems to cooperate in finding solutions. Through ECIA membership, local governments share resources they could not afford individually. Through this dual rote as an MPO and an RPA, ECIA helps cities comply with state and federal regulations including, but not limited to housing, community development, water and sewer services, flood recovery, public transit services and economic development. ECIA also helps pool together resources and share best practices amongst the various jurisdictions. The organization serves as an extension of local government staff, continually identifying ways to support local governments' efforts. "Working with the City of Dubuque is a way for our staff to learn from their various programs and take best practices out into the larger region." - Candace Eudaley, Assistant Executive Director, East Central Intergovernmental Association an energy efficiency revolving loan fund The PcyceA Because the Dubuque metro region is the largest in the five -county area, it often serves as a demonstration of what is possible in other jurisdictions. To this end, collaboration between the City of Dubuque and ECIA has mutually benefitted both groups in progressing the sustainability work in the city and the larger region. ECIA is involved in a variety of projects, from a green business certification program to managing for the City of Dubuque. ECIA operates a regional economic development group that helps businesses in the region thrive. This group created The Petal Project, a voluntary green business certification program focused on greening internal operations, reducing environmental impact and saving money for businesses. 6 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved While the intention of The Petal Project is to eventually become a regional green certification program, ECIA began a pilot process with businesses located in the City of Dubuque in 2009. In the city, ECIA used a variety of small and large businesses to determine which metrics were most The relevant, eventually creating a "five -petal" program focused on staff education, energy conservation, pollution prevention, waste reduction and water conservation. Similar to other green certification programs, ECIA offers a step-by-step process, tools and resources to help companies achieve certification. Once a company believes they have earned all five petals, they are reviewed, certified and asked to commit to maintaining green business standards with an annual recertification visit. Project The Petal Project has had tremendous success in Dubuque, with seven businesses completely "petal -certified" and another 22 businesses participating. With a culture of sustainability already established in the city, ECIA had little trouble identifying a range of participants, from banks and bookstores to healthcare providers and universities. Businesses in Dubuque join The Petal Project for various reasons, including tangible cost -savings, branding that helps promote their business, and knowledge that they are contributing to Sustainable Dubuque. For ECIA, the hope is to utilize the lessons learned in the City of Dubuque and expand the program to the larger five -county region that they serve. Dubuque Regional Smart P..an ng Consortium In 2011, the State of Iowa encouraged communities to apply for a grant that would help them develop a plan to guide future development using Smart Planning elements and principles adopted by the state. While several cities in Iowa chose to apply for the grant independently, community leaders from Dubuque County and the seven largest cities within the county recognized the value in applying as a Larger entity. As a result, they received the grant and formed the Dubuque Regional Smart Planning Consortium to aid in the planning and implementation of the "Regional Smart Plan" process. The group plans to use not only the state's Smart Planning principles as a guide, but also incorporate the City of Dubuque's 11 sustainability principles and the watershed planning principles developed by the Dubuque Soil and Water Conservation District. The goal is to work together to create a regional vision and goals that will then be incorporated into local planning documents, policies and ordinances. In its role as an MPO and because of its regional scope, ECIA works as the facilitator and convener of the Consortium and the planning process, convening the group and providing staff to gather data and write the plan. The two-year development process included extensive public participation from the very early stages through public meetings and events. While the seven cities are in different phases with their sustainability work, this process allowed them to recognize opportunities where they could collaborate to establish a larger regional vision. The result was a recently released Dubuque County Regional Smart Plan. Additionally, ECIA is helping local leaders determine how best to translate some of the regional priorities into the ongoing and future work in local jurisdictions. Energy Efficiency Loan Fund In 2011, the City of Dubuque received a grant from the U.S. Department of Energy to help finance energy improvements in commercial buildings and create an Energy Efficiency Loan Fund (EELF). WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 7 8 W Energy Efficiency 'rirk" Revolving Loan Fund Given ECIA's experience in managing other revolving loan funds for the region, and with their staff capacity and expertise, Dubuque requested that they manage this fund, which is available for local businesses in the city. Today, ECIA works as the primary coordinator for the City of Dubuque's revolving loan fund. To date, four businesses, including commercial businesses and multi -tenant facility management groups, have taken advantage of the EELF. OUTCOMES AND KEY LESSONS ECIA has identified a strong partnership with the City of Dubuque as critical to the success of the region. The organization sees their involvement in Dubuque's sustainability work as an opportunity to take lessons learned from the city and apply them to various other cities. The results have been promising, with several other cities in the region identifying sustainability as a worthwhile investment. For example, ECIA has worked with the City of Dewitt, Iowa (pop. 5,000) and Alliant Energy on the "Hometown Rewards" program, a voluntary program to develop and implement energy management initiatives. By utilizing ECIA's staff capacity and knowledge, Dewitt has been able to see visible benefits, in terms of long-term cost savings, from this program. Key Le ons Learned: 0 A regional partner leverages the knowledge and limited resources of various communities, often being able to create more impact than stand-alone city initiatives. Partnering with regional organizations and adjacent cities and counties can increase the likelihood of successfully applying for grant funding. Regional entities often have funding, staff expertise and capacity to help manage and/or contribute to city -led sustainability programs. The City of Dubuque recognized early on that ECIA has particular staff expertise that the city could utilize in progressing sustainability initiatives. o Relationship -building with regional entities and adjacent cities takes time and effort. However, these relationships make it easier for cities to learn from each other's successes and failures, particularly with regard to sustainability initiatives that are often in the very early stages of planning or implementation. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved • ■ 1 SUSTAINABLE CITIES I I 1 INSTITUTE " 1 - 111111 at the National League of Cities Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sustainability Forward Sustainable City Network Partner Type: Private Sector www.sustainablecitynetwork.com/ BACKGROUND SUSTAINABLE CITY Ti NETWORK www.sCityNetwork.com In 2010, Tom Woodward, tong -time resident of the City of Dubuque, recognized a need for greater information and knowledge -sharing around sustainability initiatives. Given the sustainability work taking place in Dubuque and his own publishing background, Mr. Woodward launched the Sustainable City Network, a business -to -government media publishing company focused on supporting sustainability initiatives across the country. The company publishes the online trade magazine sCityNetwork.com, a weekly e-mail newsletter, regular webinars, a quarterly print magazine and other products to educate municipal professionals, elected officials and others on sustainability news, products and best practices. Today, Sustainable City Network and the City of Dubuque partner to host an annual two-day sustainability conference that draws nearly 500 attendees to the city. INVOLVEMENT "By working with the City of Dubuque we have an ability to get a first- hand look at the problems that municipalities are trying to solve, and really understand what's working and what's not. Sometimes what's not working is just as important as what is." - Tom Woodward, President & CEO, Sustainable City Network In 2007, the City of Dubuque created the Growing Sustainable Communities Conference, a 500 - person conference that attracted attendees from all over Iowa who were interested in addressing local sustainability issues and sharing best practices. In 2011, when the Sustainable City Network chose to co -host the conference with the city, the conference expanded its scope and reputation to the entire Midwest region. In 2012, the conference included participants from 14 different states, 100 different cities, and three countries, creating a community of learning that went well beyond the City of Dubuque and the State of Iowa. The Growing Sustainable Communities Conference provides an opportunity for a diverse set of communities to learn from each other. By partnering with Sustainable City Network, the City of WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 9 Dubuque is able to not only utilize the company's resources and materials, but also their staff capacity in executing the conference. For Sustainable City Network, the conference attendees and their stories provide valuable first-hand information on sustainability issues, including energy and water conservation, recycling, renewable energy, green building, local foods, stormwater management, sustainable transportation, resilience, community engagement and many other topics. (wircomEs The partnership with the City of Dubuque has helped the Sustainable City Network ensure that the resources the organization delivers are relevant for cities. The city, in turn, has benefitted from the expertise that the Sustainable City Network brings, in terms of resources, capacity and as an active and invested voice for sustainability in the community. The annual Growing Sustainable Communities Conference is testament to the fact that there is a regional demand for sharing best practices, with the city serving as a convener and model through the support of the Sustainable City Network. Additionally, with Mayor Roy Buol, Assistant City Manager Cindy Steinhauser and Sustainability Coordinator Cori Burbach all serving on the Sustainable City Network's advisory cabinet, the city is made aware of the latest sustainability information from across the nation, while the company benefits from the city's first-hand experience. By working together, Sustainable City Network and the City of Dubuque have created a strong and growing network of sustainability -minded professionals in the city and across the region. Key Lessons Learned: • City sustainability work can inspire local residents to take direct action themselves. ® Identifying residents and businesses that are already doing sustainability work can be valuable in terms of establishing local champions for sustainability early on. These local partners provide valuable lessons and information for progressing citywide sustainability work, including what may or may not work in the region. Having local elected officials or city staff participate in an organization's advisory board can mutually benefit the city and the organization, and can serve to institutionalize a partnership in the long-term. 10 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 111 SUSTAINABLE CITIES 111 INSTITUTE" 111111111 II at the National League of Cities Comp :unity Foundation of Greater Dubuque Partner Type: Community Foundation www.dbqfoundation.org/ BE KG u;ND The Community Foundation of Greater Dubuque (CFGD) was established in 2003 with the mission of improving quality of life in the Dubuque region. Similar to other community foundations, it is a tax-exempt public charity that was created as a means to allow people to financially support local issues that they care about. With an emphasis on collaboration between donors, community non- profits and city and regional initiatives, the CFGD has worked to identify local needs and develop relevant programs that can achieve tangible impacts. Today, the CFGD works on a range of local campaigns from green and healthy homes to education improvement and public health. Since Mayor Roy Buol ran for office on a sustainability platform in 2005, the Community Foundation of Greater Dubuque has been heavily involved in the city's sustainability efforts. CFGD was in fact part of the original stakeholder taskforce that was formed to identify and shape the 11 principles (see page 4) that would serve as the basis for Sustainable Dubuque. INVOLVEMENT "In Dubuque, community leaders are committed to pulling together key multi -stakeholder collaborations to tackle problems like health care, sustainability and education — and it is working. We still have a lot to learn about how to create long- lasting, cross -cutting, highly effective collaborations — yet, we are convinced that collaboration is the key to making communities great." - Nancy Van Milligen, President & CEO, Community Foundation of Greater Dubuque The CFGD has been heavily involved in Sustainable Dubuque's community engagement process since the early stages. The organization recognized that their mission of identifying and addressing specific needs of the local community aligned with the needs of the sustainability initiative to create a participatory planning process that engaged residents, businesses, non -profits and schools in the community. Thus, even before the city's commitment to sustainability was institutionalized through the branding of Sustainable Dubuque, the CFGD kicked off Dubuque 2.0, a critical city-wide engagement strategy. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved Dubuque 2.0 Dubuque 2.0 was envisioned as a space where everybody - including smaller organizations and individual residents - could share their ideas about the future of Dubuque, and be educated on sustainability initiatives taking place around the city. Led by Eric Dregne, the organization's Vice President of Strategic Initiatives, the CFGD first identified elements within the various environmental initiatives already taking place that could use increased support and engagement from local residents. Then, with support from the John S. and James L. Knight Foundation, the CFGD was able to pursue a variety of engagement strategies focused on grassroots organizing. In person, the process included creating an extensive partnership network with smaller businesses and bringing in local voices through "community cafes." Additionally, the CFGD utilized online surveys, social media, and designed a web portal to keep more residents abreast of city-wide sustainability efforts. OUTCOMES AND KEY LESSONS "We view local government and government in general as a partner in all kinds of things. It made sense for us to combine Dubuque 2.0 with the efforts of the Sustainable Dubuque initiative. We have already partnered with the city on youth and poverty initiatives, and we will continue to partner with them moving forward. Not only is the foundation partnering with the city, jointly we are partnering with dozens of other organizations depending on what the initiative is." - Eric Dregne, Vice President, Strategic Initiatives, Community Foundation of Greater Dubuque Currently, the city is in the process of pulling in the various Dubuque 2.0 into the Sustainable Dubuque platform. Key Lessons Learned: Dubuque 2.0 was extremely successful in engaging those residents that the city was struggling to reach and bridging them into a larger engagement platform. Since 2010, over 5,000 people have participated in the various Dubuque 2.0 activities. Through the process, the CFGD found that citizens' priorities were very much in line with those of the city. Recently, the CFGD and the City of Dubuque decided to officially merge Dubuque 2.0 into the Sustainable Dubuque initiative. The partners recognized that having two brands for the same long-term vision of progressing sustainability in Dubuque was confusing, and decided that by merging resources dedicated to community engagement they would be able to make an even bigger impact. resources and best practices from ® Community foundations, dedicated to serving local needs, can provide financial support and capacity for city sustainability initiatives. ® Organizations such as community foundations, local non-profit or faith -based organizations can help engage residents who may be difficult to reach with traditional 12 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, AU Rights Reserved city outreach efforts or who are typically marginalized in community planning processes. Many such organizations are experienced in grassroots organizing, already have community buy -in and bring a wealth of local knowledge about residents' needs and concerns. • While not all community outreach methods are appropriate or effective in every community, diversifying engagement methods (e.g., using online and offline activities) helps to reach a larger contingency of residents. • Streamlining sustainability initiatives under one brand can help to unify and clearly communicate the message and intention to the community, as well as to outside organizations and funders. o Building coalitions within the community helps strengthen long-term relationships and helps to create an established group of residents and businesses that would be willing to provide feedback on future initiatives that the city may pursue. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 II SUSTAINABLE CITIES 1111 INSTITUTE' - 1 1 at the National League of Cities Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sustainability Forward Green Vision Education Program Partner Type: K-12 Schools www.dnnaswaorg/services_education.cfm CKG POk ND PROCESS In 2006, prior to the start of the Sustainable Dubuque process, the Dubuque Metropolitan Area Solid Waste Agency's (DMASWA) Education Office partnered with K-12 grade schools in the city to bring sustainability into the classroom. The result was the Green Vision Education Program, a recognition and assistance program to connect schools with resources in the community. Since the inception of Sustainable Dubuque, the Green Vision Education Program has become a critical component of the initiative. The Green Vision Education (GVE) Program is a community -wide program that utilizes local partners to educate schools on a variety of environmental initiatives. The Green Vision Education Program recognizes schools that demonstrate a strong environmental ethic through environmental stewardship, education and outreach. Schools interested in becoming a Green Vision School start by contacting the DMASWA's Education Office, then form a team of faculty and staff who conduct a self-assessment of the school's current environmental activities, and finally participate in a site assessment conducted by the Green Vision Education team (led by the DMASWA). During the site assessment, the GVE team provides feedback and suggestions on activities that the school can adopt to improve in areas of energy and resource management; education and eco -literacy; green policies, practices and procurement; recycling; organics management; and maintenance and pollution prevention. Once the school implements the suggestions from the initial assessment, they participate in a final assessment by the GVE team. If the criteria are met, schools receive the Green Vision Education Award, and officially become a Green Vision School. The school not only receives an award, but community -wide recognition, a flag and a banner to display in front of the school. After the first year of being designated a Green Vision School, the schools work more closely with community partners to progress in specific topic areas, such as conservation, litter prevention, sustainable nutrition and eco -literacy. Schools are expected to work on at least one "progress patch" each year after the initial award. To do so, schools partner with a variety of community organizations, such as FEH Architects, a local architecture firm; the Dubuque County Conservation Board; and the Dubuque Soil and Water Conservation District. Additionally, every three to five 14 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved years, schools are expected to get recertified, at which time the Green Vision Education Team will conduct a comprehensive assessment of each school's progress, as well as help set future goals. INVOLVEMENT The Green Vision Education Program started prior to Sustainable Dubuque. Since then, however, this program has become a part of the larger city initiative, with the schools serving as demonstrations of the types of partnerships and programs that the city can undertake. The Green Vision Education Program depends on the support of community partners, including the city, local organizations and sustainability partners. By becoming a part of Sustainable Dubuque, the DMASWA has ensured that it is endorsed by the city and the community at large. The two programs have also been successful at sharing their respective networks in order to build a larger ethos around sustainability. Additionally, with the schools showing continual improvement in their environmental stewardship, the Green Vision Education Program is one of the most tangible ways through which the Dubuque community can see Sustainable Dubuque's results. "The Green Vision Education Program relies heavily on partnerships and couldn't be as successful as it is today if it weren't for community support and community partners. Because it is a city -endorsed effort, more people are likely to jump on board and are interested in being a part of this program. Sustainable Dubuque is leading schools and the community in general towards a culture of sustainability. We aren't all there quite yet, but we're working on it." -Bev Wagner, Education Coordinator, Dubuque Metropolitan Area Solid Waste Agency OUTCOME9 a KEY LESSONS Today, 11 schools in Dubuque County have been named Green Vision Schools, with four more working towards certification. By leveraging the sustainability work already taking place through this program, Sustainable Dubuque did not need to start from scratch; instead, Mayor Roy Buol was able to take advantage of established partners within and outside of city government to engage in the larger sustainability planning process. ons 'Lear ed By recognizing, tapping into and coordinating with sustainability projects already taking place early in the implementation process, city staff can build a broader support base for city-wide sustainability efforts. G Schools can serve as valuable demonstration projects for the types of sustainability initiatives that cities may want to pursue on a larger scale. By institutionalizing sustainability in schools, in this case through an awards and recognition program, the value of environmental stewardship is demonstrated to the community, and specifically to youth. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 ■ ■ ■ SUSTAINABLE CITIES 1 ■ INSTITUTE'm at the National League of Cities Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sustainability Forward S: anter Sustainable Dubuque Partner Type: Public- Private Partnership www.ibm.com/smarterplanet/ BACKGROUND Smarter Sustainable Dubuque is a public-private huitAR T E R partnership between the City of Dubuque and IBM ABLE Watson Research Center, the division of IBM DUBUQUE] responsible for its Global "Smarter Planet" initiative. The intention behind the initiative is to examine how cities can be "smarter," i.e. manage resources better, get more out of investments, and utilize technology to inform and educate residents on how to effectively utilize city systems and services. The project was initiated in September 2009, when the City of Dubuque and IBM announced their intentions to make Dubuque one of the first "smarter" sustainable cities in the U.S. The initiative has since grown into a collaboration that includes over two dozen industries and eight state and federal agencies. i[% Smarter Sustainable Dubuque includes the development of new "smarter" technologies coupled with community outreach and implementation strategies to create a replicable, international model of sustainability for communities of 200,000 and under, where over 40 percent of the U.S. population lives. The "smarter city" model integrates community engagement and education, more energy-efficient ways of operating municipal services and buildings, decreased carbon emissions, new job creation, increased financial savings, resource conservation and a higher quality of life for the entire community. lIV L\/EEME0'N`F In Dubuque, IBM has worked with the city to examine the areas of water; electricity; discards; and travel. Additionally, the city and IBM are in the beginning stages of designing a health and wellness program. These program areas were derived from Sustainable Dubuque's eleven sustainability principles (see page 4) and have been designed to not only improve efficiency in city service delivery, but also to test the usability of "smart" systems from a citizen's perspective. As a result, IBM asked the city to help identify the necessary partners and stakeholders to inform and contribute to the planning and implementation of pilot projects in each of the program areas. 16 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved Water Dubuque's Smarter Water project is a unique partnership involving local, state and federal funding. It is a multi-million dollar project to upgrade the water system, implement innovative technologies, and empower citizens and businesses with the information and tools needed to significantly reduce water consumption. In the pilot phase, IBM created a portal that allowed volunteer households to understand their water consumption in near real-time, receive alerts about potential anomalies and leaks, get a better understanding of their consumption patterns, compare their usage with others in the community, participate in games and competitions aimed at promoting sustainable behavior and therefore become more fully engaged and informed about the importance of water conservation in daily life. By using the city's system to process water consumption data, IBM was able to deliver near real- time data on consumption patterns to the city and to residents as a means to get households to understand the impact of their actions. The results of the first pilot study showed an eight -fold increase in the detection and repair of water leaks, and a 6.6 percent overall reduction in water utilization by active users participating in the pilot. is ... r (y Working in partnership with IBM, Alliant Energy, and the Iowa Office of Energy Independence, the city and larger community implemented a multi-million dollar Smarter Electricity pilot. For nearly 1,000 volunteer households, Alliant Energy installed new Advanced Metering Infrastructure (AMI) meters, provided anonymous customer electricity usage data to the city and IBM for analysis. IBM used the data to develop a consumer interface system to enable study participants to better understand their electricity use in near real-time, and as a result make changes to save energy, reduce costs, and reduce carbon emissions. By reviewing historical data and near real-time current usage and analyzing the opportunity for energy savings through the Smarter Electricity pilot, IBM determined that roughly 26 percent of average household usage in Dubuque is presently "phantom power" (electricity which is being consumed by appliances when not in use). TraVel To understand how residents travel around the City of Dubuque, IBM worked with the East Central Intergovernmental Association (ECIA) to implement a pilot study of transit behavior patterns. ECIA, who manages the City of Dubuque's transit systems, worked with IBM to encourage a variety of stakeholders to participate in the travel study. The goal of this pilot study was to understand travel behavior in order to reduce travel times, increase travel safety, increase fuel efficiency, reduce vehicle miles travelled (VMT) and reduce overall emissions. One technology application used was RFID microchips. Participants could volunteer to carry these microchips as they used the public transit services, specifically buses. These microchips would record where and when the rider was entering and leaving a bus, as well as the current location of the bus. The information would then be sent anonymously to a central database. Participants were offered a year of free ridership, which incentivized roughly 500 citizens to participate in the pilot study over 15 months. Additionally, IBM developed a smart phone application that would automatically monitor travel patterns (route, mode of transportation, and time of day), a study that ECIA and IBM were able to recruit over 1,000 volunteers for over a 12 -month period. These pilot studies have helped the city and its partners better understand how to optimize travel routes in order to respond to ridership demand as efficiently as possible. WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved OUTCOMES S AN1D V Y- LES-"" �n "A public- private partnership can be rooted in a mutual desire for innovation and a mutual desire to make things better. Companies, such as IBM, that have significant intellectual knowledge in various aspects of smart technologies are one of the best partners a city can have to navigate the future. The City of Dubuque has been one of the best partners to work with. From the beginning, they bought together the local community including residents, non-profit organizations, and utilities." - Milind Naphade, Senior Manager, Smart Cities Solution, IBM Research For the City of Dubuque, IBM has been a critical partner in bringing technology applications to the forefront of city service delivery. IBM has served as an innovation partner, collaborating with the city and other critical local stakeholders to find creative ways to encourage sustainability and efficiency in the way the city delivers services to residents. By first examining the Sustainable Dubuque principles, IBM was able to design programs and pilot projects that were relevant for Dubuque. IBM continues to work closely with the city to further develop these technologies, and hopes that lessons from Smarter Sustainable Dubuque can inform the ways in which other cities utilize technology to improve service delivery and encourage sustainable behavior in residents. Key Lessons Leal n=d: Public-private partnerships are a critical method of leveraging capacity, especially when the private partner has a niche specialization that will benefit the city's overarching sustainability goals. Innovative technology solutions will continue to play a critical role in how efficiently and effectively city services are delivered, as well as how cities can measure sustainability goals in the community. Cities can look to private companies as innovation partners that are able to provide resources and technical assistance support already existing sustainability priorities. 65 18 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 1 111 SUSTAINABLE CITIES • II II INSTITUTE' II 1 II at the National League of Cities Dubuque Gets Engaged: The Critical Role of Partnerships in Moving Sustainability Forward Lessons Learned fr m Sustainable ✓ IDENTIFY AND CAPITALIZE N A CHAMPION "You need a champion, and Mayor Buol is our champion. It's a passion for him. He's been around the world, not only talking about the sense of sustainability, but he's also been introducing a community called Dubuque that probably nobody has ever heard of before. Everybody needs a champion and Mayor Buol is that. He doesn't say 'This is my initiative' but rather 'This is a community initiative.'" - Rick Dickinson, President & CEO, The Greater Dubuque Development Corporation u uque In the case of Dubuque, Mayor Roy Buol was a champion of sustainability even prior to the creation of Sustainable Dubuque. In fact, he was able to recognize the community's desire to prioritize sustainability and worked to bring visibility to issues such as downtown investment. Several partner organizations noted that embracing Mayor Buol as a champion for sustainability was a critical component of increasing visibility around the community's efforts in sustainability. A champion can be found in nearly every community, and is more often than not a leader in the community. Whether it is the Mayor, a Councilmember, a local business or a group of residents, champions serve as advocates for sustainability while also unifying the message that the community delivers to the rest of the region (and the world). Champions are able to communicate the multiple benefits of a community's sustainability initiative to various audiences and are able to represent the interests of multiple groups, helping to bring people together. V ACKNOWLEDGE THAT CHANGE 9S DIFFICULT -MEET PEOPLE WHERE THEY ARE Creating lasting change in any community can present a challenge, especially when particular stakeholders may not see a need to do anything differently. As Rick Dickinson of the Greater Dubuque Development Corporation noted, "Change is hard and there's always work to be done to convince people that the status quo might not be the best solution." In Dubuque, there is a recognition that changes have to be for the benefit of the greater community and that by working closely with residents, businesses and public entities, the city is able to focus on prioritizing activities that demonstrate tangible impact. By understanding the value for various stakeholders in a community, the city can make sure that the relevant, but perhaps varied goals of stakeholders can be met. Given that sustainability often has different meanings to different members of a community, taking time to establish common goats and understanding where people are coming from are perhaps the most important pieces of successfully progressing sustainability efforts in a city. Therefore, it is critical that elected officials and their staff are able to understand and explain the economic, WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved environmental and social benefits of a sustainability initiative or program so that residents who are approaching the issue from various perspectives get on board. V PRIVATE SECTOR BUY -IN MAKES A DIFFERENCE "You need to have private sector buy in; over the long term, sustainability initiatives might wane if you don't engage and educate the private sector. They need to have as much ownership in the sustainability process." - Tom Woodward, President & CEO, Sustainable City Network resources. In order to catalyze and maintain sustainability initiatives in a community, the support of the private sector is critically important. By involving the private sector early on, the City of Dubuque was able to share "ownership" of the initiative with various partners that not only influenced the process, but provided various levels of necessary For many communities, the critical component of shifting sustainability programs from a city - owned initiative to a community -embraced one is the buy -in of the private sector. Additionally, as resources are constrained for many local governments, private sector involvement and public- private partnerships can prove critically important for resource and capacity building. ✓ DON'T UNDERESTIMATE THE POWER OF DIALOGUE Several partners, including the Green Vision Education Program and the East Central Intergovernmental Association noted the importance of communication and transparency within a long-term sustainability planning process. They stated that the success of Sustainable'Dubuque thus far has been because of open communication between the city and various partners, helping to build trust over time. While dialogue between groups with seemingly different interests is not always easy to begin (or continue), creating spaces for open dialogue and communication will help to build trust, recognize common goals and move forward productively. Sustainability processes only retain momentum when various partners understand the overarching mission and seek to find common ground through dialogue and transparency. RECOGNIZE AND LEVERAGE PARTNERS' ASSETS IN A TIMELY MANNER "We all just have different tools in our toolbox.'" - Eric Dregne, Vice President, Strategic Initiatives, Community Foundation of Greater Dubuque 20 staff expertise and capacity, as in the examples with the CFGD One of the critical components of Dubuque's success is the ongoing recognition of how and when the city leveraged various partners' unique assets to help move sustainability goats forward. Whether it is access to additional or the ECIA, or the recognition to WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved x,u partner with organizations such as the Green Vision Education Program and the Sustainable City Network to increase visibility within and outside of the community, the city has developed an understanding of not only who to partner with, but how and when to bring them on board. Some challenges are unique to a place, and others are similar across cities such as access to funding or staff capacity. A critical component of creating and maintaining partnerships is the ability to recognize partners' resources, talents and capacities to leverage them where possible. ✓ FIND WAYS TO MAINTAIN THE MOMENTUM For many cities, a significant challenge is maintaining momentum and excitement around sustainability initiatives, given that leadership within city government, as well as in partner organizations, is bound to change over time. While this is an ongoing challenge for Dubuque, the city and its partners have found that establishing relationships with a variety of people in the city and institutionalizing these partnerships by serving on each other's advisory committees and boards has helped. Additionally, the ethos created around sustainability, the consistent efforts to educate and inform residents and the transparency around new and ongoing sustainability efforts is helping to ensure that sustainability lives beyond any single champion or small group of people. ADDITIONAL RESOURCES • "Sustainable Dubuque: Creating a National Model for Sustainability." City of Dubuque. • "Sustainable Dubuque: Principles and Introduction." City of Dubuque. 2011. e "Smarter Sustainable Dubuque." City of Dubuque. 2011. • "Case Studies: How Four Community Information Projects Went from Idea to Impact." Knight Foundation. 2013. • "Guiding Principles of the Management Philosophy." Mike Van Mitligen. 2012. • "Dubuque, Iowa's Historic Millwork District: A Vision of Sustainable Redevelopment." City of Dubuque. 2007. e "Creating the Sustainable City: A Community Engagement Strategy That's Working." Cori Burbach, with support from the McGraw-Hill Research Foundation. 2012. • "IBM and Dubuque, Iowa Partner on Smarter City Initiative." IBM News Release, 2009. • "City of Dubuque: Investing in sustainability for future generations and future prosperity." IBM Corporation, 2012. • "Smarter Water Pilot Study Report." IBM Research, 2011. • "Smarter Electricity Portal Pilot Study Report." IBM Research, 2012. • Presentation on IBM Smart Travel: Jule Transit Redesign. ECIA and IBM Research. FOR MORE INFORMATION Cori Burbach Sustainable Community Coordinator City of Dubuque (563) 589-4110 cburbach®cityofdubuque.org WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved 21 This case study was developed by Raksha Vasudevan, Senior Sustainability Associate at the National League of Cities with in-depth interviews, contributions and/or support from the following people: • Roy D. Buol, Mayor, City of Dubuque • Cori Burbach, Sustainable Community Coordinator, City of Dubuque • Randy Gehl, Public Information Officer, City of Dubuque • Mike Van Milligen, City Manager, City of Dubuque • Rick Dickinson, President a CEO, The Greater Dubuque Development Corporation • Candace Eudaley, Assistant Executive Director, East Central Intergovernmental Association • Tom Woodward, President Et CEO, Sustainable City Network • Randy Rogers, Publisher a Executive Editor, Sustainable City Network • Nancy Van Milligen, President a CEO, Community Foundation of Greater Dubuque • Eric Dregne, Vice President, Strategic Initiatives, Community Foundation of Greater Dubuque • Bev Wagner, Education Coordinator, Dubuque Metropolitan Area Solid Waste Agency • Milind Naphade, IBM • Emily Pickren, Senior Associate, Community Engagement, Office of Strategic Communications, National League of Cities All images were used with permission from the City of Dubuque and its partners, and cannot be reproduced without permission. ABOUT THE SUSTAINABLE CITIES INSTITUTE (SCI) The Sustainable Cities Institute (SCI) at the National League of Cities provides city leaders and sustainability professionals with timely, vetted, and practical resources to identify and implement solutions to advance their goals and strengthen their communities. /1 MIX .uJ Paper from FSC responsible sources w„wfse.or9 FSC® C113220 22 WWW.SUSTAINABLECITIESINSTITUTE.ORG ©2013 The National League of Cities, All Rights Reserved AGENDA: Enhanced Neighborhood Support: City Council Work Session on October 19, 2015 from 5:00 – 6:15 PM City Council Chamber, Historic Federal Building, 350 W. 6th Street, Dubuque, IA 5:00 PM Introduction & Overview (5 minutes) Laura Carstens, Planning Services Manager 5:05 PM Feedback/Activities of Neighborhood Residents/Neighbor 2 Neighbor (5 minutes) Jerelyn O’Connor, neighborhood Development Specialist 5:10 PM Enhanced Police Presence & COP Activities (5 - 10 minutes) Mark Dalsing, Chief of Police 5:20 PM Additional Security Cameras & Enhanced Street Lighting (15 minutes total) Gus Psihoyos, City Engineer & Brad Morgan, Alliant Energy 5:35 PM Negotiated Acquisition of Challenged Properties & Rehabilitation of Residential Properties (15 minutes total) Alvin Nash, Housing & Community Development Director & Crenna Brumwell, Assistant City Attorney & David Harris, CHI 5: 50 PM Communications (5 minutes) Randy Gehl, Public Information Officer 5:55 PM Washington Neighborhood Redevelopment Strategy (5 minutes) Laura Carstens, Planning Services Manager 6:00 PM Community Partnerships (10 minutes total) Kelly Larson, Human Rights Director & Eric Dregne, Community Foundation of Greater Dubuque 6:10 PM Wrap-up / Q & A (5 minutes) 6:15 PM Adjourn Enhanced Neighborhood Support City Council Work Session October 19, 2015 Introduction •Overview •Short Term Actions •Neighborhood-Based Initiaitves •Community Partnerships •Wrap-Up / Q & A Comprehensive Plan “…In addition to fire, police, emergency communications, and emergency medical services, public safety has a broad definition that includes water, sewer, public health, facility design and maintenance, and inspection services for zoning, housing, building, engineering, health and environmental codes and regulations….” Public Safety Element Community-Wide Effort Focus Areas = Funding Opportunities Short-Term Actions 1.Neighbors •Feedback, activities and involvement of neighborhood residents •Neighbor2Neighbor initiative Neighborhood involvement and communication Neighbor2Neighbor 7 Neighbor 2 NeighborLocations 8 Short-Term Actions 2. Protect & Serve •Enhanced Police presence •Community Oriented Policing (COP) activities Dubuque Police Department 2014 Confirmed Shots Fired 2015 Confirmed Shots Fired 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Murder 1 1 2 1 1 0 1 0 2 1 1 2 0 0 5 15 Officer Expansion Plan FY2008 FY2009 FY2010 FY2011 FY2012 2 General Patrol 1 General Patrol 1 General Patrol 1 General Patrol 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Housing 1 Traffic 1 Traffic 1 Traffic 1 SRO 5 Total 4 Total 3 Total 2 Total 1 Total 15 Total Special Enforcement •Fall 2014 Special Project: Approx. 1,400 hrs. in target area •Summer 2015: Multiple special projects & directed patrol, plus 320 overtime hours •Ongoing: Location driven, directed projects •Sept. 2015: Patrol Investigators created Community Oriented Policing Working with Property Managers Fiscal Year Background Checks FY12 5,836 FY13 6,197 FY14 5,969 FY15 5,976 TOTAL 23,978 Unlicensed Landlord Project 296 Structures Identified 17 Sessions Offered 1,096 Attendees http://www.cityofdubuque.org/ID4PD http://cityofdubuque.org/Police http://www.thonline.com/mostwanted/ Non-Emergency Number (563)589-4415 http://www.crimestoppersusa.com/ Security Cameras Short-Term Actions 3. Additional security cameras Additional Camera Installations •Adding 40 cameras where existing infrastructure can immediately support it. •Cameras have been ordered. •Immediate priority -install necessary wiring to support the cameras. •Camera installation can continue into the winter months if the wiring is pulled in advance. Additional Camera Installations: Jackson Park •Two LED street lights added to Jackson Park area to evaluate lighting output. •Design of the camera layout will continue through winter for spring bidding. Additional Camera Installations: West Locust •Design of camera layout along West Locust from Loras to Rosedale is almost complete. •Work to be bid this fall. Additional Camera Installations: Comisky Park •Existing, older model cameras to be replaced this fall. •Designing full camera layout this fall. •Cameras installed at Bus Barn. Short-Term Actions 4. Enhanced street lighting City Street Light Placement Guidelines •Public street intersections; •Mid-block on public streets where block length exceeds 600 feet; •Street specific safety issues; •Curved streets; •Efficiency, safety, and comfort of vehicular and/or pedestrian movements; and •Traffic volumes, accident rates, speed limits, and roadway geometry. TIF/CDBG District Lighting TIF/CDBG District Lighting TIF/CDBG District Lighting 80 Watt LED on Existing Alliant Poles: $8.71/month = $104.52 per year 117 lights = $12,228.84 per year TIF/CDBG District Lighting TIF/CDBG District Lighting 80 Watt LED on NEW Alliant Poles: $14.27/month = $171.24 per year 131 lights = $22,432.44 per year Alliant Street Light Conversion After: LEDBefore: HPS Dubuque Street Lights Presentation to Dubuque City Council October 19, 2015 Brad Morgan Regional Director Customer Operations Classification: CONFIDENTIAL 32 •There are approximately 4,000 street lights in the City of Dubuque: About 50% owned by Alliant Energy. About 50% owned by City of Dubuque. •City of Dubuque approved a new 25-year franchise with Alliant Energy in January 2015. Alliant Energy will change all company owned streetlights to LED within 5 years of the effective date of the franchise Street Light Inventory Classification: CONFIDENTIAL 33 •Alliant Energy has been replacing High Pressure Sodium (HPS) lights as they fail with LED for several years: HPS has a 5-7 year life. LED has a 15-20 year life. •In response to requests from the City of Dubuque some areas have had accelerated replacement of HPS to LED: Washington Neighborhood Area 100% LED Point Area (Rhomberg) 45% LED Downtown/Jackson Park Area 70% LED Windsor Avenue Area 25% LED South of Dodge/Downtown 100% LED by the end of 2015. How are We Doing? Classification: CONFIDENTIAL 34 How are We Doing? Classification: CONFIDENTIAL 35 How Many LEDs are In-Service? Classification: CONFIDENTIAL Approximately 50% of Company Owned Street Lights are LED 38% 27% 25% 10% City of Dubuque Percentage of LED versus Non-LED Streetlights City Non-LED Company Non-LED Company LED City LED 36 •Alliant Energy is working with City Staff to install additional LED lights in locations designated by City: Alliant Energy will install LED lights per priorities identified by City of Dubuque. Because of the amount of additional LED lights, replacement of LED lights within the City will be limited to those that fail until the additional lights are installed. •Alliant Energy is on target to meet LED commitment in the Franchise! Looking Forward Classification: CONFIDENTIAL Short-Term Actions 5. Negotiated acquisition of challenged properties Housing & Community Development Department Guiding Documents and Management Tools: •City Council Goals and Priorities •Housing and Urban Development (HUD)’s Voluntary Compliance Agreement (VCA) •C.H.A.N.G.E. Comprehensive Housing Activities for Neighborhood Growth & Enrichment •City of Dubuque Housing Code •Best Housing Practices across country Housing & Community Development Resources Based on research and available funding: •ED Housing Tax Increment Financing (TIF) •Iowa Finance Authority (IFA) •Downtown Urban Renewal District TIF •Housing & Urban Development (HUD) •Community Development Block Grant (CDBG) •Private investments / Foundations •Rebates •Historic tax credits / Low income tax credits •Urban revitalization tax abatement •City of Dubuque General Fund •Lending institutions Monitor Problem Properties Housing Accountability Adoption of International Property Maintenance Code (IPMC): •provides for inspector discretion and ability to deny repairs if not done in a workman-like manner. Shorten the housing inspection cycle for marginal and nuisance properties from 5 years to 2 years. Remove rental licenses for properties not brought up to code. Housing Accountability Greater accountability by landlords and residents: •Seek ways to improve marginal property managers •Seek ways to hold residents more accountable for noise, trash and other violations Best Housing Practices Across the Nation: •In an effort to attract companies and workers to relocate to Dubuque Petition Properties Pending = 9 Resolved = 5 Evaluating = 10 Short-Term Actions 6. Renovation/rehabilitation of residential properties Housing & Community Development Partners •The Greater Dubuque Development Corporation •Private developers, banks and lending institutions •Community Foundation •Heritage Works •Community Housing Initiatives •Four Mounds Heart Program •Northeast Iowa Community College •Inclusive Dubuque Housing Partners Greater Dubuque Development Corporation (GDDC) •Granted $10,000 to City to help promote and recruit residents to participate in the HOME Workshop OATH (Officers AT Home) Program •Police officers becoming neighborhood residents •Promotional materials being developed. Housing Rehab Programs C.H.A.N.G.E. (Comprehensive Housing Activities for Neighborhood Growth & Enrichment) •purchase, rehab and sell 100 marginal homes over next 2-5 years Tax Increment Financing (TIF) of about $4.3 M 7 properties acquired and 6 in progress HEART (Housing Education and Rehabilitation Training) •Four Mounds Youth Development program rehabs vacant houses for affordable home ownership. •City committed $525,000. •To date, 3 houses being rehabbed. Housing Revitalization Washington Neighborhood –Rehab Activity 69 New Homeowners Since 2006 46 Properties converted from rentals or were vacant buildings Residential RehabLast 5 Years Note: Federally Funded Community Housing Initiative (CHI) Partnership Purchase of 15 marginal properties •Five properties were abandoned /derelict houses •3-unit rental building converted to 3 owner-occupied units •Two duplexes converted to single family homes •The values near $90,000 per property •Rehabilitation is completed on 10 properties •Eight sold to owner-occupied families •Two remain for sale •Five are currently under construction Short-Term Actions 7. Communications Communications Comprehensive Plan Public Safety Goal #9: To educate the community in all areas of public safety Communications PSAs on Radio Dubuque stations •“Community safety starts with the community.” •“Public safety is my priority. Make it yours too.” •“Do you have a smart phone? Do something smart with it.” •“Public safety is everyone’s responsibility. Are you doing your part?” •“A safe community takes community involvement.” Communications Video PSAs Communications Public Safety Handout •Summarize existing and new efforts related to enhanced neighborhood support •Offer crime prevention tips and suggestions for residents and stakeholders to make their homes, properties, and neighborhoods as safe as possible. Communications MyDBQ SmartPhone App Communications Promotion of Yard Lighting Incentive Program Communications Future Plans Neighborhood-Based City Initiatives FEATURED •Washington Neighborhood Redevelopment Strategy Washington Neighborhood •Population rebounding, providing more support for retail •Education attainment levels have risen sharply •Median household income has been climbing •Homeownership has been improving •Quality rental housing is in demand 60 2013 Market Analysis Washington Trade Area: Total retail surplus grew from $2.5 M to $67 M 2.5 Mile Trade Area: Total gap over $200 M Strategically located for retail and to serve large employment base Downtown and central area of Dubuque Support may be needed to provide quality space for retailers 61 2015 Business Outreach Challenges and Issues (different from larger business community) •Truly "small businesses". •Just 23% have plans to expand vs. 44%. •May be harder to attract workers due to perception of neighborhood. •Less likely to own their property. •Many who shop and/or work in neighborhood, live there. 62 Community Partnerships FEATURED: •Inclusive Dubuque •Project HOPE •Grade Level Reading •Reengagement “Hope is a verb. It is not something you have. It is something you do.” Joanna Macy Inclusive Dubuque is a peer-learning network of partners committed to supporting an equitable and inclusive culture to meet the economic and cultural needs of our diverse community. Wrap-Up / Q & A This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! c --� This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! 7/4 This is a, petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 6th in Iowa and all along West 17th street! Please feel free to sign below to help! This is a petition to get more and better lighting on the block of 16th in Iowa and all along West 17th street! Please feel free to sign below to help! �Qn..@0- nck 0 dee