Response to Mr. Daniel Boots Copyright 2014
City of Dubuque Consent Items # 20.
ITEM TITLE: Response to Mr. Daniel Boots
SUMMARY: City Manager transmitting a response to Daniel Boots regarding his
request for information on affirmatively furthering fair housing.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File
ATTACHMENTS:
Description Type
❑ Letter to Mr Daniel Boots Supporting Documentation
❑ Attachment 1 City Debt Supporting Documentation
❑ Attachment 2 FY 2016 Utility User Fees& Rates Supporting Documentation
❑ Attachment 3 City Focus Outcomes Supporting Documentation
❑ Attachment 4 City Focus Housing &Community Development Supporting Documentation
❑ Letter From Mr Daniel Boots concerns and questions re Section 8 Supporting Documentation
Dubuque City Manager's Office
THE CF City Hall
50 West 13th Street
DUUB
All-America City Dubuque,Iowa 52001-4805
I ��' Office(563)589-4110
Fax(563)589-4149
Masterpiece on the Mississippi pp1 TTY(563)690-6678
2007.2012•2013 ctymgr@cityofdubuque.org
www.cityofdubuque.org
October 21, 2015
Mr. Daniel Boots
2080 Roosevelt Street
Dubuque Iowa. 52001
Dear Mr. Boots,
Thank you for your letter dated October 13, 2015. 1 am responding to answer your
questions and clarify some of the issues that you raised.
First, affirmatively furthering fair housing is not a federal housing program, but rather a
mandate of the federal government that everyone be given an opportunity and afforded
their constitutional rights to fair housing, as opposed to discrimination and to unfair living
conditions. In order to do that, there is an emphasis on affirmatively and or intentionally
making sure the local governments take every opportunity to ensure fair housing.
The City of Dubuque is the local administrator for the U.S. Department of Housing and
Urban Development (HUD) Housing Choice Voucher program (commonly referred to as
Section 8). This program provides a rent subsidy to low-income citizens who cannot
afford to pay fair-market rates for rental units based on their income. The majority of
residents who receive this benefit are veterans, senior citizens, and persons with
disabilities. The other 48% of Housing Choice Voucher program participants are very
low-income families and individuals. Seventy-four percent of these program participants
are employed and they receive a subsidy because their earned income is not enough to
pay fair housing market rents, which qualifies them for the rent subsidy.
Second, the City of Dubuque has been assigned 1,063 housing vouchers based on
HUD's national calculation formula, which is based on population and poverty rates. In
Dubuque, we average about 12 households who leave the program each month
because they either increase their income and no longer need assistance, they pass
away or move outside the City. Of the10,352 rental units in Dubuque, just about 10%
are in the Housing Choice Voucher program.
The Housing Choice Voucher program is a federally funded HUD program, so all
assisted housing payments for the program are totally funded by HUD. HUD also
Service People Integrity Responsibility Innovation Teamwork
Mr. Daniel Boots
October 21, 2015
Page 2
provides most of the money needed to fund administrative costs, but the City does
contribute approximately $190,000 to the administrative costs of the program. No local
funds are provided to voucher recipients or landlords to assist with rents.
Third, you are correct when you say that those persons who receive a rent subsidy from
the Housing Choice Voucher program do not pay property taxes. However, it is
important to note that none of the residents of Dubuque's 10,352 rental units pay
property taxes directly. They pay rent to landlords and those landlords pay property
taxes, so their rent payments contribute to federal, state, and local taxes. When a rental
property owner or landlord determines the rent to be charged for their unit, they pass on
the costs of taxes, maintenance, and other expenses to their renters/tenants. This is
also true in the Housing Choice Voucher program.
You also expressed concern in your letter about the City paying for public housing for
people who don't pay property taxes instead of putting money into air-conditioning for
schools. The City of Dubuque does not own or provide public housing units. All of the
rental property in Dubuque is privately owned and the City does not manage any
housing properties. Furthermore, there is no decision or choice to be made between
air-conditioning units for a local school and paying the rent subsidy for someone on the
voucher program. The Dubuque school system and the City of Dubuque are two
entirely separate entities and taxing authorities with regard to funding, budget revenues
and expenditures. The Dubuque Community School District is governed by an elected
school board and managed by a superintendent of schools. The City of Dubuque is
governed by the Dubuque City Council and managed by a city manager. Funding
decisions for school properties are made by the school board and funded through the
taxes the district collects and city government has no authority over those funds or
decisions.
The City of Dubuque has two budgets, one for capital improvement projects such as
roads, bridges, and other infrastructure, and an operating budget for daily expenditures
such as general city services and operational costs. As required by state law and
policies set forth by the City Council, the City must balance its budget each year.
Regarding debt for long-term/capital projects, the City's level of debt is below the
statutory debt limit set by the state. Additionally, the City is reducing that debt and
expects our debt to decrease steadily over the next 20 years.
The City of Dubuque benchmarks against the other 10 cities in the State of Iowa with a
population greater than 50,000. You will see on the attached that the City of Dubuque
has the 2nd lowest property tax rate. The highest rate (Waterloo, $17.76) is 61% higher
than Dubuque's rate ($11.03), and the average ($15.38) is 39.5% higher than
Dubuque's rate. Dubuque's property tax rate in Fiscal Year 1987 was $14.58, 24.4%
Mr. Daniel Boots
October 21, 2015
Page 3
higher than the adopted Fiscal Year 2016 rate of$11.03. The City is an efficient
operation and has reduced its full-time workforce by 3.8% since the 1980's. There has
been no increase in the Dubuque property tax rate for the last two years.
Your letter asked how all of these issues affect you. I believe they affect you in several
ways:
• The federal, state, and local taxes you pay are used to fund federal, state and
local programs, including a wide range of services including our military,
Social Security, roads, police and fire departments,- and social services,
including the Housing Choice Voucher program. You certainly have a right to
be concerned about how those dollars are spent.
• The City of Dubuque is in compliance with the 1974 Fair Housing Act which
ensures that people will not be discriminated against due to race, gender and
the 1964 Civil Rights Act.
• The taxes you pay allow us to enforce those laws and make sure that this is a
fair and equitable community.
I have provided two informational documents related to Housing and City activities that I
thought you might find of interest:
1. Fall 2014 City Focus — Outcomes
2. Spring 2014 City Focus-Housing and Community Development
I appreciate your interest in local government and I hope my response has been helpful
in clarifying the issues that you raised. As a citizen, you should stay informed about
what is happening and be aware of the issues faced by the people and society as a
whole. If you would like to view detailed information on City of Dubuque finances,
encourage you to visit our budget webpage at www.citvofdubuque.org/budget and
check out a new "Open Budget" tool we recently launched at
dollarsandcents.citydubug ue.org.
If you have additional questions regarding our housing and community development
services, please feel free to contact me at 563-589-4110 or contact Alvin Nash, Housing
and Community Development Director, at 563-690-6072 or anash `yofdubug up.org.
Sincerely,
Michael C. Van Milligen
City Manager
Mr. Daniel Boots
October 21, 2015
Page 4
MCVM:jh
Enclosures
cc: Alvin Nash, Housing and Community Development Department Director
City Debt DuSoBp
E qIU'
= A4asterpiece on file Mississippi ,.,. .m
Statutory Debt Limit Used (as of lune 30) .e
95% 4
96.49%
90% 87.49% ,a,
85% 82.03% f
eo%
83.87% 78.83% 79.42%
74.47%
75%
70.20%
70% 71.74%
66.04% 65.91% Get GnAke ri.Q00 MITIGATION PROJECT
65% 62.23%
i
60%
FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25 -
Total Debt (In Millions)
$309.1 DUBUQUE INDUSTRIAL CENTER WEST
$310 $302.3
$290.1
$290 $282.0
$279.9
$270 $267.4
$271.0 $255.9
$265.6 1
$250 $244.3 $241.4
$230 $226.2
$210
FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25
'Debt is being issued each year, but more is being retired than issued. WATER&RESOURCE RECOVERY CENTER
Top 10 Outstanding Debt Uses (as of lune 30, 2016)
# Project Amount Outstanding Issuance Amount
1 Water& Resource Recovery Center $70,287,700 $77,333,000
2 Stormwater $69,865,626 $77,133,791
3 Parking Improvements $38,057,492 $44,611,714
4 Water Improvements $26,681,510 $34,807,242
5 TIF Rebates/Bonds to Businesses $19,266,286 $24,483,989
6 GDTIF Incentives/Improvements $18,066,669 $21,805,968
7 Sanitary Sewer Improvements $12,274,471 $14,193,270
8 DICW Expansions $11,176,274 $18,620,412
9 Roshek Building Loan Guaranty $10,000,000 $10,000,000
10 Street Improvements $6,652,790 $7,319,967
Total $282,328,818 $330,309,353
Dubuque's Rankings among
Iowa's 11 Largest Cities
Issue FY2016 Rank
Property Tax Rate per Capita Lowest
City Property Tax Rate 2nd Lowest
Water Rate 3rd Lowest
Curbside Collection Rate 5th Lowest
Sanitary Sewer Rate 4th Highest
Stormwater Rate 2nd Highest
i City of Dubuque Bee Branch Watershed Flood Mitigation Project
The Bee Branch Watershed Project is a$200 million, 12-phase, 20-year construction project to address stormwater
management issues throughout the entire Bee Branch Watershed area. The City was awarded $98.5 million from the Iowa
Flood Mitigation Board in the form of State sales tax increment financing paid over the next 20 years. The City is borrowing
$53 million in calendar years 2014 and 2015 which will be paid over fifteen years with the State sales tax increment. Phases
of the project not covered by the 2014 borrowing will be completed as sales tax increment is available in future years. The
State sales tax increment grant time period is January 1, 2014 through June 30, 2033.
,..
Top 10 Capital Projects (1997-2020)*
# Project Description FY2016 Adopted Cost (1997-2020)
1 Streets Project (Engineering & Public Works) $120,006,524
2 Bee Branch Creek Watershed Project $ 98,376,440
3 Sanitary Sewer- Maintain & Install $81,388,070
4 Parking Ramps $76,171,243
5 Water and Resource Recovery Center $74,285,000
6 America's River Project $70,674,035
7 Southwest Arterial $40,476,841
8 Airport Terminal Project $37,518,004
9 Industrial Parks $35,683,418
10 Stormwater- Maintain & Install $33,059,715
Total $667,639,290
*These are total expenses on projects whether debt was used or not.
Rev.3/23/16
THE CITY OF
DUB E 0 0
t Rk Utility User Fees &
/ / 1 /I
Rates
The City Council adopted the Fiscal Year(FY) 2016 operating and capital improvement budgets on March 12, 2015. The City's 2016 fiscal year
begins July 1, 2015, which is when the new utility user fees and rates for curbside collection, sanitary sewer, stormwater, and water will go into
effect. Based on the average Dubuque residential utility customer,the average combined total increase in these monthly utility costs is estimated at$6.86
per month.
For detailed utility account information, visit www.cityofdubuque.org/utilities or contact Utility Billing at 563.589.4144 or utilityb@cityofdubuque.
org. Detailed information on the FY2016 budget is online at www.cityofdubuque.org/FY2016budget.
General Fund
The general fund is the general operating fund of the City for general service FY2016 GENERAL FUND REVENUES
departments. These general service departments include public safety, public
works, engineering, health services, human rights, economic development,
housing, planning, parks, recreation, conference center, civic center, library, Sale of Assets
information services, finance, personnel, legal services, city manager, city °%
council, and city clerk. In Fiscal Year 2016, the general fund is budgeted to Private OFF Transfers In
collect $26,352,535 in property taxes, which is 42% of the total revenue Contributions
°
collected in the general fund. As shown in the top chart to the right, the City's Taxes
general fund revenues come from several sources: taxes, use of money and Charges for
property, transfers in, licenses and permits, and more. The bottom pie chart Services
shows how the general fund revenues are budgeted to be spent.
County
1%
HOW GENERAL FUND MONEY IS SPENT State Grants Use of .
2% Property
45%=PUBLIC SAFETY (animal control, building inspections, crime Federal Grants
prevention, emergency management, flood control, fire, police, etc.) 0%
18%=CULTURE&RECREATION (Americorps, arts&cultural affairs, Licenses&
Permits
civic center, conference center, library, marina, parks, recreation, etc.) 9,°
12%=PUBLIC WORKS (airport, maintenance of streets, bridges, FY2016 GENERAL FUND EXPENDITURES
and sidewalks; snow removal, street cleaning, street lighting, traffic
control, etc.)
Health&Social Ca ital Projects
Services p ° Debt Service
2%
11%=GENERAL GOVERNMENT (city attorney& legal services, city \ z� 1%
clerk, city council, city hall and general buildings, city manager, TransfersOut---------
finance, information services, etc.) 4%
Community&
Economic
6%=COMMUNITY&ECONOMIC DEVELOPMENT (economic Development
development, housing and community development, neighborhood 6% General
development, planning and zoning, etc.) Government
11% Public Safety
4%=TRANSFERS OUT (to funds other than General Fund) '
Public Works
2%=HEALTH&SOCIAL SERVICES (community health, health
regulation and inspection, human rights, etc.)
Culture&
2%=CAPITAL PROJECTS •
1%=DEBT SERVICE (government capital projects, tax-i ncrement
v financing[TIF]capital projects) 6hhL—
City Portion 1 Property
FY2016 ADOPTED PROPERTY TAX RATES • Adopted Tax Rate=$11.03 per$1,000 assessed value
>_°
_+° $17.66 $^°'= $^^'° • No increase in property tax rate and 2.63% increase in property tax cost
>+° $11.22 _ _° ""° for the average homeowner from FY2O15
H z.m
"' >+°.,° _^ ° Provides a property tax decrease for industrial properties(-6.68%)and
"° commercial properties(-7.49%)
g, • Dubuque's rate is the SECOND LOWEST of the 11 cities in Iowa with a
>= population over 50,000.The highest rate(Waterloo,$17.76)is 61.05%
>° higherthan Dubuque's rate,and the average($15.38) is 39.45%
A.. w. *o..embety�.aoo —1-
W� W °�. higher.
'lnduda[hetmns tasle°yadoptWGy[he Des WnesAr�Peglonal TMIVANhoNy Nac.IMWltty
• Dubuque'stax rate in FY1987 was$14.58,24.39% higherthan the
adopted FY2O16 rate of$11.03. The City is an efficient operation and
FY2016 PROPERTY TAXES PER CAPITA has reduced its full-time workforce by 3.8% since the 198Os.
$,,um
�m
$s=T
�m $"_ • Dubuque has the LOWEST taxes per capita in the state forthe city
nm "° portion of property tax rate.
�m s167 s°n sem,
�m
• The highest city(West Des Moines,$917) is 113% higherthan
�m Dubuque,and the average($639) is 48% higher.
�m
�m
s,m
m
A.. eOVze y —RAGE D °'""_ R."° I..e, PROPERTY TAX SPLIT (FY2014—FY2015)
Where do your property taxes go? xIcc Independent
Property taxes are collected by the County and distributed 3.75% 2.01%
monthly to the City of Dubuque and other taxing bodies. Property
taxes are are distributed among the Dubuque Community School
District (42.38%), City of Dubuque (33.39%), Dubuque County
(19.47%), Northeast Iowa Community College (2.75%), and N
independent authorities* (2.01%)
School
Property taxes are certified July 1 with the first half due on or District
before September 30 and the second half due on or before az.3e%
March 31. For more information, contact the City Assessor at
563-589-4416. county
19.47%
* `Independent Authorities"includesCittyAssessor, CounfyHosprtal
(SunnycrestManor), Dubuque County Agriculture Extension,and the
Tuberculosis and Brucellosis Eradication Fund.
Dubuque's Rankings among Iowa's 11 Largest Cities
The City's mission is to deliver excellent municipal services that
support urban living, and contribute to a sustainable city. The City
Prope ty Tax Rate Per Capita Lowest plans for the community's future, and facilitates access to critical
City Portion of Property Tax Rate Second Lowest human services. The result is a financially sound city government
Water Rate Third Lowest and citizens getting services and value fortheirtax dollar.
Curbside Collection Rate Fifth Lowest
Sanitary Sewer Rate Fourth Highest
Stormwater Rate Second Highest
Curbside 1 1 • 1
$30
$26.25 • 5% increase from FY2015 (was $13.24)
tt5 031 • Average monthly impact = $0.66
2E$20
e
$15'°° $16.20 $16.11$15 813.00 813.16 813.9°
$15.30 Dubuque has the fifth-lowest refuse collection rate when ranked among
$11.92 $1200 similar communities.The highest-ranked city(Ames-$26.25) is 89%
higherthan Dubuque's rate,and the average($16.20) is 16.5% higher
$5 than Dubuque.
$0
Nuessustabormin �'� ar wuesow CieIw CM noZ. tlr� °Iww sepia M6
Sanitary Avg. Household Rate*
$70 • 10% increase from FY2015 (was $33.58)
$6° $57.65
2$59 • Average monthly impact = $3.38
$d059 $d2.2°
$^° $36.0° $36.°2 $3696
832.57 $3430 83455 Dubuque has the fourth-highest sanitary sewer rate among these
N$30 communities.The highest-ranked city(Ankeny,$57.65) is 56% higher
$22A0 $22.91 than Dubuque's rate,and the average($34.30)is 7.2% lowerthan
'$
Dubuque.
20 $1731
0
$0 *Average household rate based on 6,000 gallons per month at$0.0061633 per gallon
cimandmn mrs ewe CTy lwa CTy wd Dv oubwue DismountPersuade
mufli domed,
surn-
Dumque
1 / Avg. Household Rate* i
• 6.79% increase from FY2015 (was $5.98)
$12 $10.95 • Average monthly impact = $0.40
$10 • Not-for-profit businesses automatically receive 50% discount
Dubuque is in the midst of a $200 million project to protect 1,373
p $°
f $6.38
$6 $5.39 $5.50properties from stormwater flooding.The Bee Branch Watershed Flood
' $4.0 $°'° $"° Mitigation Project will prevent an estimated $582 million in damages
$° X05 $350
$2.49 over the 100-year design life of the project,with a return on investment
$2 $1,84 of$6 for each $1 spent.The highest rate(Des Moines,$10.95) is 71.6%
higherthan Dubuque's rate,and the average($4.70) is 26.3% lower than
°
Sioux Clly°arrenpoM Ames Ioxa Gly ideas°¢ FvCedar Walaloo Fnlxny Dubuque Des Dubuque.
Moines
win wlo Rapids Moines
win *Monthly rate for majority of Dubuque households based on usage of 1 SFU[single
family unit]
Water Avg. Household $26.80/month
$35
$39 $25A° $,622
$31.92 $3232 • 10% increase from FY2015 (was $24.36)
$ $25.]1 V6 80 82].1°
1$25 • Average monthly impact = $2.44
E
0$2°
y$15 Dubuque has the third lowest water rate among these communities.The
highest rate(Ankeny, $32.32) is 20.6% higher than Dubuque's rate,and
x$10
the average($28.71) is 7.1% higher.
a $5
$° g„�,g �uy w� ,„,�,� *Average household rate based on 6,000 gallons per month at$0.0045 per gallon
Maintaining Fiscal Responsibility
The City of Dubuque uses debt to accomplish the important infrastructure and economic development projects that must be done. The City does NOT
use debt for operating expenses and, by state law, must have a balanced budget. The City uses debt to finance major projects much like a homeowner
uses a home mortgage. Beginning in FY 2016,the amount of the City's outstanding debt will begin to decrease. It should also be noted that most
of the City's outstanding debt is not paid with property taxes(except Tax Increment Financing), but is abated from other revenues, except for one
issuance for the replacement of a Fire Pumper truck in the amount of$1.4 million and $2.6 million for a franchise fee judgment bond with debt
service of$290,940 in Fiscal Year 2016.
Statutory Debt Limit Used (as of June 30 of each year)
95%
90.49%
90% 87.49%
85% 82.03%
80% 83.87% 78.83% 79.42%
74.47%
75%
70.20%
70% 71.74%
66.040% 65.91%
65%
62.23%
60%
FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25
Top 10 Outstanding Debt Uses (asofhne30, 2016)
# Project Amount Outstanding Issuance Amount
1 Water& Resource Recovery Center $70,287,700 $ 77,333,000
2 Stormwater $69,865,626 $ 77,133,791
3 Parking Improvements $38,057,492 $ 44,611,714
4 Water Improvements $26,681,510 $34,807,242
5 TIF Rebates/Bonds to Businesses $19,266,286 $ 24,483,989
6 GDTIF Incentives/Improvements $18,066,669 $ 21,805,968
7 Sanitary Sewer Improvements $12,274,471 $14,193,270
8 DICW Expansions $11,176,274 $18,620,412
9 Roshek Building Loan Guaranty $10,000,000 $10,000,000
10 Street Improvements $6,652,790 $7,319,967
Total $282,328,818 $330,309,353
Assistance Available to Low-Income Residents Family Size&Annual Income:Family households of 5 or more peoplethat meet
A 50%discount in refuse and stormwater tees is availableforqualified residents. current Section VIII Housing guidelines.
Eligibility guidelines include: Extreme Financial Hardship:Under the discretion of the City Manager or designee.
Age&Annual Income:Head of the household is 65 years of age or older,and
annual gross household income is$24,300 or less for a one-person household or For more information,or to apply,visit www.cityofdubuque.org/utilitybilling or
$27,800 or less for a two person household. call 563.589.4144.
Focus
highlighting issues important to Dubuque residents
UTC ES
outcomes (noun): "Final products or end results;
consequences; issues."
4 What does it mean for Dubuque residents and businesses?
In This Issue
' 2 > City Manager's Message
3 > City Council Goals& Priorities
r 4 > Goal 1: Planned & Managed Growth
e
6 > Goal 2: Partnering for a Better Dubuque
1 10 > Goal 3 Improved Connectivity
Transportation &Telecommunications
12 > Goal 4: Economic Prosperity
16 > Goal 5: Environmental Integrity
•�� . 18 > Goal 6: Somal/Cultural Vibrancy
�.. - 20 > Goal 7: Financially Responsive City Government
& High-Performance Organization
THE MY OH 22 > Community Health & Safety
DT 7� 23 > City of Dubuque Department Managers
l.J _
Masterpiece on the Mississippi
_
\\.� I J
CITY MANAGER'S MESSAGE
Outcomes (RESULTS!): What Does it Mean to
Residents and Businesses?
H Michael C. Van Milligen H
Ours is an agenda driven by Mayor Roy D.Buol and the City Council through Are all outcomes occurring at a satisfactory level?No.While serious crime is
their role as policy makers,their at least twice-per-month City Council down 38 percent since 2007,it still exists at unsatisfactory levels.According to
meetings,and their annual strategic planning session where they set the the U.S.Census Bureau,Dubuque's poverty rate(percentage of population below
City's vision, mission,five-year goals,and annual priorities.The Mayor and the poverty level)was 13.2 percent for 2008-2012.Much more work needs to
City Council inform their process through a robust community engagement be done here. While unemployment is at 3.9 percent and almost 60,000 people
strategy that leads to significant community support and participation and very are working in Dubuque County,future progress will only come with strategic
productive partnerships at the implementation level. and deliberate action. Much of the progress noted in this publication came with
significant investment including debt at very attractive interest rates.The goal
This is not just conjecture as the National Civic League has recognized the is to reduce City indebtedness over time.
Dubuque community three times(2007,2012,and 2013) in the last six years
as an All-America City.Only 10 communities receive this recognition each year I recently heard an interview of Larry Keeley,author of the book,"Ten Types of
through an intense national competition. It is unprecedented for a community to Innovation:The Discipline of Building Breakthroughs,"who pointed out that
be recognized three times in just six years for what has been described as the innovation is not only the creation of a single product, like the smartphone,but
academy award of civic engagement.Through this process,the National Civic the integration of products and resources to achieve better results.Dubuque
League awards panel has scrutinized the general methodology used by Dubuque plans to continue to innovate to lead to outcomes that will achieve greater
and has specifically looked at the America's River project,the Downtown Master community and individual success.
Plan,Crescent Community Health Center,efforts to improve grade-level reading,
veteran-oriented programs,workforce development efforts,and the Historic One of the ways to achieve greater success is to retain and build a workforce to
Millwork District revitalization initiative. grow our local economy.The Inclusive Dubuque initiative,a collaboration of 30
local organizations and businesses described in detail on page 19, is doing that
This publication is intended to review the results of the direction provided by by advancing equity and inclusion.
the Mayor and City Council.The implementation of their agenda is driven by
the very professional City of Dubuque department managers listed on page 23 The diversification of our economy continues to be illustrated by the recent
in partnership with the creative Leadership Team(staff who report directly to ranking of Dubuque as one of the 10 best American cities in which to work in
department managers),the wonderfully talented City employees,dedicated technology. The ranking was compiled by SmartAsset.com,which collected data
members of the City boards and commissions,enthusiastic volunteers, on wages and cost of living for 200 cities,ranking them on pay for technology
committed partner organizations and businesses/employers,and caring workers,percentage of technology workers in the workforce,and low cost-of-
residents,sometimes organized through neighborhood associations and living indices.
sometimes just people rolling up their sleeves and getting involved.
You will find out in this publication that Dubuquers are seeing more job
We could describe all the activities that occur to make things happen,including opportunities,higher wages, higher home values while living in a safer
the measured outputs, like number of meetings, number of hours worked, community,with more quality-of-life amenities,one of the best medical care
amount of money spent,but just counting outputs(and they are closely delivery systems,and a premier elementary,secondary and post-secondary
measured and monitored)would not tell the important story. education system,all while paying a level of taxes and fees that is very
favorable compared to large communities across the state.
We will attempt to tell this important story in this publication,not highlighting
outputs, but describing outcomes.OUTCOMES are the RESULTS of the This publication is about outcomes(RESULTS!)and the foundation that
activities and efforts.Outcomes are WHAT IT MEANS FOR THE RESIDENTS must be built to get them.The only thing that really matters is,what does
AND BUSINESSES.Outputs can usually be counted.Outcomes are many it mean to you?
times measurable,which we will attempt to do as often as possible within
this document.This is important as one of the key community partnerships, Sincerely,
Sustainable Dubuque,transitions to be more reflective of its data-driven / p
offspring,Smarter Sustainable Dubuque.Sustainability is the lens with
which city operations and community activities are viewed with data-driven wh
decisions allowing review of outcomes to create a powerful foundation for future
community success.
About the cover.An aerial viewof the street mural painted by community members,
at 16th and Washington Streets.Artist.Richard Rossignol
i
CITY C Each year, the Dubuque City Council goes through a goal-setting process.
Over the course of two days in late August and afollow-up session in early
October, City Council members reaffirmed the 15-year vision statement,
GOALS & PRIORITIES mission statement, and goals. They also identified top and high priorities
for a 2014-2016 policy agenda.
2029 VISION STATEMENT CITY MISSION STATEMENT
The city of Dubuque is a progressive, sustainable city with a strong diversified economy The City's mission is to deliver excellent municipal services
and expanding global connections.The Dubuque community is an inclusive community that support urban living and a sustainable city plan forthe
celebrating culture and heritage and has actively preserved our"Masterpiece on the community's future and facilitate access to critical human
Mississippi." Dubuque citizens experience healthy living and retirement through quality, services which result in financially sound government and
livable neighborhoods with an abundance of fun things to do and are engaged in the citizens getting services and value fortheirtax dollar.
community,achieving goals through partnerships. Dubuque city government is financially
sound and is providing services with citizens getting value fortheirtax dollar.
FIVE-YEAR COMMUNITY GOALS FIVE-YEAR CITY GOALS FIVE-YEAR ORGANIZATIONAL GOAL
FORASUSTAINABLEDUBUQUE Planned and Managed Growth Financially Responsible City Government and
• Economic Prosperity Partnering for a Better Dubuque High Performance Organization
• Environmental Integrity Improved Connectivity—Transportation
• Social/Cultural Vibrancy and Telecommunications
Sustainable Dubuque is a communitythat embraces economic
prosperity,environmental integrity,and social/cultural vibrancy SUSTAINABLE
POLICY AGENDA 2014-2016 to create a sustainable legacyfor generations to come. DUBUQUE
Top Priorities (in alphabetical order) vleDle•IIva61<•vgvlbDle
• Arts and Culture Master Plan Dubuque is a community that values...
• Central Iowa Water Association: Direction, Funding
• City Staffing Level: Evaluation, Direction, Funding !e� �
• Five Flags Center: Evaluation, Direction e
• Inclusive Community: Action Plan
• Police: Review Best Practices
• Street Improvement Program: Funding Community Smart Energy Resource Regional
Design Use Management Economy
High Priorities (in alphabetical order) 1
• Annexation: Direction on Specific Actions
• Emerald Ash Borer: Policy, Program,and Funding
• Housing Code and Inspections: Review, Update/Upgrade Green Community Healthy Local Community
• Indoor Aquatic Center Buildings Knowledge Foods Health&Safety
• Port of Dubuque Park: Development
• Skate Park
• Workforce Market-Rate Housing
Reasonable Healthy Air Clean Water Native Plants&
Mobility Animals
www.sustainabledubuque.org
anned and Managed Growth
Guide growth to protect a strong, vibrant residential/central business core providing a thriving
mixed-use downtown, safe and healthy neighborhoods, increased visual appeal and beauty
throughout the city, and provide quality services to entire the community.
Why is this goal important? PROXIMITY i PUBLIC SPACE/PARK
Desired outcomes for residents and businesses:
• Stable property taxes for residents and businesses 100 ■ Dubuque
z ■ National Threshold
• More job opportunities for all skill levels o Me
• Choice of livable neighborhoods 90 of Dubuqe
• Opportunities for our children and grandchildren to stay in Dubuque residents STAR commumrtes uses
0 60 the Inist forFumm land
• Predictable future development M live within cadegonesrodetermme
La
• Quality services to residents 40112-mile threshold*
ra al thresholds0
z
oa
20 1 1 1
How is Dubuque a '
0
achieving this goal?
City Tax Rate
FY1987-FY2016 DUBUQUE'SASSESSED VALUE
s+s
S+as3
W M. 4.0
m
$u $rz]] 4+261 3.5
$,2n 1 1
„ $,2m 3.0
a $11.88 $1t® $11.]8 $11.]8$1108 O
C S++ $11.38 $,,.N $,,.m �$10.32
,.03 $,,.83$,,.03 Cl 2.5
x $10]fi $,0R y
q $,0R 10.2] 1.05
810 5 2.0
$,021 $1001 3O$9.]0 m 1.5
� ss r
1.0
$8 1 1
87 8889 90 91 92 93 94 96 96 02 03 04 06 06 07 08 09 10 ++ +, +3 +4 +, U 0.5
Fiscal Year
O.0
1996 2014
Downtown I
Improvement 1985-2014 %since 2000 Dubuque's Assessed Value: Dubuque hasgrown
New Construction $242 million 92% from 15,832 acres in 1993 to 20,248 acres in 2014, a 28 percent
Building Rehab $277 million 88% increase in 21 years through voluntary annexation. Since 1996,the
Real [state Sales $150 million 70% city's assessed value has increased from $1.6 billion to $3.9 billion, a
Public Improvements $101 million 93% 144% increase.
Facade Renovation $21 million 86%
Net New lobs +4,335 70%
TOTAL IMPROVEMENTS $641 million* 90% Annexation: By extending city utilities to industrial parks,
*does not include$150 million in real estate sales/investments nearly 7,000 acres were opened for private development since 1996
and the city's assessed value has increased by over$174 million.
-4-
Dubuque's Water& Resource Recovery Center underwent a
nearly $70 million upgrade that was completed in 2013 and
currently operates at 65 percent of its capacity. It features
methane production/capture and co-generation to produce
electricity and create heat for the operation of the facility. It
aNN�
is expected to be electrically self-sufficient within a few years
and will save$250,000 in annual energy expenses. It also now
better serves local industries by accepting high-strength waste.
The project is more environmentally friendly than the former
waste incineration and responded to a US EPA consent decree.
DRINKING Dubuque's Eagle Point Water Plant is supplied
selected
Dubuque was
WAT E R
by five shallow and four deep wells and does selected as having the best-
not use water from the Mississippi River. The tasting municipal water in the
plant produces an average of 7 MILLION world at the International Water
Tasting& Competition. Water
GALLONS of treated water per day. The plant I is becoming more important as
has the capacity to produce up to 18 MILLION water shortages are occurring
across the country and around
GALLONS per day. 4 the world.
1 11
The Southwest Arterial will be completed by 2019 and will connect the Dubuque Technology Park on
Imaging U.S. Hwy 61/151 with the new Dubuque Industrial Center West near U.S. Hwy 20. It will remove freight/
truck traffic from downtown and residential neighborhoods and encourage hundreds of millions of
DUBUQUE dollars of development throughout the project corridor.
Comprehensive Plan: A�_ To Madison,Al
MN
The comprehensive plan is a City Te Minneapnl¢2S1.Paul, BBNANco B.
Council-adopted document that 51 �AcemuE ISI
outlines the vision for the future
growth and development of the city. It �OpbAENT Congestion Relief/
s built with ideas and input from city JRE By{OPOGRAP 32 3 BSagod 9n.t'Av.1 7
residents, and reflects a consensus of Np 52 When St. 71
community values. The plan provides „
a roadmap to guide the physical, ASBBNY DUBUD
social and economic development
31 ImpmveJ Safely
of the city. The Planning Services Locust Sollodge Sl.
Intersection 35
Department is currently developing Congestion Relief
data and community indicators US 21iNnJge St. 20 BiST BBBBBBE
to identify key issues and
20
opportunities for the community.
Public meetings will be announced CENTN G mKell lgeery —
Nell ne
and additional information is
available at www.cityofdubuque. - 20 "FSo
org/comprehensivepIan. See the
gl 52
back cover of this publication for dr
151information on opportunities to be - 20
involved in this process.
Tn iM1e OuaJ cities
ff �Mi � A. Partnering for a Better Dubuque
The City of Dubuque has developed and fostered over 50 local, state, regional, federal, and national
partnerships to implement the City Council's community vision. The partnerships provide federal and
state lobbying and advocacy for Dubuque, economic and workforce development, education excellence,
culture and arts initiatives, support for families and children, public safety, housing opportunities,
healthcare and wellness programs, historic preservation, transportation, and delivery of human services,
creating a sustainable city and increased resident engagement in the city's governance processes.
Why is this goal important?
` Desired outcomes for residents and businesses:
• Bigger "bang' for tax dollars
�7 Enhanced economic development opportunities
More ownership of end products—people involved in the process, and
support outcomes
,sill0 Better access and use of facilities
Protection of your interests
How is Dubuque achieving this goal?
Large-Scale Change through Collective Impact Greater Dubuque
Development is a regional
The City of Dubuque and its partners utilize the Collective Impact economic development
Model to achieve change in our community. This approach features Greater Dubuque the Greater Duorganization u vibuquu
DEVELOPMENT CORP. ng e
government, non profit, philanthropic, and private sector partners area. This non-profit
working toward the same goal, measuring the samethings, sharing organization was founded in 1984, a partnership forged among
information, and coordinating actions. local governments, the business community, organized labor,
and the non-profit sector. Greater Dubuque focuses on business
retention and expansion, workforce solutions, new business
COMMON AGENDA recruitment, and sustainable innovation.
SHARED MEASUREMENT
government
• ACTIVITIES non-profit Over the past 30 years, employment
philanthropic
CONTINUOUS COMMUNICATION private sector in Dubuque County has increased
ALL WORKING
BACKBONE • • , • TOGETHER nearly 60 percent!
���►��� Initiatives & Partnerships
• AmeriCorps Partners in Learning Program
• • Boys& Girls Club of Greater Dubuque
• City Boards& Commissions
Helping Our People Excel • Clarke University
• Community Foundation of Greater Dubuque
Since 2008, the City of Dubuque, the Community Foundation of • Crescent Community Health Center
Greater Dubuque, and others have partnered to support Project
HOPI to increase access to services in order to connect unemployed Distinctively Dubuque
and underemployed youth and adults to education and employment • Dubuque Area Chamber of Commerce
opportunities. • Dubuque Area Convention and Visitors Bureau
Project HOPF is an initiative to ensure a vibrant community and • Dubuque Area Labor-Management Council
to reduce poverty by ensuring all people have access to education • Dubuque Community School District
and employment. Project HOPF helps to develop systems and • Dubuque County
partnerships that are easier to access and navigate, with a focus on . Dubuque Initiatives, Inc.
building connections to education and employment opportunities for . Dubuque Main Street
disengaged adults and young people.
• Dubuque Metropolitan Area Solid Waste Agency
Re-engage Dubuque is a partnership between the Dubuque • Dubuque Metropolitan Area Transportation Study
Community School District, Northeast Iowa Community College • Dubuque Racing Association
(NICC),the Community Foundation of Greater Dubuque and the City • Dubuque Regional Humane Society
of Dubuque through the Project HOPF initiative.
• DuRide
Re-engage Dubuque connects young people ages 16 to 21 who did • East Central Intergovernmental Association
not complete high school to alternative education options and post- • Every Child I Every Promise
secondary education/training. Re-engagement coaches work with
these young people to develop personalized plans for completing a • Faces& Voices
high school diploma or a High School Equivalency Diploma(HSFD) • Federal Government
and exploring options for further study. • Four Mounds Foundation
Outcome: Since August 2012, the initiative's coaches have • Greater Dubuque Development Corporation
connected with nearly 190 dropouts and enrolled 180 of them in • HEART Program
online courses, alternative and/or traditional high schools and adult • Historic Millwork District Revitalization
education programs. Thirty-seven percent have completed this • Inclusive Dubuque
program. • Local businesses, churches, and not-for-profits
• Loras College
Earn It, Keep It, GroW It is a financial literacy program teaching
families skills to better utilize their financial resources. • Multicultural Family Center
• Neighborhood Associations
• BankOn Dubuque connects unbanked and under-banked families • Northeast Iowa Community College
to traditional bank accounts through partnerships with the majority . Project HOPE
of our community's financial institutions.
Outcome: Fifty-one families began a banking relationship. Proudly Accessible Dubuque
• State of Iowa
• Opportunity Passport provides matched Individual Development • Sustainable Dubuque
Accounts and financial literacy training to youth aging out of foster • University of Dubuque
care through a partnership with Dupaco and Four Oaks. • University of Wisconsin-Platteville
Outcome: Fiftyyoung adults acquired over $23,000, which was
matched bythe Community Foundation of Greater Dubuque. Washington Neighborhood Development Corporation
Q 0 Washington Tool Library
Partnering for a Better Dubuque (continued)
S M A R T E R
kill 172117721rm
)))
DUBUQUE =0 dubua ueworks �
a workforce initiative
In September 2009, the City of Dubuque and IBM Research announced
This collective impact initiative, with the Greater Dubuque
a partnership to make Dubuque a living laboratory and one of the first Development Corporation as the backbone organization, brings
"smarter" sustainable cities in North America. This initiative was employers, funding partners, workforce experts and educators
named Smarter Sustainable Dubuque and its goal is to provide Dubuque together to meet the workforce needs of local employers.
residents and businesses what they need (information and tools specific Dubuque Works focuses on three goals:
to their circumstances) to do what they want (save money, conserve
resources, and improve the local economy and environment). • Human Capital: Partners identify and address
recruitment, retention and relocation needs as defined by
Since the inception of Smarter Sustainable Dubuque, the City of greater Dubuque employers;
Dubuque, IBM Research, and a diverse group of public and private • Skill Development: Partners build workforce capacity by
partners are participating in and have completed a series of five pilot enhancing training pathways to meet employer demand;
projects: Smarter Water(2010), Smarter Electricity(2011), Smarter • Collaboration & Evaluation: Partners combine
Travel (ongoing), Smarter Health and Wellness(2013), and Smarter collaborative workforce efforts with quality research
Discards(2014). More than 2,000 Dubuque households participated in to generate evidence-based practices that improve
one or more of these pilots over the past five years and gained insights performance and outcomes for local employers.
on their households and businesses. The Greater Dubuque Development
Corporation Business Consortium is an important part of these projects. Partners include: Greater Dubuque Development
Corporation, the Telegraph Herald, Dubuque Area Chamber
4 0 of Commerce, Iowa Workforce Development, Northeast Iowa
�a Community College, Dubuque Area Labor-Management
Council, Community Foundation of Greater Dubuque and
East Central Intergovernmental Association, United Way,
Dubuque Community Schools, and Holy Family Catholic
Schools.
Since 2005, the Washington Neighborhood Reinvestment
Strategy has accomplished: As of 2014:
• Fifty-five new homeowners AccessDubuqueJobs.com investors hit an all-time high
• Thirty-two rental properties converted to owner-occupied homes with 145 local employers committed to attracting a
• Ninety owners used City homeowner rehab programs talented workforce. An average of 84,318 individuals
• Community Housing Initiatives partnering with visited the site each month in 2014. More than 120
City to rehab 20 homes internship opportunities were posted by local employers in
• The Washington Neighborhood DevelopmentItl �v+sU 2014.
Corporation (WNDC) has existed since (y� �utt55 ++AA Dubuque County was the first major metro in Iowa to be
2009 as a nonprofit corporation to promote �`�s a designated a Home Base Iowa Community, a program
revitalization efforts in the Washington zp'ORNTVOW* offering "deployment to employment" opportunities and
Neighborhood. assistance for veterans.
Fes. In 2014, over 150 newcomers were served through the
NEIGHBORHOODWASHINGTON Newcomer Service Program from 34 unique employers
which included 132 personalized tours of the community.
air
139 individuals also participated in the Distinctively
Dubuque program for new residents.
A pilot program called Tech WORKS was launched last
fall at the Dubuque Community Schools. Thirty high
school students are participating in this program for
students interested in pursuing a career in advanced
manufacturing, construction or engineering.
every child every promise
w
lip—
The mission of Every Child I Every Promise is to T
engage the entire community in building a real
commitment to deliver every promise to every child.
Every Child I Every Promise, in strategic alliance with the Community
Foundation of Greater Dubuque, engages our community to promote t,
collaboration among youth-serving agencies, eliminate duplication
of services, gather effective data and create a more efficient system
to deliverthe Five Promises to youth: Caring Adults, Safe Places, a Four Mounds
Healthy Start, An Effective Education and Opportunities to Serve.
HEART Program
Out-of-School Time Initiative
• Every Child I Every Promise and its partners are helping to The Housing Education and Rehabilitation Training (HEART)
expand learning time beyond the regular school day/year. Program is a broad community partnership of the City of
Thanks to these efforts,the Dubuque Community School Dubuque, Dubuque Community Schools, Dupaco Community
District received a grant to implement the Leadership After- Credit Union, Four Mounds Foundation, Four Oaks of Iowa,
School Program(LEAP) in two of Dubuque's middle schools. and Northeast Iowa Community College. Students that had not
LFAP offers a variety of after-school activities that are free met with success in a traditional classroom are now enrolled in
for participants and include a healthy snack. Outcome: More HEART full time, working toward a high school diploma and a
than 500 students at Jefferson and Washington Middle Schools successful career.
participated in the LEAP after-school program last school year.
HEART students are leading community revitalization while
Third Grade Reading Initiative building themselves up—working toward post-secondary
• Every Child I Every Promise served as a catalyst for the Dubuque education, developing viable careers, and becoming better
Campaign for Grade-Level Reading. This collaborative effort leaders.
by funders and non-profit partners to ensure that more low-
income children succeed in school and are prepared for college, Impact
a career, and active citizenship. The initiative focuses on the • Since 2003, HEART students completed almost 70 community-
most important predictor of school success and high school changing service projects. Students work in an innovative
graduation: grade-level reading by the end of third grade. educational setting, spending half-days in HEART's classroom
and half-days on the worksite. They rebuild homes in Dubuque's
Data-Driven Decision Making downtown neighborhoods, revitalizing community.
• In order to maximize resource and make informed decisions • To date, students have converted 37 derelict rental units into 27
about what's best for young people, SCEP supports a system to owner occupied homes.
collect and share data, call the Results Scorecard. This system • Up to 12 young people participate annually, most putting in over
is shared by partners and engages organizations and community 500 service learning hours each year. They've earned a 92
members into action. Outcome: 14 Community Partners now graduation rate since 2003.
• A new program component, HEART Bridge, began in 2015 and
utilize Results Scorecard to share data. bridges the gap between high school graduation and a viable
career. Students set a Career Goal and Objectives, earn stipends,
In FY 2014, 2,319 children registered for the and save toward their goals. Dupaco provides a dollar-to-dollar
Carnegie-Stout Carnegie-Stout Public Library Summer Reading match for their their savings and coaches them in financial
PUBLIC LIBRARY
Program and 57 percent completed. literacy, goal setting and use of their savings. The strategy helps
13,663 people attended library programs for youth in FY 2014. young people meet success beyond high school graduation.
9-
mp rove LC on n estivity•
Transportation and Telecommunications
Provide improved traffic flow throughout the city by reducing traffic congestion, attaining
better street conditions, elimination of obstructions, improved visibility and increased
commercial air service. „A^V"
Why is this goal important?
Desired outcomes for residents and businesses:
• Reduced traffic congestion and improved traffic flow
• Better conditions of streets, eliminated obstructions, and improved visibility
• Commuting through telecommunications
• Greater economic opportunities
• Air access to multiple hubs
How is Dubuque achieving this goal?
Annual Street Repaving Program
The Public Works Department has repaved over 190 centerline miles, Commercial Air Service ® �
almost two-thirds of Dubuque's 310 miles of streets, over the past 20 years
through Dubuque's annual asphalt overlay program. Each year, old asphalt Dubuque residents and businesses DUBUQUE REGIONAL AIRPORT
is ground off the streets to be paved and is recycled into the new asphalt have convenient access to quality,
used to repave the very same streets. Not only are streets made safer and viable, and competitive airport services and facilities.
smoother, but property owners are not assessed for any of the costs, unlike 2014 was a great year for the Dubuque Regional
street reconstruction projects. This program is funded instead with monies Airport. In 2014, Dubuque had 34,410 passengers
from Iowa's Road Use Tax Fund (gas and diesel fuel tax.) utilize the three daily jet departures through the
Chicago O'Hare International Airport. For the year,
Dubuque's traffic increased 6.81% in departing
ANNUAL STREET
� �' � REPAVING PROGRAM passengers over 2013. From January - November
2014 (latest data available from U.S. Bureau of
Transportation Statistics), 93.78% of scheduled
departures were completed. The airport's new $40
million terminal area project is on time and scheduled
to be completed in 2016 and will offer more 1%
conveniences and amenities for travelers.
The Public Works Department plows nearly 31 O MILES OF STREETS
during and after each snow event, enabling residents to get to work, school,
and appointments, and allowing the delivery of important goods and supplies.
LThe Southwest Arterial - Looking Ahead
In 2013, the City of Dubuque and the Dubuque Metropolitan Area Transportation Study(DMATS) successfully negotiated the transfer of the
Southwest Arterial project to the Iowa Department of Transportation (IDOT). The IDOT, DMATS, Dubuque County, and the City of Dubuque
have budgeted over$100 million to build the Southwest Arterial over the next five years.
Following the completion of the Southwest Arterial in 2019, the project has the potential to generate $80 million in property taxes, $1.67
billion in economic output, $653 million in labor income, and $1.02 billion in value added from 2021 to 2030. The Southwest Arterial will
also annually generate $135 million in state and local taxes and $130 million in federal tax from new economic development, as well as
save $30 million for the 10-year period. This project will also generate $16 million in property tax, $304 million in economic output, $24
million in state and local taxes, and $24 million in federal taxes due to economic development, in addition to $3 million in safety savings
from 2030 onwards.
Side benefits include removing over 500 trucks a day from downtown streets .and encouraging
redevelopment on Central Avenue and White Street. Almost 1,000 trucks per day will be removed
from Highway 20/Dodge Street. Additional traffic will be removed from Kelly Lane, Fremont
Avenue, Cedar Cross Drive, Rockdale Road, and other residential streets.
Complete Streets a 4
Through the Complete Streets Program, adopted by the City Council in 2011, the City's
engineering department can design and construct streets for all users, including cars, trucks,
public transit, bicycles, and pedestrians, making the street system more efficient and providing
people more choices in travel. Recent projects following the policy include the Historic
Millwork District Complete Streets Project, the 9th and 11th Streets One-way to Two-way
Conversion Project, and the Flm Street Reconstruction Project(9th to 12th streets).
JULE RIDERSHIP UP 28 CONNECTING WORKERS TO JOBS 4
►�c �' PERCENT IN FIVE YEARS In late 2013 and early 2014,Thelule coordinated with Greater
—� Public transit ridership in Dubuque Dubuque Development Corporation and businesses in Dubuque
has increased 28 percent overthe Industrial Center West to evaluate work hours and transportation needs
The Jule pastfiveyears. Rides peryear have and connections for workers traveling to the DICW.This collaboration
increased from 373,376 in fiscal year led to installation of additional bus stops,a bus shelterand increased
(FY)2009 to 478,370 in FY 2014, an increase of over 100,000 rides. An improved service; pickups in the industrial park were previously every hour and
route structure launched in January 2014 and based on collection of empirical data were increased to every 30 minutes and service had ended at 4:55 p.m.
through Smarter Sustainable Dubuque offers faster bus transportation between and now goes until 6:15 p.m.Since January 2014,an average of 2,151
downtown and the west end as well as new service areas, increased service for rides/month were provided on the Yellow Line that serves Dubuque
some areas,trip times shortened by up to 50 percent,and extended service hours. Industrial Center West,a 76 percent increase in ridership from the
previous service that provided an average of 1,221 rides/month.
Bike/Hike Trail Connectivity
Since the adoption of the Dubuque Heritage Trail Master Plan in 1996, A 53-mile nework of trails .�
(27.8 miles of signed on-street routes and 25.5 miles of off-road, paved, multi-use trails) has
been developed with connections to parks and the Mississippi riverfront, through the community's F ;
oldest neighborhoods and the downtown, and to the community's west side shopping and
employment centers.
Prior to 2000, noresidents lived within a mile of a bike/hike trail network. As of 2012, 81
percentof thepopulation lives within a mile of a bike/hike trail.
According to the 2010 Census, approximately six percent of the workforce in the Tri-State area
walks to work daily. This is more than double the national percentage for walking of 2.38 percent.
conomic Prosperity
Diversify the regional Dubuque economy by retaining, expanding and growing local
businesses, attracting new businesses, maintaining an abundance of employment
opportunities for persons of all skill and education levels, and offer top quality-of-life options
embracing a community where young professionals want to live and raise their families.
Why is this goal important?
Desired outcomes for residents and businesses:
• Young professionals want to live here
• Our children want to stay or return to raise their families When More people are employed In the
• More retail, service and entertainment opportunities— community, it signifies that the community
keeping dollars in Dubuque is conducive to economic growth and that
• Insulation from economic cycles through diverse businesses more people have wages, which increases
• Variety of job opportunities for residents
• Variety of education opportunities and internships for those jobs their quality of life.
• Entrepreneurial opportunities to start and grow businesses
in the community
How is Dubuque achieving this goal? )III
�
kDubuque
The Duhuque MSA*, �with3%of the ounty
state's population, ent
contributed: 0• • •
before of Iowa's net job
creation from
Port of Dubuque after
Over$400 million of public and private investments made in the Port of "Metropolitan Statistical Area
Dubuque have transformed an under-used and polluted industrial area
into a vibrant area with a variety of employers and community and tourism Percent Change per
attractions. Capita Income: 2000-2012
Industrial/Business Parks 32.8% Dubuque
Infrastructure & Amenities to Support Streets & Utility Services 34.9% State of Iowa
29.9'° D.S.
ECONOMIC DEVELOPMENT • Air Service
Housing Dubuque exceeded the
AND GROWTH
• Parks & Recreation Programming nationalgrowthby2.9%
12-
HISTORICAL EMPLOYMENTI DUBUQUE I
60000
Regional1 1yment Compariso
November 2012-2013
aCity Population 1-yr. Change
0 50000
d in#of Jobs
W Decatur, IL 75.407 4.3% decrease
obs Peoria, IL 115,687 2.2% decrease
z 40000 Trendline Manhattan, KS 56,069 3.5% decrease
Dubuque, IA 57,637 1.35% increase
Source.USA Today-iobs Report,Dec.2013
30000
83 'W 'fly'86'8]'88 '89'90 '91 '93 '93 '�'95 '96'9]'98'99'00 '01 '03'03 'W '05 '06'0]'08 '09'10'11 '13 '13
YEAR
AVERAGEHOURLYMEDIAN1 1 1 INCOME
25 $60,000
20I $50,000 ■ Dubuque MHI
w ■ National MHI
i 15 c $40,000
y U_
6
10 a $30,000
o II =
o � z
z
5 a $20,000
0 $10,000
2001 2014 --
Dubuque County's average hourly wage increased 28% from
z000 zoJz
2007 to 2014, exceededing inflation by 15.5%. In 2000, Dubuque's Median Household Income (MHI) ($39,582)
Source,US Dept.of Labor Bureau of Labor Statistics was six percent belowthe national MHI ($41,994.) In 2012,
According to data from the Iowa Economic Development Dubuque's MHI ($50,885) was just one percent below the
Authority, Dubuque County's average hourly wage grew by 103% national MHI ($51,017.)
from 1991 to 2014, exceeding inflation by 29%.
HOME PRICE APPRECIATION: II . I I ' IN CHANGE: 1970-2010
10 9.11 6.28 5.82 NINE
188 1.8250 OJQ J O$O>Q htim$ • OQQ QO O 4$$C O>s OQ
O$O Qh O $O
0 8.58 10
5 o X 3 3 Q a m o 0
-10 a o o
,o
15 U o = 20
-20 -18.56 -30
q0
-25 24.88
so
Source.Federal Housing Finance Agency -60
Economic Prosperity (continued)
Impact of Tax Increment
Financing (TIF) in Dubuque _
NEW INVESTMENT $619,646,211
RETAINED JOBS 21832
NEW JOBS 61056
TOTAL JOBS 87888
$138 million in TIF rebates has leveraged$482 million in capital
investment,nearly a 3.5 TO 1 RETURN ON INVESTMENT RATIO!
City of Dubuque
TaxingNew Bodies
0 Portion of tax levy returned from all TIF Dubuque Industrial/
districts to taxing bodies prior to TIF
8000000 districts'expiration Technology Parks Cover
7000000 $6,691,76' Over 1 000 Acres in
� Technology Park South&Dubuque �
W 6000000 Industrial Center West W Dubuque
This is what will go to the taxing bodies beginning in
W 5000000 2019,the first year after expiration of the Urban
Renewal District.The amount continues annually,
,cc4000000 ncreasing each year. Dubuque Industrial Center• Dubuque
3000000 Industrial Center North • Dubuque Industrial
a $2,202,905
2000000 Center South • Dubuque Industrial Center
West• Dubuque Technology Park • Kerper
1000000 Court Industrial Area • Port of Dubuque
2005-2018 2019 6,510 employees
Did You Know?
Dubuque was ranked one of the ten best American Reducing the number of problem properties in Dubuque provides
cities to work in technology by SmartAsset.com for stable property taxes and more livable neighborhoods. The
(August 2014).The ranking was based on pay for tech it number of identified problem properties has been reduced from
workers, percentage of tech workers in the workforce 29 in 2010 to 18 in 2014. ^�
(representing high levels of opportunity in the field), and low cost-of-living
indices.Tech workers in Dubuque make 1.86 times more than the city Dubuque Senior High School was named one of the top schools
average,the highest ratio on this top 10 list.
® in the country in the US News&World Report's 2008 "Best High
According to a 2009 Economic Impact Report issued by the Schools" rankings.
Iowa Office of Aviation,the Dubuque Regional Airport has Northeast Iowa Community College was named one of the nation's Top 10
an annual economic impact of more than$34 million. Community Collegesfor 2011 bythe Aspen Institute.
14-
Opportunity Dubuque
Fifty-three percent of local employers identified "workforce"as their greatest Opportunity Dubuque is designed to assist:
barrier to future growth,according to interviews conducted by Greater Dubuque • the unemployed and underemployed,
Development Corporation. 0 high school students interested in hands-on learning,
• dislocated workers who need to brush up on news skills to become more
Opportunity Dubuque is a unique,collaborative job-training effort developed marketable,anod
in response to local employers'needs for a skilled workforce.Through this 0 referrals from local community groups and non-profits.
initiative,the unemployed and under-employed are able to complete a shod-
term cer ification program to upgrade their skills.This program creates career Outcomes:
pathways where students earn industry-recognized credentials and certificates 0297 students have been accepted and placed into the program,
that lead to employment or ladder into a degree or diploma program and 0250 have graduated (167 in advanced manufacturing and 83 in information
ultimately fills employers'demand for talent in high-wage,high-demand technology)and 22 are still in training(92%graduated or in training),
careers. 0 237 of the graduates(97%)are employed or continuing education.
• Twenty-four local employers are participating.
Opportunity Dubuque is designed to assist the unemployed and underemployed,
high school students interested in hands-on learning,dislocated workers who Future Plans:
need to brush up on news skills to become more marketable,and referrals from 0 expanded manufacturing training
local community groups and non-profits. 0expand to information technology and skilled Iowa internships
Opportunity Dubuque is funded by the City of Dubuque,Mystique Casino,and the
Dubuque County Board of Supervisors.The initiative arose out of Project HOPE and
Housing Choice Voucher Program is now a partnership between Northeast Iowa Community College,Greater Dubuque
Development Corporation, East Central Intergovernmental Association,Community
Family Self-Sufficiency Foundation of Greater Dubuque,Dubuque Community School District,andlowaworks.
Family Self-Sufficiency (FSS) is a U.S. Housing and /�N
Urban Development(HUD) program for Housing Choice
Voucher Program participants. The program encourages
communities to develop local strategies to help participants
obtain employment that will lead to economic independence The Circles Initiative is part of an
and self-sufficiency. Since 1997, 89 people have graduated O ® Q
from Dubuque's FSS program. The program has tripled in innovative national movement that
size and now serves 128 families. connects volunteers and community
leaders to families wanting to make the
• 9 1 % of the graduates are off Dubuque's journey out of poverty. There are barriers
housing assistance program that keep even the most motivated from
CIRCLES achieving prosperity. Circles breaks down
• Graduates increased their annual income by I N ITIATIVE these barriers by expanding opportunity
293% and their earned annual income by 'DGt/pIA a& and support for families as they create
899% while completing the program their own paths to stability.
GRADUATESGETTING AHEAD IN A JUST-GETTIN'-BY WORLD GRADUATES
Oki CIRCLES
%ACHIEVING AFTER 6 & 18 MONTHS
80 11% ■ Employed
70 ■ Enrolled In education program
60 57% 0 Completed certificate ordegree
50%
50
s
d 40
30
20 14%
10 h%
4 - 0
—`a AFTER 6 AFTER 18
MONTHS MONTHS
15-
F i Environmental Integrity
Preserve Dubuque's natural and historic resources by creating a more livable
community with abundant opportunities for a healthy lifestyle through healthy
living environments (homes, neighborhoods and community), clean air and
water and the use of alternative energy sources. Man
1
Why is this goal important?
Desired outcomes for residents and businesses
• Protecting the natural and historic resources and environment of Dubuque
• City government using sustainable practice in daily operations
• Healthy living environments: homes, neighborhoods and community
• Clean water and air
• Creating a more livable community _
• Opportunity for a healthy lifestyle including local food products _ ®'
How is Dubuque achieving this goal?
The $70 million upgrade of Dubuque's Water& Resource Recovery
Center was completed in late 2013, the result of the largest capital
� improvement project in the City's history at that time. The facility
y now utilizes anaerobic digestion to manage bio-solids, eliminating
• a incineration of solids from the treatment process. The innovative
design, construction, and management of this facility are expected to
_ R&RhSe p cut heating and cooling usage by up to 30 percent, reduce electrical
lY'A"CFT d4)5TRY _
E ._ a� neat _ demands by 75 percent, and improve the quality of treated water
released back into the environment. Additionally, the new treatment
process produces beneficial by-product, fertilizer for farm fields.
4 _V
o The Park Division grows 60,00
Historic Preservation:
80,000 annual flowers from It is said that the most sustainable
seed in its own greenhouse building is the one that is already
c.- that are planted in the built. In the city of Dubuque, over
park system and on City $63 million in State Historic Tax
property. Additionally, Credits has been reserved to assist
over 412 hanging flowering in the rehabilitation of 45 historic
baskets are grown for _ ENGINEHOUSEN91. properties.
display throughout the year.
16-
Dubuque's 50% by 2030 Community Climate Lead Hazard Control Program
Action and Resiliency Plan is a non-binding, voluntary Dubuque's Lead Hazard Control Program provides community
effort to identity opportunities to reduce Dubuque's education on lead poisoning and utilizes funds to provide financial
community greenhouse gas emissions 50 percent below assistance to low-and moderate-income homeowners and rental
2003 levels by 2030. Initiatives that reduce greenhouse property owners to reduce lead-based paint hazards in homes with
gas emissions benefit Dubuque by invigorating the young children.All Iowa children must be tested for lead poisoning
local economy; lowering energy consumption and utility before starting kindergarten. This graph shows the decline in the
bills; creating safer and more efficient transportation number of Dubuque children who are lead poisoned.
networks; improving air and water quality; improving waste ��II
management; and improving health and safety. From 2003
to 2011, the community reduced emissions by five percent. 5
(P A �F� 4
= 3
Bee Branch Watershed Flood
Mitigation Project ¢2
The Bee Branch Watershed Flood
Mitigation Project is a multi-phased �'•
investment to mitigate flooding, improve
water quality, stimulate investment, and U 2000 2001 2002 2003 2004 2005 2006
enhance quality of life within the Bee birth year cohort
Branch Watershed. Of children tested nationally, the average for positive tests is 0.62%
A watershed is an area of land that drains to the same place.
Dubuque's 6.5 square-mile Bee Branch Watershed drains
to the Bee Branch Creek and is located entirely within the Green Alley Conversions
city limits. This project consists of several infrastructure ALLEY BETWEEN FOYE ST.&ELLIS ST.-BEFORE ALLEY BETWEEN FOYE ST.&ELLIS ST.-AFTER
improvements that will reduce the volume of stormwater, slow
the rate of stormwater, and safely move stormwater through
the flood-prone area.
F
_i
As part of the project, the City will convert all 240 alleys in
the Bee Branch Watershed to "green alleys," which feature
permeable concrete pavers. These specially designed pavers
allow water to pass through the surface and filter into the soil
below. The green alleys are expected to reduce the amount of
stormwater runoff in the watershed by up to 80 percent and
prevent flooding. In addition to reducing stormwater run-off,
the green alleys will replenish ground water and help prevent
pollutants on roadways from running off into the storm sewer
system, and ultimately, the Mississippi River. Twenty-three
alley conversions are expected to be completed in 2014, with
53 planned for 2015. More information is available at www. r
cityofdubuque.org/greenalleys.
The Iowa Department of Natural Resources (IDNR) recently
conducted a fish assessment in the Lower Bee Branch
Restoration Area, from the detention basin west/north to
Maple Street. They found 15 species of fish including bluegill,
largemouth bass, northern pike, pumpkinseed and yellow perch.
The IDNR reported, "The work that the City of Dubuque has
completed on the Bee Branch has provided benefits to the
natural resources and the citizens of Iowa through the creation
of 'new' aquatic areas and by providing additional fishery
resources in the city of Dubuque."
- 17-
Social/Cultural Vi
Promote mutual understanding, knowledge, and acceptance of others to become an
inclusive community in which all feel welcome and included. Residents are involved in
their neighborhoods and have numerous opportunities to experience arts and culture.
Public health provides equitable and fair services focusing on prevention and wellness.
Positive cultural values foster respectful relations between diverse cultures and races.
Why is this goal important?
Desired outcomes for residents and businesses:
• Everyone is welcome in the Dubuque community
• Living life without fear or threats
• Equal treatment for all by City staff
• City services are available for all and delivered in an equitable and fair manner
• City workforce reflecting the diversity of the community
• Opportunities to experience arts and culture - —
How is Dubuque achieving this goal?
Arts and Culture Impact ON
Since 2005, the City has awarded over $2.4 million to
Arts and culture nonprofits area $41.2 million industry in the city of Dubuque,
area arts and culture organizations and other non-profits
for programs that reach thousands of Dubuque adults and
supporting 1,530 full-time equivalent jobs and generating$5 million children each year. These funds have leveraged nearly
in local and state government revenue. Nonprofit arts and culture $1 million in additional community support for arts and
organizations,which spend$17.6 million annually,leverage a remarkable culture events and programs.
$29.6 million in additional spending by arts and culture audiences—spending
that pumps vital revenue into local restaurants,hotels,retail stores,and other 1.2 million 62%
businesses.Investing in arts and culture is investing in an industrythat supports jobs, people annually attend of non-resident visitors' primary
generates public and private revenue,is a cornerstone of tourism,enhances our quality arts and cultural events in reason for visiting Dubuque wasDubuque. to attend a specific arts event.
of life,and provides an excellent return on investment.
Multicultural Building Unity out
Family Center I DUBUQUE of Diversity
The Multicultural Family Center offers over 30 programs (totaling over 100 hours) per
month. The MFC has an independent not-for-profit board of directors and partners with
over 75 local organizations to welcome new residents to Dubuque and offer events to
educate the public and connect people of many cultures.
18- WWW.mfcdbq.org 1 563-582-3681 °
Crescent Community Health Center is a local medical and dental clinic providing
' basic (primary) medical and oral health care to individuals and families who are uninsured,
underinsured, and those with various types of insurance. The cost of services for uninsured
patients is figured on a sliding fee scale and discounted based upon the household income and
Crescent Community size. Patients from any area are welcomed to this practice.
HEALTH CENTER • 6,377 patients served (including over 1,500 children); half of these patients are from
the 52001 ZIP code which includes all of the Washington and North End neighborhoods.
• 64 percent have incomes at or below 100 percent of the federal poverty level LTJ
Summer Reading Pilot Impacts Playgrounds '
During the summer of 2014,the Leisure Services Department's Free Playground Programs at
Lincoln,Marshall,and Prescott Schools,and Comiskey Park offered a new traveling reading
program. Developed in partnership with local AmeriCorps staff,this program utilized eight Sony
E-readers(mobile electronic devices designed for the reading digital "e-books")and a curriculum '
that encouraged participants to read several books throughout the summer while participating
in the playground program. Fifty children between the ages of seven and 12 participated in — '
the program which helped them retain or improve their reading skills while introducing them to
technology to which they may not have had access. L
iNCLUSIVL dubuque Definitions for Context:
• Diversity: Those who bring a unique perspective or life
Connecting People•Strengthening Community experience to the decision-making table, but focusing
particularly on racial and ethnic groups; lesbian, gay, bisexual,
We all gain from creating a place where all people can lead better and transgender populations; people with disabilities, and
lives and contribute their best. A community that enables everyone women.
to learn and grow is a strong community. Inclusive Dubuque is a
local initiative established in late 2013 focused on strengthening a ' Equity: Improving equity means promoting justice,
vibrant and welcoming community, to ensure our region's success impartiality, and fairness within the procedures and processes
today and into the future. Its mission is to advance equity and of institutions or systems, as well as their distribution of
inclusion to meet the economic and cultural needs of a diverse resources.
community.An Equity Report will be produced in the spring of . Inclusion: The degree to which individuals with diverse
2015 to provide data for a future course of action. perspectives and backgrounds are able to participate fully in
the decision-making process of an organization or group.
Ensuring Dubuque's Future:
• A skilled workforce is important for the jobs of the future. The City of Dubuque is one of 36 mission partners committed to
Fifty-three percent of local employers identified workforce Inclusive Dubuque's model to build a movement to bring about
as their greatest barrier to future growth, according to change through cross-sector collaboration.
interviews conducted by Greater Dubuque Development
Corporation. Year One Highlights:
• Grew mission partners from 22 to 36 and connected with
• A quality education system can meet the needs of dozens of community partners.
tomorrow's economy. The forecast for 2018 from the Center • Facilitated 37 Idea Exchanges engaging over 1,425 people
on Education and Workforce emphasizes that 30 million • Supported 22 events
new and replacement jobs in the US will require at least . Launched website and developed email list
some level of college education. However, US colleges . Secured funding commitments for three years
and universities are only expected to produce 20 million
graduates by that time. For more information, visit www.inclusivedbq.org or
call 563-588-2700 LTJ p
19-
Financially Responsive
City Government
and High -Performance Organization
City government is ethical, transparent, and responsive to its residents and changing community
and needs. The public is safe and secure and the community is prepared to respond to
emergencies, natural disasters, catastrophic acts, and other events that threaten the health
and safety of the public. Financial assets are maximized, protected, analyzed, and reported
accurately, and are understandable and useful.
Why is this goal important?
Desired outcomes for residents and businesses:
• Customers can conveniently access city services, official public records, and
other information.
• Residents, businesses, and public safety agencies work together for a safe 1
community.
• The work environment for employees is healthy, safe, and productive. F •"� FR
• The City maintains fiscal integrity and accountability and provides support F JAiI' FF FA
for effective decision making. � 47
How is Dubuque achieving this goal?
The City's mission is to deliver excellent municipal services that
support urban living, and contribute to a sustainable city. The City Where do your property taxes go?
plans for the community's future, and facilitates access to critical
human services. The result is a financially sound city government Northeast Iowa
mmunity Independent 2.ed
ependent
Co
and citizens getting services and value for their tax dollar. couege
2.75%
Dubuque's Among
Iowa's
Issue Rank 19.47% School District
Property Tax Rate per Capita LOWEST
City Portion of Property Tax Rate 2nd LOWEST City 'Independent Authorities"
includes City Assessor,
Water Rate 3rd LOWEST33.39% County Hospital(Sunnycrest
Trash/Refuse Rate 5th LOWEST Manor),Dubuque County
Sanitary Sewer Rate 4th HIGHEST Agriculture Extension,
and the Tuberculosis and
-20- Stormwater Rate 2nd HIGHEST DrucellosisEradication Fund.
The City of Dubuque uses debt to accomplish the Statutory Debt Limit Used (as of June 30 each year)
important infrastructure and economic development 95%
projects that must be done. Deferred infrastructure 90.49%
projects become more expensive over time because of 90°'° 87.49%
continued deterioration and inflation.This low-interest
rate environment is the perfect time to issue debt.The e5% 82.03%
City does NOT use debt for operating expenses and,by 809/6 83.87% 78.83% 79.42%
state law, must have a balanced budget.The City uses 74.47%
debt to finance major projects much like a homeowner 75
9/6 70.20%
uses a home mortgage. Beginning in FY 2016,the 7w16 71.74%
amount of the City's outstanding debt will begin to 66.04% 65.91%
decrease. It should also be noted that most of the City's 669/6 62.23%
outstanding debt is not paid with property taxes(except 6W16
Tax Increment Financing), but is abated from other FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25
revenues, like water,sewer, and stormwater fees.
Top 10 Debt Uses (as of June 30, 2016)
# Project Amount Outstanding
Renegotiated Riverfront Leases 1 Water& Resource Recovery Center $70,287,700
2 Stormwater $69,865,626
FY 2012 Lease Payments$526,018 3 Parking Improvements $38,057,492
FY 2013 Lease Payments$610,992 4 Water Improvements $26,681,510
FY 2014 Lease Payments$1,235,662 5 TIF Rebates/Bonds to Businesses $19,266,286
FY 2015 Lease Payments$1,956,303 6 GDTIF Incentives/Improvements $18,066,669
Increase of$1,430,285 to the General Fund over four 7 Sanitary Sewer Improvements $12,274,471
years. Four riverfront leases have been renegotiated with 8 DICW Expansions $11,176,274
three left to be renegotiated. 9 Roshek Building Loan Guaranty $10,000,000
10 Street Improvements $6,652,790
Total $282,328,818
45%=PUBLIC SAFETY (animal control, building inspections, crime
FY 2016 GENERAL FUND EXPENDITURES prevention, emergency management,flood control,fire, police, etc.)
The General Fund is the City's primary operating fund. 18%=CULTURE& RECREATION (AmeriCorps, arts and cultural affairs,
It accounts for all financial resources of the general civic center, conference center, library, marina, parks, recreation, etc.)
government, except enterprise funds (parking, refuse/
trash, sewer, stormwater, and water.) 12%=PUBLIC WORKS (airport, maintenance of streets, bridges,
and sidewalks; snow removal, street cleaning, street lighting,traffic
control, etc.)
Capital Projects Health&Social v
2% S 2%Ce5 Debt Service 11%=GENERAL GOVERNMENT(city attorney and legal services, city
1% clerk, city council, city hall and general buildings, city manager,
Transfers Out finance, information services, etc.)
4%
Community&
Economic 6%=COMMUNITY&ECONOMIC DEVELOPMENT (economic
Development
6% development, housing and community development, neighborhood
development, planning and zoning, etc.)
12% Public Safety 4%=TRANSFERS OUT (to funds other than General Fund)
General 45% JP
Government --- 2%=HEALTH &SOCIAL SERVICES (community health, health
11% Culture& regulation and inspection, human rights, etc.)
Recreation 2%=CAPITAL PROJECTS
18% 1134
1%=DEBT SERVICE government capital projects,tax-increment
financing(TIF) capital projects 21
Community Health & Safety
LOW ,
06 7
1
Public Safety: Part 1 Crimes
(2002-2014) Dubuque Fire Department
Peak(Year) CY 2014 CY 2014 vs. CY 2014 vs. and the Community
Crimes 02-'14 AvR. Peak Year EMS Cardiac Arrest
Against 149 (2007) 137* Up 16.9% Down 8.1% Survival Rate
Persons
Crimes In 2014, the cardiac arrest survival rate in
Against 2,327 (2007) 1,662 Down 22.6% Down 28.6% Dubuque was 14.27 percent, while the national
Property average survival rate for people who suffer
*Increases in aggravated assaults in 2012 and 2013 due to code changes in domestic cardiac arrest outside of the hospital is 9.5
assaults,and the Dubuque Police Department elevating other crimes to aggravated assault
during annual reviews is not reflected above.However the above represents an accurate/ percent. Source:American Heart Association
equivalent comparison of the same code sections over the calendar years examined.
Crime Clearance Rates:
Crimes Against Persons:
Dubuque Police Dept.Clearance(Avg. FY10-FY14):74.4% Dubuque is one of the Top 10 U.S.
National 2013 Clearance:48.1% Places for Healthcare: According to
r►
Commonwealth Fund, Dubuque ranked
Crimes Against Property:
Dubuque Police Dept.Clearance(Avg. FY10-FY14):30.4% #2 out of 306 markets in 2012 based
National 2013 Clearance: 19.7% on access, prevention and treatment, potentially
*Source:Federal Bureau of Investigation's(FBI)Uniform Crime Reporting Program avoidable hospital use and cost, and healthy
outcomes. A Thomson Reuters study found that
Dubuque is also the second-lowest metro in the
96 percent of all 911 calls are answered in nation for the amount of health care spending for
10 seconds or less (national average is 90 percent) the commercially insured.
Shorter response times for dispatch result in faster response times
for agencies involved and quicker requested services for residents.
3.38% 0.32%
0.09%
i
3�NAfITN3
0-10 sec.
10.001-20 sec.
20.001-30 sec. 96.21%
30.001+sec.
-22-
KETTIONTow DepartmeUt Managers
Jonathan Brown Susan Henricks Gus Psihoyos
Water&Resource Recovery Library Director City Engineer
Center Manager 0 0
Cori Burbach Maurice Jones Rich Russell
Sustainable Community Economic Development Building Services
Coordinator Director Manager
Laura Carstens Chris Kohlmann Rick Steines
Planning Services Manager Information Services Fire Chief
Manager
Mary Rose Corrigan Jennifer Larson Cindy Steinhauser
Public Health Specialist Budget Director Assistant City Manager
Mark Dalsing Kelly Larson Ken TeKippe
Police Chief Human Rights Finance Director
Director
Kevin Firnstahl Barry Lindahl Mike Van Milligen
City Clerk City Attorney City Manager
Randy Gehl Mark Murphy Don Vogt
Public Information Officer Emergency Public Works Director
Communications Manager
Teri Goodmann Alvin Nash Marie Ware
Assistant City Manager Housing&Community Leisure Services Manager
Development Director
Bob Green Jerelyn O'Connor
Water Department Manager Neighborhood Development
Specialist Questions or feedback for department
managers can be sent via the "Contact
Us" quick link on the City of Dubuque's
Bob Grierson Randy Peck website at www.cityofdubuque.org or
Airport Manager Personnel Services Manager
call 563-589-4100.
0 Crenna BrumwellMaureen Quann Trish Gleason Juanita Hilkin
Assistant City Attorney Assistant City Attorney Assistant C ity Clerk City Manager Office Manager
-23-
1
Recent Awards and Recognition
Dubuque was named second most relaxed small city in r —
America — Movoto Real Estate, 2014
Dubuque was named one of the "Top 100 Leading Locations," DUBUQUE, IOWA
`
ranking 21st in the U.S. —Area Development magazine, 2014 U(Y]
Number one "Top Metro in the U.S." among metro areas i MasteYPiece
with 50,000-200,000 population for number of economic the Mis3.issippi
development projects — Site Selection magazine, 2014
Named one of the world's Smart2l Communities of 2015.
Dubuque is one of just five U.S. communities named to the
list— Intelligent Community Forum, October 2014
One of the 10 Best American Cities to Work in Technology— Upward Mobility
SmartAsset.com, 2014 In Dubuque,children born to parents in the nation's lowest income
2013 Smart Growth Achievement for Historic Millwork District category* had a 11.9 percent chance of being in the highest income
and Washington Neighborhood revitalization efforts— U.S. category before reaching age 30.The national average is 10.6 percent.
Environmental Protection Agency (EPA), February 2014
Dubuque ranks in the t11 i percent of the 741 areas
Dubuque
examined, . 1 1St OUt I 58 among similar—sized areas!
1 I I I J.F *category=quintile or 20% Source:The Equality Opportunity Project,2013
2007.2012.2M
Develop a New Comprehensive Plan: Your input is critical
For more information on Dubuque's Comprehensive Plan
Imagine update and public input opportunities, call 563-589-4210 or
•• � .,, �, visit www.cityofdubuque.org/comprehensiveplan.
UBDUQUE
Sign up for email and text message notifications at
www.cityofdubuque.org/notifyme and select
"Comprehensive Plan Update News and Information."
To ,, �
City Focus is published by the
City of Dubuque Public Information Office
563.589.4151, publicinfo@cityofdubuque.org
ill I I I I
Archived issues of City Focus are available
online at www.cityofdubuque.org/cityfocus
Focus
highlighting issues important 1 Dubuque residents
H Spring 2014 H
a I
et ay of Livin
f �
In This Issue '
�.' Sustainable Living
6' Neighborhood Revitalization
a Community Development
Safe and Healthy Homes
BU
OF
B E
Masterpiece on the Mississippi
DUBUQUE 1 ■
_ The Dubuque City Council meets at
6:30 p.m.on the first and third Monday
of the month in the Council Chambers on
1 the second floor of the Historic Federal
`e,• Building at 350 W.6th Street.
i
www.cityofdubuque.org/citycouncil
CITY MANAGER'S MESSAGE
Dubuque is at a time of unprecedented prosperity, and oddly enough, when the rest of the country still struggles to come out of the
"Great Recession." The Dubuque Metropolitan Statistical Area exceeded 60,000 job (60,900)for the first time ever, compared to
37,600 working in 1983. Dubuque's unemployment was 3.5% in November 2013, half the national average,and the gross domestic
product(GDP) rate of growth at 5.1% is more than twice the national average and the 17th best rate of any city in the country.
Still, there are some people who need temporary help as they work to move up the income ladder. There are also the elderly and
disabled who need long-term help.
This issue of City Focus highlights the ongoing transformation of the City of Dubuque Housing and Community Development
Department as well as the programs and services it provides. The programs serve a critical role in improving the lives of people
living in poverty and, by extension, help make Dubuque a sustainable community in which everyone can do well. This is
accomplished through engaging people across class barriers, expanding human and social capital, integrating approaches to housing
interventions, and building community partnerships.
Mayor Roy D. Buol and the City Council have set forth goals and priorities that will lead to a Sustainable Dubuque. The Housing and
Community Development Department is supporting the Mayor and the City Council's emphasis on moving families out of poverty,
creating economic opportunity, and keeping the neighborhoods healthy and safe. The City's goal is to create a model program
through neighborhood revitalization, the Family Self-Sufficiency Program,the "Getting Ahead in a Just Gettin'-by World" educational
experience, and the Circles Initiative.
These programs promote economic empowerment and assist families in creating their own personal paths out of poverty, expanding
opportunities, making connections, and eliminating barriers in the community that make it difficult for families to thrive. The
success of DubuqueWorks, Project HOPE (Helping Our People Excel), the HEART Program, Bridges Out of Poverty, Every
Child I Every Promise, Opportunity Dubuque, Green and Healthy Homes,the Third Grade Reading Initiative, and the Drop-out
Reengagement Center, are part of the transition.
The programs and initiatives of the Housing Department, with its many City and community partners, are being designed to
transform homes, lives and neighborhoods to the realization of greater possibilities. Alvin Nash, our Housing and Community
Development Director since July 2012, is new to Dubuque and has brought a fresh perspective. Alvin believes in total
accountability, respect, and fairness as guiding principles to do business. The new housing slogan says: "Dubuque@Home: A Better
Way of Thinking Leads to a Better Way of Living." I fully support Alvin's approach. We have a tremendous staff of dedicated and
experienced people who are committed to assisting residents improve their lives.
Thank you for your support of our efforts to better serve you and our entire community.
a
Sincerely, oi
Michael C. Van Milligen H
2
1
h
III ■
III '�� ��=
-r;
ANN
11 � ' _ f
h •.\�j_� 11 n
1 w
I
T— -
A MESSAGE FROM THE
HOUSING & COMMUNITY DEVELOPMENT DIRECTOR
I am extremely proud of the programs and staff of the Housing and Community Development
Department. It gives us a chance to make a tremendous contribution to the community by improving
the lives of residents and the sustainability of our community. The goal of the programs and services
administered by this department is to create a system where people become motivated and uplifted
by meeting the challenges of everyday living.
Dubuque@Home is the name of our new flagship initiative, developed by Housing and Community
Development staff, designed to use our resources and services to provide just the right opportunities
for people to prosper. Dubuque@Home offers paths for families and individuals to become self-
sufficient because self-sufficiency is the goal of all people, self-sufficiency is the American way of
life, and self-sufficiency is Sustainable Dubuque.
The management of the programs and services offered through the Housing and Community
Development Department is a business that we take very seriously because it is an opportunity
to do all the right things for all the right reasons. We do not believe in a "free lunch." Everyone
who participates in our programs accepts responsibility and everyone is held accountable for their
behavior. There is zero tolerance for actions that do not contribute to the overall health of our
community.
Dubuque@Home is an initiative facing many challenges, the biggest of which is making
sure that no family or segment of our community is left behind as we contribute to a
Sustainable Dubuque. We are strong believers in the human spirit and that there is
nothing more satisfying than to hear someone who previously had very little inspiration
and confidence say they love what they do and cannot wait to move forward to contribute
to their family and the community. + 0
HAlvin Nash H
Housing&Community
DUBUQUE OFFERS UPWARD MOBILITY Development Director
The Equality of Opportunity
University of California-Berkeley,shows that children raised in Dubuque
the U.S.to move upwards into a higher income class.
The study found that children born parents
chance of being in the highest income category before r This is well above
average of 10.6%and,of the 741 metropolitanplacesDubuque
.r Dubuque 3
FaH0 Mq Through our work in revitalizing
a better way of living neighborhoods, assisting families
in buying and preserving their
DUBUQUE@HOME is a strategic initiative homes, and creating safe,
with programs and services contributing affordable rental housing, the City
to our sustainable community.
of Dubuque Housing and Community
We promote and support individuals,families, and
healthy homeswith sustainable living.This initiative Development Department strives
provides neighborhoods with opportunities for growth. to enhance the quality of life for
It serves as an economic engine for the community.
Dubuque@Home is a better way or thinking that families throughout our city.
symbolizes a holistic approach to community living.
We are proud of our work and appreciate an opportunity to present what we do. Our goal is to invest
in change through community development because everyone should have a chance to share in the
prosperity Dubuque has to offer. We invest in housing stability and economic security to help families
save and build assets to move up the economic ladder and create
opportunity for generations of Dubuque area families to live and grow
in a sustainable community.
A sustainable community helps people recognize and develop their
abilities and potential to organize themselves to respond to problems
and needs which they share. Our policies support the establishment
of strong communities that control and use assets to promote social
justice and help improve the quality of community life. It also enables
community and public agencies to work together to improve the
quality of life in Dubuque. As a strategy to implement a sustainable
community, we offer Dubuque@Home, a new day for our community.
Affordable Housing must be
SUSTAINABLE Affordable Housing
' Alk
Ir
i
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I � 7
e
n I
An expanded definition of "affordable housing" is Affordable housing costs are generally accepted to
necessary to avoid the narrow interpretations of the consume between 25% and 40% of a family or person's
word "affordable" to mean only one thing: low-income. gross income being spent on housing costs i.e. rent/
Affordable means more than just the costs of a housing mortgage payment, insurance, taxes, and utilities. Other
unit; it means the use or function of the unit, the measurements of Sustainable Affordable Housing are
emotional impact, and the sustainability of the housing based on the average medium income or AMI as it applies
unit. In order for Dubuque to meet its diverse housing to Dubuque's housing needs. There are at least six
needs, we are developing an agenda for housing that is categories of Sustainable Affordable Housing:
in proportion to current demands, as well as expected 0 market rate,
growth and economic impact. 0 workforce,
• subsidized, 7-1
Dubuque has an opportunity to be the first community to 0 special needs, lJ
define affordable housing as it relates to the entire city • unsubsidized, and S U S T A I NAB LE
population. As the City Council sets goals and priorities 0 retirement. DUBUQUE�
for economic development and sustainability, Dubuque's
ability to meet the housing needs of the entire population, As Dubuque continues Diable • livable • equitable
from workforce to retirement and everything in between, to grow, there is a need
is critical to our future. to provide housing to an expanding population. There
are three main reasons for housing growth in Dubuque.
The Housing and Community Development Department First, existing businesses are expanding and hiring more
has adopted the term "Sustainable Affordable Housing." employees. Second, our low cost of living attracts people
We define it as housing that is well-designed, responsibly and affects how they view the community as a great
owned, professionally managed, and connected to place to relocate for retirement. Third, new companies
services and amenities. Sustainable Affordable Housing relocating to the community need housing for their
creates dignity and opportunity for working families, employees.
seniors, and those with disabilities or special needs.
The best approach to address the challenge of housing
growth is strategic planning which includes working with
WHERE YOU'LL WANT TO LIVE IN 2032 our partners such as Greater Dubuque Development
Corporation, Dubuque Area Chamber of Commerce,
2012 Gallup analysis examined 13 forward-lookingCommunity Foundation of Greater Dubuque, Dubuque
encompassing ' ' andcommunityMain Street, Washington Neighborhood Development
well as personal choices that might predict future livability. Results Corporation, Community Housing Initiatives, private
showed that the West North Central region of the U.S.(Iowa, Kansas,• � , � •� � Dakota, � � Dakota) developers, neighborhood associations, and others.
poisedthe region Dubuque's Housing and Community Development
,. areas to live in 20 years. Department is preparing for the expansion by utilizing
• Workers in this area are likely to ,. employed full time for an our Community Development program and the City's
employerpe of ,,,, jobs associated with high GDP. FconomicDevelopment department tofacilitate a
Residents• strategic plan. Sustainable Affordable Housing is in direct
• Most likely to report easy access to clean,safe water—one of alignment with City Council's goals and priorities.
SUSTAINABLE
The Family and Assisted Housing programs within the Housing and Community
Development Department focus mainly on the Housing Choice Voucher programs,
Family Self-Sufficiency programs, and the Circles Initiative.
HOUSING CHOICE VOUCHER PROGRAM
The Housing Choice Voucher Program is the federal government's major program for assisting very
low-income families, the elderly, and the disabled to afford decent, safe, and sanitary housing in the
private market. This federally funded program is administered through the U.S. Housing and Urban
Development (HUD) Department. Eligibility is limited to U.S. citizens and specified categories of
non-citizens who have eligible immigration status, and is based on income.
Housing staff determine the Dubuque Housing Choice Voucher Program Households
amount of housing assistance
payment to the property owner
based upon the family's income. C54%
have an annual gross income under$15,000
The average amount of assisted
housing benefits per household are 1- or 2-person households
paid by HUD is $367 for each are elderly and/or disabled
unit per month. Generally,
tenants pay 30-40%of their
monthly adjusted income for rent
and utilities.
Housing staff educate and counsel program participants to assist them in improving family situations
by reviewing progress, problems, and successes; obtaining housing stability; and through community
partnerships.
Each year, staff reexamine the income and
household composition of the assisted individual
or family. This reexamination determines
continued eligibility and establishes the housing 821 TOTAL FAMILIES
assistance payment. (ASWDECEMBER2013)
r, 0 Children(437) 7 children(1)
0.13%
6 children(1)
If 1 . troubleaffording 1 0.13%
contact Housing . 11 5 0.75%children(6)
�
Development 1.1. 1 1 out if I child(154)
EQUAL HOUSINGilren, A 4 children(30)
you qualify for
OPPORTUNITY I 3.75%
L (113.27% 3 children(64)
8.01%
dreoT s'
X u .13 1_0
In April 2012, 1 wrote a letter that ended up changing my life. I
In addition to the tenant-based voucher program, the Housing Choice wrote a letter to Habitat for Humanity.
Voucher Program includes two additional types of assistance: the
My family moved to Dubuque from Cuba City,Wis.,when I was
Project-based Voucher Program and the Voucher Homeownership young. My parents always tried to do the best they could for me.
Program. Even with all their love,we struggled financially.
The PROJECT-BASED VOUCHER PROGRAM includes 17 units at We moved three times growing up and it was hard. I had to
the 70-unit The Rose of Dubuque affordable assisted-living facility switch schools and lost friends every time we moved. I graduated
at 3390 Lake Ridge Drive in Dubuque. These vouchers are for the high school in 2008 and was married a year later. My husband
benefit of low-income seniors and disabled persons who need to reside and I moved to Arizona where I started college. My son, Payton,
at an assisted-living facility. was born in January 2010, and my husband left us shortly after
he was born.
The HOUSING CHOICE VOUCHER HOMEOWNERSHIP PROGRAM is a
program funded by HUD to assist first-time homebuyers. Participants There I was, living in Arizona, a new,single-mother,determined
must meet minimum income requirements and be employed full- to finish school to give something to Payton. I graduated in May
time (not applicable for elderly and disabled families), complete of 2010 and moved back home.
homeownership counseling sessions, be financially capable to provide
at least 3% of the purchase price as a down payment and qualify for Choice Voucher Program and signed up for Family Self-
an approved loan. Since 2002, 21 Housing Choice Voucher families Sufficiency. I meet with Housing Department staff regularly for
and Family Self-Sufficiency families have moved onto homeownership. support to meet my goals to budget,save money,fix my credit,
and manage my home and family.
I work and enjoy my job, but I wanted more. I wanted to own
a home. I met with Erica in Housing,and we started working
on a homeownership plan, and in a few months, I wrote that
a. letter to Habitat for Humanity.
On April 13,2012, 1 listened to the best voicemail. My
application to Habitat for Humanity had been accepted
and my home would be built! I was so excited! I was
going to have a house.
° I spent every Saturday I had off work with the people
from St.Columbkille's working on my house. I learned
so much--from painting,to drywall,and siding. I
learned how to be part of a team. My team is part
i of my community, and I learned how the community
can come together to build more than a house. My
community built me a home!
(Excerpts from a thank you letter written to the Housing and
Community Development Department)
The MODERATE REHABILITATION PROGRAM provides project-based
rental assistance for low-income families. Families residing in these
units pay 30% of their adjusted income for rent and the difference DID
, KNOW?
is paid by HUD to the owners of the rental units.
In the last year, over$3.6 million was reinvested in
The SPECIAL NEEDS ASSISTANCE PROGRAM (Shelter Plus Care the community through housing assistance payments.
Program) provides rental assistance in connection with supportive
services for homeless persons with disabilities. The City of Dubuque During the past year, 153 families participated in the
contracts with Project Concern, a nonprofit organization, to lease Family Self-Sufficiency Program.
units, provide case management, and ensure participants engage in
supportive services.
7
SUSTAINABLE
FAMILY SELF-SUFFICIENCY (FSS) is a HUD graduating the program. Participants are able to set other
program for Housing Choice Voucher Program goals according to their personal plans and ambitions. An
participants. The program encourages communities to interest-bearing FSS escrow account is established for
develop local strategies to help voucher families obtain each eligible participating family. Families earn escrow
employment that will lead to economic independence if their portion of the monthly rent is increased due to an
and self-sufficiency. The City of Dubuque is expanding increase in the households' earned income. The escrow
its Family Self-Sufficiency Program by incorporating and is credited to this account monthly during the term of the
including the Circles(O Initiative programs, which promote contract. Once the family completes the contract, the
economic empowerment and assist families in creating balance of the escrow account is paid to the head of the
their own personal paths out of poverty, expanding family. Most participants complete their contracts within
opportunities, making connections, and eliminating two and half years.
barriers within the community and their families.
The City of Dubuque and the head of each participating In 2013, three City of Dubuque FSS coordinators worked
family enter into afive-year FSS contract of participation with 153 families, meeting monthly to provide support
that specifies the rights and responsibilities of both services including financial and homeownership counseling,
parties, as well as goals and services for each family. HUD job search and retention training, and resource referral to
requires that two goals be met through FSS, the first of prepare them for economic self-sufficiency, including the
which isto seek and maintain suitable employment. possibilityof homeownership.
The second is that all members of the household be
free of cash welfare for 12 consecutive months prior to
®
C1 RC LES® "Circles has made me feel more empowered and more
INITIATIVE connected to the community." Amy, Circle Leader
�UIOGt�lA2 "Circles has given me the many different resources I was
looking for. For example, I had the goal of continuing my
education, and I'm proud to say that I'm currently enrolled as
a student." Shantae, Circle Leader
"There are many great opportunities in Dubuque, but Circles
is as good as it gets." Bob,Ally
V
A
y
(4�
Gp \
r t �� 4 �\
SUSTAINABLE
The Circles Initiative is part of an innovative national movement
that connects volunteers and community leaders to families
wanting to make the journey out of poverty. Volunteer Allies
help families break the cycle of poverty by sharing their time and
friendship. There are barriers that keep even the most motivated
from achieving prosperity, but Circles breaks down these barriers C L
by expanding opportunity and support for families as they
create their own paths to stability. Circles encourages growth
from people of all financial classes and engages the community
as a whole, so we can work together to create deep and lasting GETTING AHEAD IN ABRIDGES OUT OF POVERTY
change in Dubuque. JUST-GETTIN'-BY WORLD A training that teaches middle class individuals
A curricu I um that offers step by step I if@ about the hidden rules of each socioeconomic
We believe in the power of individuals working planning lessons with an investigation of class and how these uns poke n ru I @scan serve as
together,and the notion that poverty,so fami I ies can create the path barriers to effective communication.
to a stable,secure future.
WE CAN END POVERTY... WEEKLY COMMUNITY MEETINGS
ONE FRIENDSHIP AT A TIME. This iswhere it all comes together!
Once a week,Circles members come together to
build friendship and gather support as they
work toward their goals.
Project 1' . partnership with the
Elm
Community Foundation of Greater Dubuque,
Greater Dubuque Development po .
and Northeast Iowa Community College,
is dePROJECT
•d to serve as a catalyst
servicehelpsproviders,employers, job
createseekers connect to opportunity o OPE
employment. understand
Project HOPEo d
How Circles Works Community Development Department,
If you didn't grow up in poverty,you may be unaware of the"hidden rules" mother o admits some past indiscretions left her in a situation where she
ppo 2011,Stacy ,d been
receivingwas unable to
that govern many aspects of our lives and how these unspoken rules can keep o • had decided
change.
people in poverty. Bridges Out of Poverty trainings teach middle-and joined Program , set some goals ,
upper-class individuals about how these rules can serve as barriers to effective received support from , move forward.
communication. By the end of the year,Stacy graduated from Getting Ahead
byWorld,an initiative of Project HOPE. After GettingAhead,Stacy moved on
Those interested in becoming an Ally to support someone who wants to get to another of Project HOPE'sOpportunity Dubuque,
out of poverty go through Bridges training to help them build strong, healthy workers to training offered by
connections with Circles participants. employersskilled workers. finished ' CNC training program
offered through Opportunity Dubuque and not long after landed a full-time
Circles also sponsors a 16-20 week curriculum called Getting Ahead in job paying ' g"'wage. 'r the first earning she is enoughto support"
a lust Gettln' by World that offers life-planning lessons for individuals herself and envisions a future free from rental assistance. Throughout Stacy's
journey,she oo •d
interested in creating a more stable, secure future for their family. Individuals coordinator. coordinator connected
with
graduate from this class to become Circle Leaders.These Leaders put their Project HOPE
.opportunitieseducation,training, d
plans into action,with the support of 2-5 volunteer Allies.The group works employment are accessible to people just like Stacywho are ready to make
to achieve goals,volunteer in the community, and assist in the planning and change, but just need , little HOPE.
organizing of Circles, all while building friendships along the way.
9
' ' 11 111 � ► ► �
Neighborhood Revitalization staff assist Dubuque homeowners and rental property owners in
rehabilitating their properties to meet housing code regulations and rehabilitation standards along with
.. s
weatherization, beautification, accessibility,and lead-based paint removal activities. Federal, state,and
local funds are utilized for rehabilitation of properties to revitalize neighborhoods and create affordable
® housing for new and existing homeowners and renters.
Staff facilitate projects ranging from minor home improvements to large-scale housing rehabilitation to
preserve the historic character of the neighborhood and assist new homebuyers in acquiring homes and
existing homeowners in rehabilitating their properties. Neighborhood Revitalization staff also facilitate the
rehabilitation, relocation,and, if necessary, deconstruction of derelict/abandoned properties.
Neighborhood Revitalization programs increase community and homeowner pride, foster relationships
between residents,and increase the taxable value of properties through renovation. Program and service
offerings include:
Bee Branch Creek Homes
The City purchased 10 properties in the 2200-2300 block of Washington Street as
part of the construction of the Bee Branch Creek Restoration and Gateway Project. The
homes are being historically renovated and resold as single-family homes to mixed-
income homebuyers with purchase incentives offered. After restorations are completed,
• the homes are sold by local realtors. The result is an increase in homeownership in the
neighborhood while reducing the number of vacant houses. Seven of the properties have
been sold and others will be listed as they are completed.
First-Time Homebuyer Program
This program provides a $5,000 no-interest loan to income-eligible homebuyers for
down-payment assistance. All loans are repaid over a maximum 13-year term. Any
r r r single-family or owner-occupied duplex property located within the city limits is eligible.
r r r r r r , r These funds help decrease the mortgage amount for first-time homebuyers.
HOME Workshop
The City offers this workshop to help promote homeownership.
Classes consist of learning about City programs, financial solutions,
basic banking tips and mortgage information, and energy efficiency.
Since 2010, 132 participants have received certificates of
completion and 51 have become first-time homebuyers.
pp�N9<
Homeowner Rehabilitation Program
This program provides low-interest loans of up to $25,000 to
-
income-qualified applicants to improverove conditions of owner-
occupied, single-family homes and duplexes. To be eligible, the
' property must be located within the city limits and there are income
guidelines for participation.
loll
The house we bought
10 became a home to us.
FAA "The rehabilitation project turned
my house from a mismatched mess
into a place I am truly proud to call
my own. After the work started,
the praise from those passing by
- - - - - — was constant and I still have people
j j f stopping just to tell me how nice it
1 1 looks and how much it has improved
liii� I wit III
�aI� (II�IIIII the area.
Kim Renmson,
Washington Neighborhood homeowner
Before// //After
Home Repair Program Washington Neighborhood Row Houses
This program provides loans of up to $5,000 to income-qualified This rehabilitation project was completed and received the Ken
applicants to improve conditions of their owner-occupied, single Kringle Historic Preservation Award in 2012. Five of the six
family or duplex home at 0% interest. Several exterior and interior units located at 1767-1795 Washington Street have been sold,
repairs are eligible. Call for details. and one sale is pending. Up to $40,000 in financial incentives
are available to income-qualified buyers.
Neighborhood Stabilization Program
The City received $440,000 in Neighborhood Stabilization Washington Neighborhood Homeowner
Program funds (NSP) to acquire vacant/abandoned or foreclosed Rehabilitation Program
properties, restore/renovate them, and then resell them to income- This program provides up to $25,000 to improve conditions of
qualified homebuyers. To date, seven properties have been sold owner-occupied, single-family homes or duplexes. No income
and one remains for sale. More properties may become available. guidelines apply. Five thousand dollars is forgiven after five
years; $10,000 is due upon sale of home; and $10,000 is
The following programs are intended for the Washington loaned at $42/month with 0% interest for 20 years.
Neighborhood. Visit www.cityofdubuque.org/
neighborhoodrevitalization for a map of the area.
Washington Neighborhood Homebuyer Program
This down-payment assistance program provides up to $15,000 or For additional information on any of these programs
20% of the purchase price of a home/property in the Washington or activities, please call 563.589.4239,
Neighborhood. Five thousand dollars is forgiven after five years of email kneyen@cityofdubuque.org, or visit it
occupancy and the remainder is due upon sale of the property. There www.cityofdubuque.org/neighborhoodrevitalization. o$"r"oRTUNI"ry
are no income guidelines for participation in this program.
What does
HOMEOWNERSHIP
v
mean to you.
peace of mind
Growing roots!
Living the Happiness
'I American Dream
art of Ile Jab
Home sweet home BQ1co mpm u"M I
co
COMMUNITY
DEVELOPMENT
The Housing and Community Development Department provides leadership
and support to community development efforts through development and
administration of the Community Development Block Grant(CDBG) program.
This program is funded annually with a federal grant from the U.S. Department
of Housing and Urban Development(HUD)for eligible activities in the areas of
housing, economic development, public services and
facilities, neighborhoods, and administration. Federal
regulations require the funds to be used primarily to
assist persons of low and moderate income, reduce
slum and blight, or meet an urgent need.
tie
i'
Dubuque has been receiving CDBG assistance sincethis federal program was adopted in 1974. The use — �
of these funds has enabled us to assist many local
agencies and provide many valuable programs. These ��
include Information and Referral and Child Care
Resource and Referral through Project Concern, `—
programs for the elderly at the Hills and Dales
Lifetime Center, lending tools at no cost for household
improvements through the Washington Neighborhood
Washington�._.o..__....
Tool Library, construction of accessible curb ramps,
asphalt street overlays in low-and moderate-income
neighborhoods, sidewalk improvements for low-
and moderate-income property owners, and zoning
inspection and enforcement. Funding is also used to
assist property owners in housing rehabilitation and
individuals in becoming homeowners for the first time.
CDBG funding also allows the City to provide
many neighborhood recreation programs through
the Leisure Services Department, including the
community basketball league, recreation scholarships Um
for low-income persons, day camp at Four Mounds, BOLT
music lessons, open gym, playtime for tots, swim
passes for low-income families, and after-school
programs at Audubon and Prescott schools. The gas
Neighborhood Grant program uses CDBG funds to
Neighborhood Program
assist neighborhood organizations, in conjunction with
other agency partnerships, with neighborhood clean-ups,
landscaping and beautification projects, and family enrichment programs.
12 I OPPORTUNITY
Dubuque's Green Alley Program,
partially funded by CDBG, uses 114
interlocking, permeable pavers
to assist in infiltration of water,
reducing flooding and improving
t
quality of water entering the
Mississippi River.
H Before H H After H
The Housing and Community Development Department also facilitates the City's Urban Revitalization Program, which focuses on
the revitalization of properties in Dubuque's older neighborhoods. Owners of residential property in Dubuque's designated urban
revitalization areas are eligible to apply for a 10-year property tax exemption for qualified new improvements.
The Purchase of Service Grant Program is designed to provide support for human service programs in Dubuque that further the City's
goals, objectives, and priorities. Non-profit organizations that provide year round human services programs are eligible to apply.
Community development is extremely important to Dubuque's continued economic prosperity, environmental integrity, and social and
cultural vibrancy. We continue to do our best to provide quality, livable neighborhoods.
IL ki ffirougfi2�a�tne�s��ii s'
HEART Program WNDC achieve its mission to empower people and revitalize the
The Housing and Community Development Department has an Washington Neighborhood in a sustainable manner by leveraging
ongoing partnership with the Four Mounds Foundation HEART public and private resources to promote housing,economic
(Housing Education And Rehabilitation Training) Program to opportunity and human potential. The housing department
rehabilitate residential properties in preparation for sale to first-time continues to partner on a number of programs including the annual
homebuyers. To date,24 properties have been renovated through neighborhood block party,Washington Neighborhood Community
this partnership. The HEART Program provides hands-on training Garden and monthly resident gatherings.
and programming for at-risk and disengaged youth. Participants
are revitalizing the community while working toward post-secondary Community Housing Initiatives
education, developing viable careers,and becoming better leaders. Community Housing Initiatives(CHI)has committed$800,000
City staff work closely with HEART staff in the rehabilitation of to partner with the City of Dubuque to continue rehabilitation
targeted properties with youth trained to do numerous jobs in the efforts and promote homeownership opportunities within the
renovation process,from removing lead-based paint all the way Washington Neighborhood. These funds will be used for acquisition,
through finishing touches such as painting or installing trim. rehabilitation and resale of approximately 18 homes. Rehabilitation
efforts are underway with CHI purchasing 1623, 1629 and 1635
Washington Neighborhood Development Corporation Washington Street. This property was a 3-plex(all rental) and
Washington Neighborhood Development Corporation (WNDC)works is being converted to three separate owner-occupied properties
in collaboration with the Housing&Community Development completely rehabbed with garages. This is just one example of the
Department to build awareness and educate current and potential work that CHI and the City will be doing over the next three years.
residents about housing programs and incentives offered in the Special funding incentives will apply.
Washington Neighborhood.This successful partnership has helped
FE& HEALT
HUVfES
Dubuque City Ordinance requires that landlords renting properties complete
the Crime-Free Multi-Housing Program. This training provides comprehensive
information on all aspects of managing rental housing, with emphasis on how to
reduce crime in rental property.
City Code requires rental property owners, managers, or licensed real estate professionals to conduct background checks on
all prospective tenants. To support property owners,the City offers free nationwide criminal background checks of prospective
tenants through the Dubuque Police Department.
INSPECTIONS RENTAL LICENSE & INSPECTION FEES
There are currently more than 10,500 rental units licensed The City's Housing Code requires all rental dwelling units to
by the City in Dubuque. Each unit is periodically inspected hold a current, unrevoked rental dwelling operating license.
by the Housing and Community Development Department for The Housing and Community Development Department
compliance with the Housing Code and to ensure that the maintains an inventory of all licensed rental units, issues
units provide decent and safe rental housing. Each rental unit license applications, and receives all fees.
must be annually licensed and an annual fee is charged. All
owners are required to comply with these requirements. APPEALS
A City Council-appointed Housing Code Appeals Board meets
The inspections are conducted by professionally trained periodically to hear requests from landlords regarding code
inspectors who are certified in the areas of lead paint, healthy enforcement orders. Any person claiming to be aggrieved by
homes, structural, plumbing, electrical, fire and safety, and a notice issued under the Housing Code may file a written
heating and ventilation. Inspectors examine both the interior complaint with the Housing Code Appeals Board within 14
and exterior of rental properties and any accessory structures days of the receipt of the notice and order. The board, by
on the premises. majority vote, may sustain the notice and order, or grant a
variance or extension of time or grant a waiver for penalties
assessed for missed inspections, rescheduling fees and re-
Green & Healthy Homes Initiative inspection fees.
GHHI is working collaboratively across jurisdictions and silos otfunding to Would your home or property pass an inspection? You can
identify and remove barriers in orderto achieve holistic, household-centric request a sample of the inspection check list, or report
approaches to improving health,safety,livability and affordability of housing a possible code violation, by contacting the Housing and
in Dubuque.The Initiative identities citizens' needs in their homes,helps Community Development Department at 563.589.4231.
them address the needs,and assists residents learning howto maintain and A sample check list is also available online at www.
sustainthe improvements.Key partners are the City of Dubuque Housing cityofdubuque.org/housing.
and Community Development Department,Community Foundation of Greater
Dubuque,City Health Services Department,Operation New View,Visiting
Nurses Association,Northeast Iowa Community College,and the U.S.HUD
Department,which provides funding through the Lead Hazard Control
and Healthy Homes Production Grants.For more information,visit www. EpURL USING
cityotdubuque.org/ghhi. 0 PORTHOUNIW
14
stabilizeHEALTHY HOMES PRODUCTION PROGRAM LEAD-HAZARD CONTROL PROGRAM
The Healthy Homes Program provides integrated health, Dubuque's Lead Hazard Control Program utilizes funds to
safety, lead hazard reduction, energy efficiency, and provide financial assistance to low-and moderate-income
weatherization interventions to low-to moderate-income homeowners and rental property owners to reduce lead-base
homes. These comprehensive interventions not only p.int hazards in homes with young child •
individual homes but also strengthen neighborhoods
healthierallowing residents to safely remain in properties that are
benefitsareas
;
of economics, environment, health, and well-being. A healthyhome results in a j
J ,
reducedof school
d• d• ,FII , 'rr r
• •�o
rk
absenteeism and decreased
health care costs. In addition,
pride of ownership is fostered i
through the programs as the
property educated on
maintaining the improvements
and additionalthey can r'.
perform themselves to
For additional information on these programs or activities,please
improve their living environment.
call 563.589.1124,email bhenry@cityofdubuque.org,
or visit www.cityofdubuque.org/housing.
Real people. Real lives improved.
Low-to moderate-income families face a myriad of challenges. Many families struggle
to provide the basic necessities, let alone make improvements to their homes that ensure
they are safe, healthy, and energy-efficient. This can lead to serious health problems
within the families and excessive medical costs to families and the community.
Rachel's Story
Rachel is a single mother of two young boys, ages three and five.
�t She is employed but still must rely on assistance from nutrition
programs to help feed her family. Although Rachel has been
able to purchase a house, she could not afford the improvements
necessary to make the home energy-efficient, safe, and healthy
for her family. In addition, Rachel's sons suffered from frequent
respiratory illnesses. She felt as though she lived at the doctor's
office with them. During the first 12 months after the Healthy
Homes and Lead Hazard Control program's interventions, the
doctor's visits for Rachel's sons dropped 70%!
Barb's Story
Barb is a grandmother of 10 grandchildren who could not visit her home without having to use rescue inhalers. Asthma
is the most prevalent chronic illness among children. Of the 22.9 million Americans living with asthma, approximately
4.6 million cases are caused by mold, mildew, roaches, mice, dust mites, and cleaning agents, among many other
"triggers." Since the improvements made in her home through the Healthy Homes and Lead Hazard Control programs,
Barb's grandchildren can now visit without inhalers and without the risk of being lead poisoned. Barb has also been able to
eliminate five medications from her daily regimen, saving approximately $100 per month!
15
PRSRT STD
ECRWSS
THE CM OF US POSTAGE
PAID
DUB E DUBUQUE IA
MSU
Masterpiece on the Mississippi Postal Customer
Contact
The Housing and Community Development
Department can he reached several ways:
Visit:
www.cityofdubuque.org/housing • �/�
Call: Assisted Housing Homeowner RehabilitationHousing Commission First-Time Homebuyer Progr
am
General Housing 563.589.4231 soryBoard ,
Community Development-563.589.4212
Circles Initiative 563.589.4230 Shelter Plus Care Bee BranchFamily Self-Sufficiency Row Houses
Family Self-Sufficiency-563.589.4230 CO2 Circles HOME Workshop
Assisted Housing-563.589.4230 Guiding Coalition Trust Fund Committee
Neighborhood Revitalization -563.589.4239 Dubuque
Lead Hazard Control-563.589.1724
Healthy Homes-563.589.1724 Housing Code of Appeals Block Grant
Code Enforcement Community Development
Stop in: Housing Inspections Advisory Commission
Historic Federal BuildingCS Fees & Licensing Purchase of Service Grants
350 W. 6th St. Lead Hazard Reduction Urban Revitalization Mill
Suite 312 Healthy Homes Production Neighborhood Programs
L 4V
Dubuque, IA 5001 Green&Healthy Homes Initiatin
72i
_ The City of Dubuque ensures
EQUAL HOUSING equal housing opportunity. r
OPPORTUNITY
City Focus is published by t
City of Dubuque Public Information Office
563.589.4151, publicinfo@cityofdubuque.org
Archived issues of City Focus are available
online at www.cityofdubuque.org/cityfocus C I I I !
10/13/2015
6 h
To whom it may concern,
After reading some stories about what the Department of HUD is doing, our city
has come under the microscope of the federal government under a program
called Affirmatively Furthering Fair Housing. I was not aware that the districting
i
and housing done in my city was to be done at the federal level and was under
the impression that was the responsibility of my locally elected officials. I want to
know what the particulars are for what this program will mean for local districting
and how that will effect funding of local services. I want to know if there is some f
funding for things such as our other road construction projects or schools that are
tied to this. If there are I have a severe problem with this since we don't have the j
money to put AC in our schools but will be forced to pay for public housing for '
people that don't pay property taxes. I have done some of the requisite research
on this issue and would like to find out how this will affect me. Thank you for your j
time.
t
t� f
Daniel Boots
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