The URL can be used to link to this page

3 1 10 Report on Initiatives to Address Crime and Safety TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Initiatives to Address Crime and Safety DATE: February 25, 2010 As requested, City staff and partners of the City will be presenting information on some of the activities being undertaken by the City of Dubuque to address crime and safety issues. While this presentation is very thorough, it does not include all the activities of the many not-for-profits in Dubuque. Without their work, the task would be much more difficult. _____________________________________ Michael C. Van Milligen MCVM:jh Attachment cc: Barry Lindahl, City Attorney Cindy Steinhauser, Assistant City Manager Crenna Brumwell, Assistant City Attorney Identify efforts currently underway to improve and prevent future problems; Review and analyze how other communities have addressed crime and safety issues; and, Recommend goals and objectives for the leadership of Dubuque. The Mayor and City Council appointed 25 citizens to serve on the newly established SCTF. The SCTF also includes representatives from the City Manager’s Office and Police Department, with additional City staff serving as a resource. The SCTF has been meeting monthly since its inception. The members of the Safe Community Task Force include: Roy Buol Steve Hodge Claudette Carter-Thomas Pat Kelly Jonathan Cheatham Jerry Maro Joyce Connors Michelle Mihalakis Janice Craddieth Adam Moore Rachel Daack Terry Mozena Mark Dalsing Joe Noll Gabby DeVega Ralph Potter Rick Dickinson Doug Stillings Larie Godinez Lynn Sutton John Gronen Michael Van Milligen Molly Grover Dirk Voetberg Mike Hodge Recognizing that the work of the SCTF was comprehensive in nature, four sub- committees were also established. The four sub-committees, made up of additional citizens, include: Neighborhood Engagement/Social Capital Enforcement Management of Physical Environment Research and Facts The role of the sub-committees is to help identify issues and develop opportunities or recommendations for the SCTF. The SCTF considers sub-committee input as part of the overall implementation strategy in the community. Keys to the success of these recommendations are the work of the sub-committees in helping: Separate fact from fiction; Weigh and discuss the pros and cons of ideas; Prioritize ideas; and, Provide a reality check on the amount of human or financial capital necessary for implementation. On February 1, 2010, the SCTF made recommendations to the City Council to: Reduce the time between rental inspections for problem properties; Disallow property owners to receive city, state, or federal funding unless their 2 properties are in compliance or the owner is actively working towards compliance; Conduct an expanded crime study to include: Comparisons with like communities; o Longitudinal study of changes in crime rates; o Multivariate study of arrest records; o Comparison of actual crime profile in Dubuque with public perception; o Contextualizing research findings within current criminology and policy o literature; and, Evidence-based recommendations for effective policy and programming o related to crime prevention and community safety within the discussion section of the research report. Allow the SCTF to act as conduit for accurate information to the public, specifically by: Conveying crime statistics compiled to the general public; and o Documenting and investigating the effectiveness of existing and new o efforts to curtail criminal activity in Dubuque, such as Community Oriented Policing, Territory Accountability Design, and the designation of a dedicated police officer for Section 8 housing investigations. Create ways to encourage people to light up their own property and surrounding public property; Install surveillance cameras in high crime areas in public places; Install 911 emergency kiosks; Reduce the time allotted for correcting property violations from the current two years; Encourage development of planned communities through mixed-use zoning. The SCTF also recommended the retention of a facilitator to assist in this ongoing process. Urban Strategies, of St. Louis, Missouri, will begin facilitation starting in March 2010. Dubuque Police Department The Dubuque Police Department takes a multifaceted approach to addressing crime and providing a sense of security for community members. Traditional police enforcement is included, but Dubuque is unique in being progressive and proactive. A Territorial Accountability Design (TAD) has been in place for a number of years. This provides a dedicated captain and lieutenant to a geographical area of the community. The captain and lieutenant are charged with identifying crime trends in their territory and developing special projects to address and curb the trend. This may include, but is not limited to, increased patrols, 100% seatbelt compliance checks, and surveillance. In addition to the territorial policing, Community Oriented Policing (COP) has been operating in some fashion since the early 1990’s. COP is both a philosophy and an organizational strategy that allows the law enforcement agency and community residents to work closely together in creative ways to solve the problems of crime, the fear of crime, illicit drugs, physical and social disorder, neighborhood decay, and the overall quality of life in the community. The principles of COP are: 3 Community Empowerment Long Term Proactive Problem Solving Expansion of the Police Role The COP unit began in Dubuque as a few officers patrolling on foot. Today the COP unit in the Dubuque Police Department has twelve officers, including: One captain; One lieutenant; Four Neighborhood Patrol corporals; One corporal in the Housing and Community Development Department; Two Traffic-Unit officers; and, Three School Resource officers. The COP unit works as a “second line of defense” city-wide, handling calls that require more time and non-traditional policing. In order to effectively operate, the COP unit has many partnerships which assist in mediating situations before they rise to the level of serious neighborhood disputes or result in crime. The Dubuque Police Department is currently in the fourth year of a five–year plan to add an additional fifteen (15) sworn police officers. At the conclusion of the plan the additional officers will bring the Dubuque Police Department to a total of one-hundred nine (109) officers. Collaboration with community partners and City staff is a consistent theme throughout the Dubuque Police Department. The Internal Working Group is an example of an internal collaboration that consists of a monthly meeting for information sharing and problem solving among City staff. When an opportunity arises, or necessity requires, outside communities members or organizations are invited to attend as well. The Internal Working Group includes: Cindy Steinhauser, Assistant City Manager Mary Rose Corrigan, Public Health Specialist Jerelyn O’Connor, Neighborhood Specialist David Harris, Housing and Community Development Director Joe Kirk, Housing Inspector Mark Ludescher, Assistant Fire Chief Marshall Michael McMahon, Fire Marshall Crenna Brumwell, Assistant City Attorney Pat Prevenas, Acting Leisure Services Manager Kelly Larson, Human Rights Director Susan Henricks, Library Director Bob Schiesl, Assistant City Engineer Sue Brennan, Zoning Enforcement Officer Mark Dalsing, Chief of Police Russ Stecklein, Captain Mike Kane, Corporal (for Housing and Community Development Department) Scott Koch, Travis Kramer, Jay Morrissette, and Steve Olson, Corporals 4 The annual Crime Free Multihousing Program is an additional example of police, City, and community collaboration. The Crime Free Multihousing Program began in 1995, and provides comprehensive information on all aspects of managing rental housing, with special emphasis on how to reduce crime in rental property. This year's seminar was co-sponsored by the Northeast Iowa Community College and held last Saturday, February 27, 2010. Presenters included local attorneys and representatives from the City of Dubuque's Police Department, Fire Department, Human Rights Department, and City Attorney’s Office. Topics included: Tenant Screening Writing rental agreements Unit Safety Neighborhood/Complex Safety Handling evictions The Dubuque Police Department statistics on clearing crimes for FY09 was 71% on Part 1 crimes while the national average is 45%. Dubuque’s clearance rate for property crime was 25% while 17.4% is the national average. Human Rights Another part of creating a safe community is having human rights protections in place. The Human Rights Department exists to enforce the local human rights law and to foster a safe, just, and inclusive community in which differences are recognized as valuable resources, economic benefits of a diverse workforce are realized, and people are able to reach their full potential as contributing members of the community. The Human Rights Department investigates and studies the existence, character, causes, and extent of discrimination and attempts to eliminate discrimination through public education and promotion of human rights in the community. With only three staff members, the Dubuque Human Rights Department, in FY09, conducted over fifty training sessions, reaching nearly 1,000 people, in addition to handling their enforcement responsibilities and daily administrative tasks. Additional resources continue to be leveraged through a group of volunteers and partners who understand that creating true equality of opportunity is a shared responsibility. Recent impact is demonstrated in the following projects: Members of the Human Rights Commission and other volunteers worked with Loras College Productions to produce the video “Diverse Dubuque: A Focus on National Origin”. The video won an Iowa Motion Picture Association Award and raises awareness of the number and variation of immigrants living in our midst. Community partners completed the rehabilitation of 759 Bluff into apartments for low-income people with mobility impairments; a direct response to an identified impediment to fair housing in the community for people with disabilities. This project, which includes accessibility, universal design, and historic preservation elements, won the award for Best Total Building Rehabilitation Project from Dubuque Main Street. The Speakers’ Bureau offer presentations, during which community members 5 share their experiences around race, sexual orientation, disability, or national origin in Dubuque. The Human Rights Department works toward prevention of discrimination and conflict that arises between groups, while addressing the discrimination and conflict that currently exists. Efforts include a combination of work within the community and work internally with the City organization. The Human Rights Department also works on conflict prevention by: Providing training on legal rights and responsibilities; Building bridges through effective communication across cultures; Building intercultural competence within the City organization as a way to lead by example; Effectively using technology and the media to educate the public and raise awareness; and, Developing partnerships in the community to identify and respond to unmet needs of traditionally marginalized groups. The Human Rights Department works on conflict resolution and containment by: Providing parties the choice to mediate and encouraging that option; Equalizing power imbalances and healing injured relationships; Maintaining a timely and effective enforcement process; Maintaining an up-to-date understanding of the changing state of the law; and, Identifying areas where additional efforts to further equality through enforcement are necessary. Dubuque Dispute Resolution Center The mission of the Dubuque Dispute Resolution Center (DDRC) is to solve tenant and landlord, neighborhood, school truancy, and race-related disputes through mediation before problems escalate and negatively impact a neighborhood. The mediators are community volunteers and the services provided are free of charge. Most DDRC cases are related to everyday disputes between neighbors including arguments over dogs, parking, children, and property. The DDRC does not handle employment or private family matters. Disputes referred to the DDRC must originate in the official city limits of Dubuque and/or one of the disputants must have official residence within the City limits. Additionally, mediation offered through the DDRC is distinct from mediation that is offered as part of a formal discrimination complaint filed with the Human Rights Commission. If the issue in a particular case appears to be covered by the City's anti- discrimination ordinance, then the case is referred to the formal complaint process. Intercultural Competency The City of Dubuque began a multi-year intercultural competency training and organizational development initiative for City staff in 2006. The training works to teach people the skills necessary to work more effectively across cultural differences. The City’s work is based on the fact that each of us has a culture or way of doing things 6 based on how we were raised. If we don’t know how to recognize differences that are part of culture, conflict can escalate. The work is about improving the ability to communicate across cultures with both sides learning how to adapt to each other and also about recognizing that culture is complex and not just about race. Since 2006, the City has developed an internal training team that holds training for all City staff members on a yearly basis. All City staff receive tips on a bi-weekly basis in a newsletter distributed with the pay stubs. In FY09, the City Council approved creating the position of a Training and Workforce Development Coordinator. In March of 2009, Andre Lessears was hired for this position. One of Andre’s responsibilities includes coordinating the implementation of the City’s Intercultural Competency Strategic Plan in collaboration with the Steering and Training Teams. The Training Team has created a third training module for City staff. This is the first training designed entirely by the Training Team. Part three of the training focused on intercultural conflict styles. The team chose conflict styles as the next topic based on feedback received directly from City employees and management following the earlier trainings and also in one-on-one sessions with staff. Part three was administered to nearly half of the City’s workforce during the week of September 21, 2009. Remaining City employees will participate in the training in March 2010. The team continues to offer parts one and two for new City employees on a yearly basis. Seven new trainers have also been added to the team, including five City staff (Nancy Knipper, Jackie Vanek, Mike McMahon, Renee Duncan, and Andre Lessears) and two community members (Tina Sio and Dana Livingston). The trainers were selected by soliciting applications from manager-recommended employees and from community members who are already involved in intercultural competency work in the community. As time and availability of trainers allows, presentations in the community are available with the goal of expanding the training into the community even further. Housing and Community Development Department The City of Dubuque has 7,600 rental units. Each rental unit must be annually licensed and with an annual fee charged. The Housing and Community Development Department (H&CD) maintains an inventory of all licensed rental units, issues license applications, and receives all fees. An additional Housing inspector was hired in 2008, and H&CD upgraded its automated inspection software to allow for use in the field by inspectors and the generation of automatic reports. The additional inspector and improved efficiencies in technology have reduced the inspection time from once every 7.8 years to once every 5.5 years. Housing inspectors also respond to complaints from renters or neighbors if problems with a property occur. Property owners are informed of all complaints and encouraged to be present at all inspections. A City Council-appointed Housing Code Appeals Board meets periodically to hear requests from property owners regarding code enforcement orders issued by inspectors. 7 City staff members are also researching a change in enforcement where the appeals process is professionalized to utilize an administrative law judge. This may further streamline enforcement in the community. The City does have a number of vacant and/or abandoned buildings. The H&CD maintains an inventory on these properties as defined by City Code. The buildings are licensed and inspected annually, with an ultimate goal for owners to maintain, refurbish, and/or reoccupy vacated buildings and to keep the properties from becoming a blight on the neighborhood or an attractive nuisance. The assisted housing program, known as Section 8, has undergone a significant amount of administrative policy changes during the last three years. The administrative plan expanded the behaviors which may result in termination of benefits to include: Actions by family member or guests constituting “clear and present danger” Absence from the rental unit exceeding two weeks Disturbing the peace Disorderly conduct Interference with official acts Theft Forgery Identify theft Fraud Qualifying deferred judgments Similar behaviors committed by juvenile members of a household Additional modifications include: Requesting HUD to allow “exception rents”, which pay high rents on assisted housing with the goal of de-concentrating assisted housing at the core of the City; Closing the waiting list to non-Iowa residents, except elderly persons and persons with disabilities in November 2009; Temporary ‘freeze’ on issuing new Vouchers in December 2009; Restricting applicants from applying as a member of more than one household; Restricting individuals from applying for assistance if they are already a member of a household which currently receives assistance; and, Appeal process streamlined; reduced from three appeals to a single appeal. The Section 8 Program now has Police Corporal Mike Kane located within the department to assist in investigating complaints, violations, and completing background checks. This partnership began in April 2008. Through January of 2010, 603 investigations with 176 terminations have occurred. Currently, 1,063 families are being handled by three caseworkers. This amounts to approximately 354 cases for each caseworker. The Family Self Sufficiency (FSS) Coordinator works with approximately 45 Section 8 families at a time. In addition to the FSS case load, the FSS Coordinator has added programming to include the Getting Ahead in a Just Gettin’-by World, Bridges Out of Poverty, and financial management. 8 The FY10 budget proposal includes a recommendation to reduce the number of Section 8 vouchers from the current 1,063 to a more manageable figure of 900. The hiring of an additional FSS Coordinator is also recommended, allowing for expanded services from approximately 45 to 100 families. Since 2001, the FSS Program has worked with 157 participants. Among the participants, statistics include: 59% no longer receiving welfare benefits and another 22% reduced their welfare benefits 69 no longer receiving Section 8 benefits; 50 obtained full-time employment; 43 obtained part-time employment; 74 registered for school with 27 receiving college degrees; and, 13 purchased a home. The savings to the H&CD is approximately $105,000. Weekly meetings began in January 2010 to review statistics associated with the Section 8 Program. Arrests and charges are reviewed to determine the types of arrests, charges, and crime as well as the addresses provided by all individuals arrested. The statistics track back to December 1, 2009 and show that of 1,006 arrests, 3% were Section 8 authorized individuals, while 2% were unauthorized individuals using and/or providing the Police Department or Sheriff’s Department with a Section 8 address. The weekly meeting also looks at other communities in Iowa with populations over 50,000. When the communities are ranked based on the number of assisted housing units, using the reduced number of nine-hundred (900) vouchers for the City of Dubuque, Dubuque is in the middle. Participating in the weekly meetings is: Michael Van Milligen, City Manager Mark Dalsing, Chief of Police Terry Tobin, Assistant Chief of Police Russ Stecklein, Captain Mike Kane, Corporal David Harris, Housing and Community Development Director Janet Walker, Assisted Housing Supervisor Crenna Brumwell, Assistant City Attorney The Washington Neighborhood Initiative is a large project with many different layers. The Washington Neighborhood consists of a 70% rental to 30% homeownership ratio. H&CD has developed a number of initiatives specific to the Washington Neighborhood to reverse this trend. A comprehensive citizen-based neighborhood plan was approved and resulted in the creation of the not-for-profit Washington Neighborhood Development Corporation, which is affiliated with Community Housing Initiatives and NeighborWorks America. thth The Upper Central Corridor, identified as Central Avenue between 14 and 20 Streets, is the target area for assistance to small business owners and operators. The 9 Washington Neighborhood Strategic Plan identifies business and economic development as one of the three core implementation areas. Dubuque Main Street, Community Housing Initiatives, NeighborWorks America and the Washington Neighborhood Development Corporation will create a partnership to revitalize these corridor businesses. A revolving loan fund will be established to assist with façade improvements, small business start-up assistance, and provide lease subsidies for incubator–type businesses. The City has also developed a partnership with Dubuque Bank & Trust (DB&T). Through the partnership, neglected properties throughout the Washington Neighborhood are purchased, rehabilitated, and sold to new homeowners, and when necessary, some structures are demolished and removed. The home ownership purchase and rehabilitation programs have resulted in thirty new owner families; assisted with $3.8M in City funds, matched by a $1M low-interest mortgage fund from DB&T. Much of the neighborhood rehabilitation is completed by the HEART Program, a Four Mounds Foundation program in partnership with the Dubuque Community School District, Four Oaks, and the City of Dubuque. The HEART Program, which is a vocational training program for at-risk youth, has been expanded in the Washington Neighborhood. Additional funding was awarded to the City for work throughout the community in the amounts of $444,000 for a Neighborhood Stabilization Program (NSP) and $502,000 for a Homeless Prevention Program (HPRP). The NSP stimulus grant from HUD allows for the purchase, rehabilitation, and financing of the resale of foreclosed homes. The HPRP stimulus grant from HUD allows the City to assist families facing homelessness to prevent them from losing their housing. In conjunction with the Dubuque Board of Realtors, the H&CD is exploring a new program called “Know Your Neighborhoods”. The program will convene area realtors for a lunch and learn initiative. The goal is a community of realtors with better information on the Washington Neighborhood Initiative and the many improvements and benefits available to clients seeking affordable housing. Sustainability Dubuque strives to be a community where environmental and ecological integrity, economic prosperity, and social and cultural vibrancy intersect. This three-pronged sustainability model provides a framework to analyze projects and programs which will improve the quality of life for residents; including the implementation of programs that have been shown to prevent and decrease crime. In particular, it points to examples of programs that help low-income and at-risk populations become more economically prosperous and programs that lead to social vibrancy and equity for all residents. Other sustainable practices preventing Dubuque crime include: Bike cop routes get Police officers out of their vehicles and into the community, building relationships with residents. Street tree programs, which national studies have shown not only improve air quality, but result in healthier neighborhoods and safer streets. Residents are 10 more likely to spend time outside in shaded neighborhoods, interacting with their neighbors, leading healthy lifestyles, and watching out for their neighbors. Bee Branch While urban flooding is an unfortunate fact of life in many parts of the community, it is frequent and extreme in Dubuque's North End. In the past, citizens had to deal with storm water stretching across the street from curb to curb, even stranding motorists in cars and flooding basements with chest-deep water. Nowhere else in Dubuque does basement flooding reach the rafters, inundating electrical boxes and nowhere else does basement flooding so endanger the lives of fellow citizens. These conditions discourage neighborhood investment, sometimes leading to blighted conditions. The City has already completed two of the three projects necessary to prevent the flooding experienced in the past. The Carter Road Detention Basin was completed in nd 2003 for $1.1M and the W. 32 Street Detention Basin was completed in 2009 for $4.1M. The proposed five-year capital improvement program budget includes $42M for the Bee Branch Creek Restoration Project. The City has purchased over sixty (60) of the houses which will be removed to make way for the Bee Branch Project. Although the City is rich with houses that have historical and architectural significance, we must consult with the Iowa Department of Natural Resources (DNR), US Army Corp of Engineers (USACE), and the Iowa State Historical Preservation Officer (SHPO) to ensure that no unnecessary harm comes to historically significant properties. The City initiated this process in the spring of 2007. In February of 2010, the DNR distributed a draft Programmatic Agreement (PA) with the input of the USACE and SHPO. The PA outlines the findings of the architectural, archeological, and geomorphologic surveys performed by the City and the conditions under which the City can proceed with the Bee Branch Project. Once executed by all parties, the City can complete the necessary mitigation in conjunction with the deconstruction of the houses, which is tentatively scheduled to begin in June of 2010 and will be complete in the third quarter of 2010. Upon completion of the Bee Branch Restoration Project, the Bee Branch Creek will return to its origin as an open air waterway. It will be a community amenity with a walking/biking trail, an amphitheater, a park, and designed landscaping. Project HOPE Project HOPE, a component of Dubuque WORKS, encourages and facilitates collaboration, communication, and advocacy among referral resources, education and training providers, employers, and people in the community to dissolve existing disparity and ensure equity in employment and economic opportunities. Project HOPE is designed to serve as a catalyst that helps service providers, employers, and individuals seeking employment build bridges to rewarding, long-term employment. Project HOPE encourages and facilitates collaboration among existing community resources and supports organizations that are expanding resources that share the mission of Project HOPE. 11 Current initiatives by Project HOPE include: Getting Ahead in a Just-Gettin' By World Bridges Out of Poverty Ex-Offender/Operation: Employment Dare to be King Getting Ahead in a Just-Gettin’-By World is a 20-week program designed for those in poverty to learn the hidden rules of middle class. Participants learn about the values and expectations in the workplace, communication, appearances, etc. of the middle class. The process helps individuals in obtaining essential resources needed to survive, finding employment, and assisting in helping individuals become self-sufficient. Successes include finding part-time and full-time employment, transitioning from homelessness to permanent housing, which nineteen (19) individuals have accomplished, getting children out of the foster care system, and publishing a book. Bridges Out of Poverty is training designed to help social, health, legal, education, and business professionals as well as employers understand the hidden rules of culture and the myths surrounding poverty. The training is unique and designed to help participants more effectively serve those clients who live or have lived in poverty, and provides a deeper understanding of challenges, strengths, and barriers to change. Participants learn about effective communication, cognitive issues, and the skills of mediation and mentoring. Hundreds of service providers, business professionals, religious leaders and concerned citizens have taken part in this eye opening training. These programs also help to break the cycle of poverty that leads to a lifestyle which may include crime. Ex-Offender/Operation: Employment is a program designed for those who are unemployed and underemployed to advance their basic job-seeking, interview, and soft skills. All involved receive one-on-one attention for creating resumes, applying for jobs, and preparing for an interview and have an opportunity to speak with a human resources panel in order to learn how they can move beyond their criminal records. The program historically focused only on ex-offenders but has expanded to include assisting women and minorities in finding employment as well. Dare to Be King is a comprehensive tool for community leaders, educators, and youth service providers to engage urban, suburban, and rural youth around issues of violence and community life. The comprehensive instructional curriculum taught by the Dubuque Community Y and Juvenile Court Services strives to enhance social and survival skills and provide strategies to encourage youth to understand and cope with anger. The curriculum seeks to decrease violence by teaching, coaching, and modeling alternatives to violence. Every Child Every Promise Founded in 2004, Every Child Every Promise was formerly known as Mississippi Valley Promise. Based on a model presented by the America's Promise Alliance and in partnership with the Community Foundation of Greater Dubuque, Mississippi Valley Promise brought the concept of every child, every promise to Dubuque County. In the fall of 2008, the organization officially changed the name to Every Child Every Promise 12 to reflect this work and provide consistency with the initiative. The mission of the organization has not changed. Every Child Every Promise seeks to engage every Dubuque County citizen in building a culture in which all families are supported and every child receives every promise. The five promises defined through America’s Promise are: Caring Adults Safe Places Healthy Start Effective Education Opportunities to Serve Every Child Every Promise is an umbrella organization, but not a service provider, that connects people to resources and assists service providers in delivering the Five Promises to youth. It is a catalyst that facilitates collaboration among youth serving agencies, which helps eliminate duplication of services, promotes more efficient use of limited funds, and builds a more effective delivery system. Every Child Every Promise has the ongoing goals to: Identify and prioritize the needs of youth; Identify and link agencies, schools, funders, and the community at-large to help fill these needs efficiently and effectively; Bring more resources into the community for system change and support of best practice models; Develop a data system that is accurate and meaningful to be used by all collaborative partners; Publish a bi-annual Community Growth Chart to keep the community focused, engaged, and measuring/monitoring of progress; Implement an intense marketing and public relations campaign to communicate needs and opportunities to the community; and, Advocate for positive public policy changes in children's services and funding. To achieve the goals laid out in the Youth Master Plan, finished in 2009, task teams have been created for: Before and After School Programs Early Childcare and Childhood Education Data Collection and Analysis Transportation Business Engagement The first task team, Transportation, will hold its initial meeting on Tuesday, March 9, 2010. Striving to provide families with the support necessary to ensure every child receives every promise will impact individuals, families, neighborhoods, and our community as a whole. 13 Greater Dubuque Development Corporation: Dubuque WORKS The Greater Dubuque Development Corporation (GDDC) works to create employment opportunities that bring the dignity of work to the community. One workforce initiative that GDDC oversees is Dubuque WORKS. Dubuque WORKS facilitates a variety of programs for those who are unemployed, underemployed, and in poverty. Partners include: Northeast Iowa Community College Dubuque Chamber of Commerce Dubuque Area Labor Management Council Telegraph Herald Iowa Workforce Development The Community Foundation of Greater Dubuque. These stakeholders work to analyze and revitalize existing workforce strategies, identify and address workforce gaps, and work together to seamlessly provide the strongest workforce solutions for companies that choose to make the Greater Dubuque area their home. To reach the business community, GDDC also meets with areas businesses throughout the year to gain a perspective of the area’s economy and community challenges. Dubuque WORKS strives to nurture student-to-business relationships at all five colleges to combat brain drain, through CEO networking, Dubuque Live, a Young Professionals College Chapter, and internship listings on AccessDubuqueJobs.com. A portion of the group focuses on engaging local middle and high-schools to promote skilled careers, th offering career and technical fairs, industry tours, 8 grade career exploration, and career readiness certificates. Keeping our youth and college students is important, but we must also ensure that individuals who are new to our community feel welcome and safe. In order to ensure a smooth transition into the community, in early 2009 a position was created in the GDDC Office. The Newcomer Relations Coordinator offers full-time concierge services to all newcomers. Since March 1, 2009, more than 400 individuals from over 40 local employers have received assistance in one fashion or another. Another program which grew from the newcomer relations assistance was “Distinctively Dubuque” which is a six-week class for individuals to learn more about the community. Classes include field trips and orientation on things from turkey and dressing sandwiches to popular card games. Despite local successes, 2009 had many challenges. The national recession impacted most local businesses and industries, but as recovery begins Dubuque’s unemployment stands at 6.7% which is far below the U.S. average or other major cities in the area. Dubuque and Dubuque County fare well when tracking job growth. From 1984 to 2009, Dubuque County created 8.3% of Iowa’s job growth with 3% of Iowa’s population. Dubuque’s job growth of 2.1% from July to October 2009 was the third best in the nation and last October, Moody’s/Economy.com ranked Dubuque in the U.S. Top 40 for job growth between 2008 and 2013. 14 GDDC understands that unemployment, underemployment, and poverty can be fundamental causes of crime in a community and works with several different organizations to help break barriers to employment for identified populations. Through breaking barriers and decreasing the amount of unemployment or underemployment our citizens can excel and become active participants in the community. Leisure Services The Leisure Services Department, through the Park Division and Recreation Division, provides quality services to the entire community with diverse recreational programs for all ages and an integrated, efficient, and safe system of parks, trails, and recreational facilities. Programming includes: Community Basketball League 90% minority residents o Free program providing supervised and officiated physical activity o Weekend Open Gym Free supervised program for youth and adults o Serves 5,200 community members annually o Four Mounds Adventure Day Camp Free summer program for low-income residents o Provides supervised week long activities o Program involved 198 participants in 2009 (99% capacity) o 70% of participants were low income o Summer Playground Program Free o Supervised activities for children 7 to 14 years of age o Offering opportunity for physical activities, social development, crafts and o other organized activities 4,949 children participated o Summer lunches 2,114 lunches were provided over the summer o Children at Prescott, Lincoln and Comiskey playgrounds. o Leisure Services programming is a way to engage citizens, from children to adults, in the community. It can be an intervening factor which prevents individuals from making a wrong choice in life. Programming must continually evolve to meet the needs of the community. Multicultural Family Center On September 19, 2009, the Multicultural Family Center (MFC) celebrated the grand opening of its newly renovated location, made possible through Community Development Block Grant Funding. The MFC grew from 600 square feet to 6,000 square feet, providing even more opportunity to satisfy its mission of empowering families to reach their potential and build unity through diversity. To address crime and tension in the community, the MFC offers programs to all. These programs create relationships, increase skills, and promote positive interactions across 15 racial, generational, and cultural barriers. The MFC has various activities for teenage youth to provide a safe, healthy environment with caring adults. The MFC serves as a central location for all populations, youth, adults, and seniors to participate in programming, further their language and communication skills, take an art class, and interact with other members in the community. There are youth programs offered for both middle and high-school aged youth such as teen night, drama club, book club, and homework help. Adult programs include language, computer, sewing, employment, and GED/ELL classes. Senior programming includes a card club, morning coffee, and networking and family programs which include art night, movie night, game night, fun reading night, welcoming program, and cultural celebrations. Neighborhood Associations The Neighborhood Development Specialist helps neighborhoods organize and develop the resources needed to create and maintain a vital community. The Specialist serves as a liaison to existing neighborhood associations, assists in the establishment of new associations, and provides technical assistance on neighborhood related issues. The City strongly supports neighborhood associations through organizing support, information resources, and financial support through the neighborhood grant program to promote neighborhood development, improve the quality of life, and build upon neighborhood strengths and assets. Neighborhood Specialist Jerelyn O'Connor also works with numerous non-profits and neighborhood institutions to identify unmet needs and bring needed services to neighborhood residents all with the goal of improving the quality of life in our neighborhoods. Improving relationships and problem solving within neighborhoods increases the likelihood that issues can be resolved prior to reaching the point where they escalate into serious issues requiring police or other interventions. Historic Millwork District The Historic Millwork District is saturated with history. It imbues the area with authenticity and character while offering valuable lessons about the importance of sustainable urban design strategies. At the turn of the century, the District was the innovative and entrepreneurial center of the region and was the backbone of the regional economy. Dozens of companies, 2,500 employees, a district heating system, and intimate connections to Downtown and the Washington Neighborhood characterized the District. This District will resurrect the forgotten strategy that connects people, planet, and profit in a mixed-use neighborhood. It offers a vision for a community reconnected with surrounding neighborhoods, re-energized with housing, retail, offices, galleries, entertainment, and employment, and re-imagined as a laboratory for sustainable practices and technologies. The Plan advocates redevelopment with a wide range of uses to create a diverse and active neighborhood and fosters opportunities for retention of existing businesses as well as recruitment and expansion of new businesses into the substantial floor space that the large warehouses offer. The existing industrial uses, and the growing adaptive 16 reuse of these warehouses into office, commercial, entertainment, and residential uses, are supported by the Plan’s unique qualities of melding market opportunities, sustainable design, historic preservation and sound planning principles into one document. The District will be the bridge between the Washington Neighborhood and downtown. Urban living and small businesses will bisect to create flourishing and attractive neighborhoods. Several programs are underway to accomplish these strategies, including implementation of recent studies on parking and transit, adoption of design guidelines, design of streetscape improvements, and creation of customized mixed-use zoning regulations for this District. These strategies and programs will impact crime in the community by transforming vacant and under-utilized warehouse buildings into market-rate downtown housing and a gathering place for arts and creativity. The National Trust for Historic Preservation and the Preservation Green Lab will work with the City Millwork District to develop guidance that will include a toolkit for evaluating and implementing energy efficiency improvements in the historic buildings that are located within the District. The Preservation Green Lab will also work with City leaders to incorporate the principles of reuse, reinvestment, and green retrofits in both their climate change action plan and their long-term comprehensive plan. The Preservation Green Lab project will provide stability, increase security, and result in living wages through green jobs and training programs. Underemployed and unemployed will have an opportunity to acquire a set of unique skills and knowledge which will serve them long into the future. A living wage combats poverty and impacts crime in the community. Re-development of the former Dubuque Packing Company location, a forty (40) acre th site on 16 Street, into a retail power center will provide the downtown and North End of the city with more shopping options and result in a significant increase in neighborhood employment opportunities. Resource Management Resource management in Dubuque includes improving our programs and lifestyles to become more efficient, sustainable, and compliant. Applied to the City’s solid waste minimization programs, it means that City programs must be cost-effective, conserve natural resources, and serve the diverse needs and limitations of all our customers. Public education is a key component. An anti-littering campaign, in conjunction with Keep Dubuque County Clean and Keep Iowa Beautiful, enables information sharing on proper garbage policies while promoting recycling and composting. By maximizing household and business recycling, citizens can have a significant impact on reducing their contribution to global warming. The yellow bin recycling captures 5,000 tons per year of recyclables. This is equivalent to eliminating the climate impact of removing 1,736 cars per year from the road. Reusing, repairing, and donating items, instead of discarding them into the landfill, conserves the “embodied energy” invested into products. All these practices reduce the need to mine, extract, or harvest limited natural resources. 17 Composting in the backyard or participating in the City’s pilot curbside collection of food scraps reduces methane generation at the landfill. Methane is a very potent greenhouse gas. The average household in Dubuque discards four pounds of food scraps per week to the landfill. The potential impact from the generation of methane from this waste is equivalent to a household’s climate impact from their fossil fuel use of electricity, heating, and the household’s travel by car. A cleaner neighborhood results in less neighborhood disputes, improved neighborhood image, and a greater feeling of security. During FY09 the City purchased approximately 520 tipper carts for a Washington Neighborhood pilot program. The program was designed to improve the sanitation and aesthetics of the alleys in the neighborhood, provide for the collection of refuse at a lower cost, and pilot a neighborhood tipper program to support strong citywide recycling. Washington Neighborhood Lighting At the request of residents in the Washington Neighborhood, the Building Services and Engineering Departments began exploring the addition of lighting to the neighborhood. The City has partnered with Alliant Energy to upgrade street lighting to 100-watt bulbs, at no cost to the City and to install more street lights at mid-block alley entrances. In order to install lighting at the alley entrances all four abutting property owners must agree to the installation. The lighting is installed with no cost to the abutting property owner; the City is assuming the on-going utility expense associated with the lights. To date, 37 of 38 light installations have been completed. A rebate program was also adopted to enhance public safety. Property owners may be reimbursed for half of the purchase and installation costs for lighting added to the front or back yard. Front yard lighting rebates have a maximum of $125 while back yard lighting rebates have a maximum of $50. Any new lighting in the front yard must be in close proximity to the public sidewalk while back yard lighting must in close proximity to the alley while remaining on private property. Lighting enhances safety in the neighborhood and allows for interactions amongst neighbors. Walkable neighborhoods result in increased neighborhood interaction and communication which fosters relationships. Fire Department The Fire Department has a number of safety and enforcement roles in the community. Enforcement is focused on sprinkler inspections, bar checks, illegal burning, and recreational fires. Educational programming includes presentations in the area schools, firehouse tours, and interventions for minors with fire issues. A grant for 1,600 smoke detectors was received and the Fire Department is targeting households with children, elderly residents, and limited resources. Animal Control The primary concern of Animal Control is the enforcement of City ordinances which provide for: 18 Licensing of all cats and dogs; Prohibition of dogs and cats running at-large within the City; Inoculation of all dogs and cats against rabies; Prohibition of harboring a vicious animal; and, Prohibition of animals causing serious disturbance or annoyance to any person or neighborhood. Animal Control handles complaints of stray cats and dogs, barking dogs, biting incidents, and capture of domestic or wild animals posing a health or safety threat. Quality of life can be greatly impacted by animal related issues and lead to neighborhood disputes. Historically the City of Dubuque has had one Animal Control Officer and the Police Department handled any calls outside of traditional business hours. In 2006, the City Council approved hiring an additional Animal Control Officer. This additional allows for increased enforcement, education, and coverage. Ordinances The drafting of ordinances is an ongoing project for all departments in the City. Ordinances targeting safety, prevention, crime, and community in the last twelve months have included panhandling, alcohol, tobacco, and vehicles for hire. An increase in panhandlers at key gateways to the community created a safety risk for the persons soliciting, but also a fear in the citizens who were solicited. An ordinance prohibiting aggressive behavior was passed last fall and the first charges were filed a few weeks ago. Alcohol and tobacco provisions were added to the Code, which mirror state code provisions for selling alcohol and tobacco to minors, possession of alcohol or tobacco by minors, and open container violations. Any fines collected for alcohol and tobacco violations become part of the City's general fund and can be used to combat underage possession through education and target substance abuse issues within the community. The Dubuque Police Department does extensive compliance checks on establishments holding liquor licenses and/or tobacco permits. The compliance checks involve sending in minors to attempt sales. If asked, the minor is to provide their proper identification to the establishment. All attempted sales are witnessed by a police officer in plain clothes. If an establishment sells to a minor both the employee and the business are held accountable. During FY09 compliance was 95% for establishments with tobacco permits and for the first half of FY10 liquor license establishments have been 92% compliant. The creation of DuRide in the community prefaced an amendment to the City ordinance on vehicles for hire. The change exempts charitable operations from the regulations allowing for DuRide to provide rides to seniors and persons with disabilities enhancing transportation options in the community for those with limited abilities or resources. 19 Ordinances under review and/or consideration include modification to the junk dealer/pawn shop provisions as the Police Department is in the process of transitioning to a new system of tracking pawns. The new program will allow for tracking merchandise electronically and ideally result in resolution of more theft cases. Graffiti ordinances from other communities in Iowa are being shared with neighborhood associations in the community to gather input for possible consideration. Nuisance provisions are being reviewed to determine if slight modifications would allow for better resolution of neighborhood complaints such as graffiti, intrusive lighting, garbage, and dilapidated structures. Currently, solid waste issues are handled by the Health Department for private residences, Housing and Community Development for rental properties, and Public Works at the street or alley line. At this time, the Health and Housing and Community Development Departments have a seventy-two hour policy for remedying refuse non-compliance. The Public Works Department currently follows a system of escalating tags to achieve compliance. An amendment to the solid waste ordinance is under review with the Dubuque Area Landlord Association and proposes that Health, Public Works, and Housing and Community Development have a consistent policy, all using the seventy-two hour threshold. Collaboration with Dubuque Area Landlord Association City representatives started meeting with the Dubuque Area Landlord Association in January of 2008. The meetings have been informational and problem solving in nature. Topics covered include utility billing issues, refuse credits, solid waste enforcement, tenant screening, the Crime Free Multihousing Program, landlord accountability, and housing enforcement. One project which developed out of the meetings was a landlord notification from the Dubuque Police Department when certain “quality of life” issues resulted in a police call. Landlords desired this information and the Information Services Department worked with the Dubuque Police Department to accomplish this task. The letters began going to area landlords in December 2009. The letters include the date, time, type of call, and responding officer's contact information. A landlord may then contact the Police officer to gather additional information on the situation. This allows landlords to stay informed and, when necessary, take action to resolve a tenant problem that may be causing neighborhood issues. Another project which has been initiated is the provision of free background checks to landlords and the compiling of a tenant database. With passage of the upcoming budget a recommendation is included to hire a part-time staff member in the Records Division of the Police Department. The employee will be responsible for performing background checks for landlords and also gathering information from landlords at the end of a tenancy. The tenancy information will be compiled into a local database for landlords to access. Background checks will be run through multiple services initially to ensure that the City receives the best and most accurate information. A single service will then be used to perform the background checks. Forms have been developed for both the background checks and the database. Conclusion 20 The City of Dubuque, in conjunction with an extensive number of community partners is approaching community safety from a number of angles. While traditional enforcement continues additional programs are targeting poverty, education, neighborhood disputes, responsible homeownership, family self sufficiency, sustainability, employment readiness, early interventions, and fostering community relationships. The Safe Community Task Force and sub-committees are beginning to work with Urban Strategies as facilitator to make further recommendations for the City Council. Working together is a positive step toward increasing the safety and stability of neighborhoods in Dubuque. However, we must continue to monitor the initiatives to ensure they are evolving to meet the needs of our ever changing community. New ideas and strategies are a necessity to avoid complacency. cc: Cindy Steinhauser, Assistant City Manager Barry Lindahl, City Attorney cc: (electronically): Laura Carstens, Planning Services Manager Mary Rose Corrigan, Public Health Specialist Randy Gehl, Public Information Officer David Heiar, Economic Development Director Jenny Larson, Budget Director Kelly Larson, Human Rights Director Mark Ludescher, Assistant Chief, Fire Marshal Mike McMahon, Assistant Fire Marshal Jerelyn O’Connor, Neighborhood Specialist Pat Prevenas, Acting Leisure Services Manager Gus Psihoyos, City Engineer Rich Russell, Building Services Manager Paul Schultz, Resource Management Coordinator Don Vogt, Public Works Director Cori Burbach, Sustainability Coordinator Aaron DeJong, Assistant Economic Development Director Jon Dienst, Civil Engineer Mike Kane, Corporal (of Housing and Community Development Department) Deron Muehring, Civil Engineer Phyllis Russell, Management Intern Bob Schiesl, Assistant City Engineer Russ Stecklein, Captain Terry Tobin, Assistant Chief of Police Tara Velez, Multicultural Family Center Director Janet Walker, Assisted Housing Supervisor Nancy Van Milligen, CEO/President, Community Foundation of Greater Dubuque Nancy Keedy, Every Child Every Promise Executive Director Shannon Gaherty, Newcomer Relations Coordinator 21 îñîëñîðïð Coming together is a Coming together is a beginning; keeping beginning; keeping beginning; keeping beginning; keeping together is progress; together is progress; working together is working together is .. successsuccess successsuccess --Henry FordHenry Ford Safe Community Task Force Force ï îñîëñîðïð Ó»³¾»® Î±§Þ«±´Ó·µ»Ø±¼¹» •• Ý´¿«¼»¬¬»Ý¿®¬»®Í¬»ª»Ø±¼¹» •• Ì¸±³¿ Ð¿¬Õ»´´§ • Ö±²¿¬¸¿²Ý¸»¿¬¸¿³ • Ö»®®§Ó¿®± • Ö»®®§Ó¿®± • Ö±§½»Ý±²²±® • Ó·½¸»´´»Ó·¸¿´¿µ· • Ö¿²·½»Ý®¿¼¼·»¬¸ • ß¼¿³Ó±±®» • Î¿½¸»´Ü¿¿½µ • Ì»®®§Ó±¦»²¿ • Ó¿®µÜ¿´·²¹ • Ö±»Ò±´´ • Ù¿¾¾§Ü»Ê»¹¿ • Î¿´°¸Ð±¬¬»® • Î·½µÜ·½µ·²±² • Ü±«¹Í¬·´´·²¹ • Ô¿®·»Ù±¼·²»¦ • Ô§²²Í«¬¬±² • •Ô§²²Í«¬¬±² Ô¿®·»Ù±¼·²»¦ Ö±¸²Ù®±²»² • Ó·½¸¿»´Ê¿²Ó·´´·¹»² • Ó±´´§Ù®±ª»® • Ü·®µÊ±»¬¾»®¹ • 3 Ý±³³«²·¬§º±®«³±² o Í»°¬»³¾»®ïéôîððç¬± ¼·¿´±¹«»±²½®·³»·«»·² ¬¸»½±³³«²·¬§ ïíð®»·¼»²¬¿¬¬»²¼»¼ o Ý·¬§Ý±«²½·´¿°°±·²¬»¼îë o ½±³³«²·¬§³»³¾»®¬±¬¸» Í¿º»Ý±³³«²·¬§Ì¿µÚ±®½» Í¿º»Ý±³³«²·¬§Ì¿µÚ±®½» Ó±²¬¸´§Ì¿µÚ±®½» o ³»»¬·²¹ 4 î îñîëñîðïð Ì¸»Ì¿µÚ±®½»®»½®«·¬»¼ëð ®»·¼»²¬¬±»®ª»±²¬¸» º±´´±©·²¹«¾½±³³·¬¬»»æ Ò»·¹¸¾±®¸±±¼Û²¹¿¹»³»²¬ñ • Í±½·¿´Ý¿°·¬¿´ Û²º±®½»³»²¬ • Ó¿²¿¹»³»²¬±ºÐ¸§·½¿´ • Û²ª·®±²³»²¬ Î»»¿®½¸¿²¼Ú¿½¬ • ë Ì¿µÚ±®½»«¾³·¬¬»¼ o ®»½±³³»²¼¿¬·±²¬±¬¸» Ý·¬§Ý±«²½·´¿²¼»´»½¬»¼ Ë®¾¿²Í¬®¿¬»¹·»±ºÍ¬ò Ô±«·¬±º¿½·´·¬¿¬»¬¸» °®±½» ×³°¿½¬æ Ü«¾«¯«»½·¬·¦»² o ¿®»¼·´®»½¬§·´¼²ª±ª»·² ¼·´·´¼· ¼»·¹²·²¹±«®¿º» ½±³³«²·¬§ ê í îñîëñîðïð Î»½±³³»²¼¿¬·±²¬±¬¸» Ý·¬§Ý±«²½·´¬42´43´34 Î»¼«½»¬¸»¬·³»¾»¬©»»²®»²¬¿´ • Î»¼«½»¬¸»¬·³»¾»¬©»»²®»²¬¿´ ·²°»½¬·±²º±®°®±¾´»³°®±°»®¬·» Î»¬®·½¬º«²¼·²¹¿·¬¿²½»¬±°®±°»®¬§ • ±©²»®©¸±»¾«·´¼·²¹¿®»»·¬¸»® ½±³°´·¿²¬±®¬¸»±©²»®·¿½¬·ª»´§ ©±®µ·²¹¬±©¿®¼½±³°´·¿²½» Ý±²¼«½¬¿²»¨°¿²¼»¼½®·³»¬«¼§ • ß´´±©¬¸»Ì¿µÚ±®½»¬±¿½¬¿½±²¼«·¬º±® • ¿½½«®¿¬»·²º±®³¿¬·±²¬±¬¸»°«¾´·½ é Î»½±³³»²¼¿¬·±²¬±¬¸» Ý·¬§Ý±«²½·´¬42´43´34 Ý®»¿¬»©¿§¬±»²½±«®¿¹»°»±°´»¬±Â±ÃÐÆ • «°Á¬¸»·®±©²°®±°»®¬§¿²¼«®®±«²¼·²¹ «°¬¸»·®±©²°®±°»®¬§¿²¼«®®±«²¼·²¹ °«¾´·½°®±°»®¬§ ×²¬¿´´«®ª»·´´¿²½»½¿³»®¿·²¸·¹¸½®·³» • ¿®»¿·²°«¾´·½°´¿½» ×²¬¿´´çïï»³»®¹»²½§µ·±µ • Î»¼«½»¬¸»¬·³»¿´´±¬¬»¼º±®½±®®»½¬·²¹ • °®±°»®¬§ª·±´¿¬·±²º®±³¬¸»½«®®»²¬¬©± §»¿® Û²½±«®¿¹»¼»ª»´±°³»²¬±º°´¿²²»¼ • ½±³³«²·¬·»¬¸®±«¹¸³·¨»¼«»¦±²·²¹ è ì îñîëñîðïð Í¿º»Ý±³³«²·¬§Ì¿µÚ±®½» º ¸¬¬°æññ©©©ò½·¬§±º¼«¾«¯«»ò±®¹ñ¿º»½±³³«²·¬§ ç ë îñîëñîðïð ÝÇðçûÝÇðçû Ñª»®ñË²¼»®Ñª»®ñË²¼»® ßª»®¿¹»Ð»¿µÇ»¿® CY03CY04CY05CY06CY07CY08CY09AVERAGE Number of Crimes ðòèûîðòèû Against Persons109 95 118 121 149 122 118 119 ïðððûòððûò Mrderu11101021 Mrder11101021 ïðððûððû ïèòçûìðòíû Sexual Assault52 41 48 61 72 54 43 53 ìëòèûïîòëû Robbery20 12 14 19 40 31 35 24 éòíûíðòçû Aggravated Assault36 41 55 41 36 37 38 41 Number of Crimes îòéûïïòîû Against Property1,999 2,119 1,996 2,084 2,327 2,284 2,067 2,125 îòèûîîòìû Burglary422 464 437 501 669 526 519 505 ïïòìûïéòêû Burglary to MV308 389 276 370 366 510 420 377 èòçûïíòëû Theft1,185 1,176 1,239 1,151 1,229 1,185 1,072 1,177 ïëòîûíéòèû Theft of MV84 90446263635666 îòêûïïòèû TOTAL2,108 2,214 2,114 2,205 2,476 2,406 2,185 2,244 ööÇ»´´±© ¸·¹¸´·¹¸¬ · °»¿µ §»¿® ïï ÚÇÚÇ ÚÇ ÚÇ ÚÇ ÚÇ îððéîððèîððçîðïðîðïïîðïî Ð¿¬®±´îïïï Ð¿¬®±´ñß²²»¨ïïïïï Ì®¿ºº·½ñÝÑÐ Ë²·¬ïîï Í»½¬·±² è ×²ª»¬·¹¿¬±®ñï Ø±«·²¹ ß²²«¿´ Ò»© Ñºº·½»® ðëìíîï Ì±¬¿´ ðëìíîï ÜÐÜÌ±¬¿´ Ñºº·½»®çìççïðíïðêïðèïðç ïïëëßß¼¼¼¼··¬¬··±±²²¿¿´´ ÑÑºººº··½½»»®® ïî ê îñîëñîðïð Ü»·¹²Ý±³°±²»²¬ Ü»·¹²Ý±³°±²»²¬ úËÔÐØüÏÜÑÄÊÔÊnðÎÏÉÕÑÄëØÍÎËÉÔÏÖ Í»ª»² Ì»®®·¬±®·» øÅÍÜÏÊÔÎÏÎ×éØËËÔÉÎËÔØÊÔÏ÷äi Ì»®®·¬±®§ Ô·»«¬»²¿²¬ ùÔÊÉËÔÚÉúÎÐÐÜÏÙØËníÜÉËÎÑúÜÍÉÜÔÏ °»½¿ °»®¿±² Í·´Ñ¬· Í·´Ñ¬· Ý±³³«²·¬§ Ñ®·»²¬»¼ Ð±´·½·²¹ ïí øé Ì»®®·¬±®·»ô ìê Í°»½·¿´ Ð®±¶»½¬÷ Ð®±¶»½¬îððç Ì®¿ºº·½ Í¿º»¬§æ ôô ô ô ô Í°»»¼Ò±·»ÑÉ×Í»¿¬¾»´¬Î»½µ´»Ü®·ª·²¹ ïì Í°»»¼Ò±·»ÑÉ×Í»¿¬¾»´¬Î»½µ´»Ü®·ª·²¹ Ð¿®µ·²¹ Ì·½µ»¬ô Í½¸±±´ Æ±²»ô Í²±© Î±«¬» Û²º±®½»³»²¬ Í«®ª»·´´¿²½» ¿²¼ ß°°®»¸»²·±²æ ûÈËÖÑÜËÄùËÈÖéËÜ××ÔÚÒÔÏÖéÕØ×ÉnëØÊÔÙØÏÉÔÜÑ îð Þ«·²»ô Ý±²¬®«½¬·±²ô ¿²¼ Ó±¬±® Ê»¸·½´» Þ«·²» Ý±²½»®²æ ï Ý·¬§ Ý±¼»Ý±³°´·¿²½» Í½¸±±´æ ô ô ô Ñ°»²Ù§³Ü¿²½»Ü·±®¼»®´§Ý±²¼«½¬ ï Ñ°»²Ù§³Ü¿²½»Ü·±®¼»®´§Ý±²¼«½¬ï Ô±·¬»®·²¹ô Ì®»°¿·²¹ô Í¬¿®¬ ±º Í½¸±±´ Ç»¿® Ð±´·½» Ê··¾·´·¬§æ Î»¹·¬»®»¼Í»¨ Ñºº»²¼»® Ý±³°´·¿²½»ô É¿®®¿²¬ ì Ý¸»½µ æ Ý±³³«²·¬§ Ûª»²¬ñÍ»½«®·¬§ Ö¿§½»» Ú·®»©±®µô Ü·¹²·¬¿®§Ð®±¬»½¬·±²ô ê Ü»³±²¬®¿¬·±² ïì é îñîëñîðïð Ì»®®·¬±®§ Ý±³³¿²¼ ïðïæ Ô·»«¬»²¿²¬ Î¿³·®»¦ Ý¿°¬¿·² Ð·´´¿®¼ ïðîæ Ô·»«¬»²¿²¬ Ð®·²» Ý¿°¬¿·² Ý¿´´¿¸¿² ïðíæ »«»²¿² ¹³¿² Ô·¬¬Ü· Ô·¬¬Ü· Ý¿°¬¿·² Ð·´´¿®¼ ïðìæ Ô·»«¬»²¿²¬ Î¿¼´±ºº Ý¿°¬¿·² Û²¹´»³¿² ïðëæ Ô·»«¬»²¿²¬ Í½¸³·¬ Ý¿°¬¿·² Ð·´´¿®¼ ïðêæ Ô·»«¬»²¿²¬Í·³±² Ô·»«¬»²¿²¬Í·³±² Ý¿°¬¿·² Û²¹´»³¿² ïðéæ Ô·»«¬»²¿²¬ Ô»³¾µ» Ý¿°¬¿·² Ð·´´¿®¼ ïë èéê Ý±²¬¿½¬ • 433 433 ëîê Ý·¬¿¬·±² • ×«»¼ íè Ü®«¹ Ê·±´¿¬·±² • 311 ïë ÑÉ× ß®®»¬ • ïí ß®®»¬ É¿®®¿²¬ • 132 ìé Ê»¸·½´» Í»¿®½¸» • 132 îìê Ù®¿³ ±º • Ò¿®½±¬·½ Moving Non Moving All Other ViolationsViolations ïê è îñîëñîðïð üÍËÔÑ nóÜÏÈÜËÄ øêðí ×²ª»¬·¹¿¬·±²÷ 15 6 5 60 Misrepresentation -241 Background Checks -210 241 66 Application Verification -66 Criminal Behavior -60 Fdrau -6 Fd6 Exit Program/Absent -15 210 Dual Residency-5 ïé üÍËÔÑ nóÜÏÈÜËÄ øíîë ×²ª»¬·¹¿¬·±²÷ øÎ»«´¬»¼·²Ð±¬»²¬·¿´Ì»®³·²¿¾´»Ê·±´¿¬·±²÷ øÎ»«´¬»¼·²Ð±¬»²¬·¿´Ì»®³·²¿¾´»Ê·±´¿¬·±²÷ 75 Terminations -176 19 Unfounded -75 43 Open Investigation -43 176 NotonSection8 -19 NotonSection819 75 Withdrew Voucher -7 Moved -5 ïè ç îñîëñîðïð Ý¿®²»¹·»Í¬±«¬ Ô·¾®¿®§ ñ Í«¾ó¬¿¬·±²Ý·¬§Ý±¼» Ý±³°´·¿²½» Ù®±«° Ý®·³» Í¬±°°»®Ü»°¿®¬³»²¬ ±º Ý±®®»½¬·±² ùÈÛÈÌÈØùÔÊÍÈÉØëØÊÎÑÈÉÔÎÏúØÏÉØËúÎÈÏÉÄüÉÉÎËÏØÄiÊî××ÔÚØ Ü«¾«¯«» Þ±§ ú Ù·®´ Ý´«¾Ú·²´»§Þ·µ» Í¿º»¬§ Ð®±¹®¿³ Ü«¾«¯«» Ý±«²¬§ Û³°±©»®³»²¬Ø§Ê»»Þ·µ» Í¿º»¬§ Ð®±¹®¿³ Ûª»®§ Ý¸·´¼ Ûª»®§ Ð®±³·»Ó·¼óÉ»¬ Ù¿²¹ ×²ª»¬·¹¿¬±® Ú»¬·ª¿´ Ð´¿²²·²¹ Ù®±«°Ô¿²¼´±®¼ñÐ®±°»®¬§Ó¿²¿¹»® Í¬ò Ó¿®µ Ý±³³«²·¬§ Ý»²¬»®Ð®±¶»½¬ Ø±°» Í¿º» Õ·¼ ±º ¬¸» Ì®·óÍ¬¿¬»Ð«¾´·½ Ûª»²¬ Ù®±«° Ì¸»®»¿ Í¸»´¬»®Î·ª»®ª·»©Ð®»ª»²¬·±²ñ×²¬»®ª»²¬·±² Ý®·³» Ú®»» Ó«´¬·óØ±«·²¹Ð®±¹®¿³Í¿º» Ý±³³«²·¬§ Ì¿µ Ú±®½» úÔÉÄüÉÉÎËÏØÄiÊî××ÔÚØæÜÊÕÔÏÖÉÎÏïØÔÖÕÛÎËÕÎÎÙùØÇØÑÎÍ Ý·¬§ ×²¬»®²¿´ É±®µ·²¹ Ù®±«°Í«¬¿·²¿¾´» Ü«¾«¯«» ïç Þ®±¿¼©¿§ Ü±©²¬±©² Ø·¬±®·½ Þ´«ºº ×ª§ Ô»¿¹«» ñ Ø·´´¬±° Ò±®¬¸ Û²¼ Ê¿´´»§Ê·»© Ð±·²¬ Ò»·¹¸¾±®¸±±¼ Ô¿²¹©±®¬¸§ îð ïð îñîëñîðïð Ý·²¼§ Í¬»·²¸¿«»®ô ß·¬¿²¬ Ý·¬§ Ó¿²¿¹»® Ó¿®§ Î±» Ý±®®·¹¿²ô Ð«¾´·½ Ø»¿´¬¸ Í°»½·¿´·¬ óØËØÑÄÏîiúÎÏÏÎËïØÔÖÕÛÎËÕÎÎÙêÍØÚÔÜÑÔÊÉ ô Ü¿ª·¼Ø¿®®·Ø±«·²¹¿²¼Ý±³³«²·¬§Ü»ª»´±°³»²¬Ü·®»½¬±® Ü¿ª·¼Ø¿®®·Ø±«·²¹¿²¼Ý±³³«²·¬§Ü»ª»´±°³»²¬Ü·®»½¬±® Ö±» Õ·®µô Ø±«·²¹ ×²°»½¬±® Ó¿®µ Ô«¼»½¸»®ô ß·¬¿²¬ Ú·®» Ý¸·»º Ó¿®¸¿´´ Ó·½¸¿»´ Ó½Ó¿¸±²ô Ú·®» Ó¿®¸¿´´ Ý®»²²¿Þ®«³©»´´ô ß·¬¿²¬ Ý·¬§ ß¬¬±®²»§ Ð¿¬ Ð®»ª»²¿ô ß½¬·²¹ Ô»·«®» Í»®ª·½» Ó¿²¿¹»® Õ»´´§ Ô¿®±²ô Ø«³¿² Î·¹¸¬ Ü·®»½¬±® Í«¿² Ø»²®·½µô Ô·¾®¿®§ Ü·®»½¬±® Þ±¾ Í½¸·»´ô ß·¬¿²¬ Ý·¬§ Û²¹·²»»® ô Í«»Þ®»²²¿²Æ±²·²¹Û²º±®½»³»²¬Ñºº·½»® Í«»Þ®»²²¿²Æ±²·²¹Û²º±®½»³»²¬Ñºº·½»® Ó¿®µ Ü¿´·²¹ô Ý¸·»º ±º Ð±´·½» Î« Í¬»½µ´»·²ô Ý¿°¬¿·² Ó·µ» Õ¿²»ô Ö¿§ Ó±®®·»¬¬»ô Í½±¬¬ Õ±½¸ô Í¬»ª» Ñ´±²ô ¿²¼ Ì®¿ª· Õ®¿³»®ô Ý±®°±®¿´ îï ïï îñîëñîðïð Ø«³¿²Î·¹¸¬ Ý®·¬·½¿´¬±®»·¼»²¬¿º»¬§¾»½¿«»«²½¸»½µ»¼ ·²¬»®¹®±«°½±²º´·½¬½¿²»½¿´¿¬»¬±ª·±´»²½» Í»®ª·½»æ Ó»¼·¿¬»¿²¼¼»¬»®³·²»´»¹¿´³»®·¬±º¼·½®·³·²¿¬·±² ½±³°´¿·²¬ Û²¹¿¹»·²»¼«½¿¬·±²¿²¼½±²º´·½¬»²¹¿¹»³»²¬¬± ¼¼º´ °®±³±¬»½·ª·´¿²¼®»°»½¬º«´¾»¸¿ª·±®¾»¬©»»²¹®±«° Ð¿®¬²»®·²½±³³«²·¬§¬±®»¼«½»¬»²·±²¾»¬©»»² ¹®±«° Í¬«¼§½¿«»±º·²»¯«¿´·¬§¿²¼½±²º´·½¬¿²¼¿¬¬»³°¬¬± º·²¼®»±´«¬·±² 23 Ø«³¿²Î·¹¸¬ Ü«¾«¯«»Ø«³¿²Î·¹¸¬Ñ®¼·²¿²½» Û¬¿¾´·¸»¿²»«¬®¿´ô±¾¶»½¬·ª»´¿©»²º±®½»³»²¬¿¹»²½§ Ð»®±²©¸±¾»´·»ª»¬¸¿¬¬¸»§¸¿ª»¾»»²¼·½®·³·²¿¬»¼ ¿¹¿·²¬·²ª·±´¿¬·±²±º¬¸»±®¼·²¿²½»³¿§º·´»¿½±³°´¿·²¬ Ý±³°´¿·²¬½¿²¾»º·´»¼¿¾±«¬«²º¿·®ñ¼·½®·³·²¿¬±®§°®¿½¬·½» ·²æ Ø±«·²¹ Û³°´±§³»²¬ Û¼«½¿¬·±² Û¼«½¿¬·±² Ý®»¼·¬ Ð´¿½»±ºÐ«¾´·½ß½½±³³±¼¿¬·±² Ü«¾«¯«»Ø«³¿²Î·¹¸¬Ý±³³··±² Ò·²»½±³³«²·¬§³»³¾»® 24 ïî îñîëñîðïð Ø«³¿²Î·¹¸¬ Ü«¾«¯«»Ø«³¿²Î·¹¸¬Ý±³³··±² Ð®±³±¬»½·ª·´¿²¼®»°»½¬º´«¾¸»¿ª·±®·²¬¸»½±³³«²·¬§¬±»´·³·²¿¬» ´¼º´¾¸¸´ ¼·½®·³·²¿¬·±²¾¿»¼±²æ ß¹» Î¿½» Ý®»»¼ Ý±´±® Í»¨ Ò¿¬·±²¿´Ñ®·¹·² Î»´·¹·±² ß²½»¬®§ Ü·¿¾·´·¬§ Ó¿®·¬¿´Í¬¿¬« Ú¿³·´·¿´Í¬¿¬« Í»¨«¿´Ñ®·»²¬¿¬·±² Ù»²¼»®×¼»²¬·¬§ 25 Ø«³¿²Î·¹¸¬ Ø¿¬»×²½·¼»²¬Ê·½¬·³Í«°°±®¬ Û²º±®½»³»²¬·º«²½¬·±²±ºÐ±´·½»Ü»°¿®¬³»²¬ Ø«³¿²Î·¹¸¬Ü»°¿®¬³»²¬«°°±®¬ñ¿·¬ª·½¬·³ Í°»¿µ»®Þ«®»¿« Í°»¿µ»®¿®»½±³³«²·¬§ª±´«²¬»»®©¸±æ Ø¿ª»¿¼·¿¾·´·¬§ ß®»ßº®·½¿²ß³»®·½¿² ß®»¹¿§±®´»¾·¿² ß®»±®·¹·²¿´´§º®±³¿²±¬¸»®½±«²¬®§ 26 ïí îñîëñîðïð Ü«¾«¯«»Ü·°«¬» Î»±´«¬·±²Ý»²¬»®øÜÜÎÝ÷ Ó··±² Ó·· Ë»³»¼·¿¬·±²¬±¿·¬·²±´ª·²¹¼·°«¬»æ Ì»²¿²¬¿²¼´¿²¼´±®¼ Ûª»®§¼¿§¼·°«¬»¾»¬©»»²²»·¹¸¾±® ß®¹«³»²¬±ª»®¼±¹ô°¿®µ·²¹ô½¸·´¼®»²ô¿²¼°®±°»®¬§ Î¿½»®»´¿¬·±² Ù±¿´ Ó»¼·¿¬»¼·°«¬»¾»º±®»°®±¾´»³»½¿´¿¬»¿²¼²»¹¿¬·ª»´§·³°¿½¬¿ ²»·¸¾¸¼¹±®±± ·¸¾¸¼ Í°»½·º·½ Ò±½¸¿®¹» Ó»¼·¿¬±®¿®»¬®¿·²»¼ª±´«²¬»»® Ü·°«¬»³«¬±®·¹·²¿¬»©·¬¸·²¬¸»½·¬§±ºÜ«¾«¯«»¿³±²¹½·¬§ ®»·¼»²¬ 27 ×²¬»®½«´¬«®¿´Ý±³°»¬»²½§ Ý«´¬«®»¸¿ª»¼·ºº»®»²¬²±®³ô¿²¼·²¿¾·´·¬§¬± Ý«´¬«®»¸¿ª»¼·ºº»®»²¬²±®³ô¿²¼·²¿¾·´·¬§¬± ®»½±¹²·¦»ô¬¸¿¬½¿²·²¬»®º»®»©·¬¸½±³³«²·½¿¬·±²¿²¼ »½¿´¿¬»½±²º´·½¬ ×³°®±ª»¿¾·´·¬§¬±½±³³«²·½¿¬»¿½®±½«´¬«®»ô©·¬¸ ¾±¬¸·¼»¿¼¿°¬·²¹ô¬¸»®»¾§®»¼«½·²¹½±²º´·½¬ Ø»´°°»±°´»«²¼»®¬¿²¼¬¸¿¬½«´¬«®»·½±³°´»¨¿²¼ ¼±»²±¬»¯«¿¬»©·¬¸®¿½» Ì¸«º¿®¬¸»©±®µ¸¿¾»»²º±½«»¼±²Ý·¬§¬¿ºº¾«¬ ·²ª»¬·¹¿¬·²¹©¿§¬±»¨°¿²¼¬±´¿®¹»®½±³³«²·¬§ 28 ïì îñîëñîðïð HousingandCommunity HousingandCommunity Development Department Code Enforcement •New Housing inspector hired (April 2008) •Attduomaeitidifidfnspecon program moeor Attditidifidf field use to increase efficiencies •Inspection cycle of 7,600 rental units reduced from 7.8 to 5.5 years in FY’09 •Increased inspections, enforcement, and monitifhillorng o croncay vacantti properes itifhilltti •Inspections, monitoring, and securing properties acquired for Bee Branch Restoration Project 30 ïë îñîëñîðïð Code Enforcement •Problem Property Task Force Recommendations: Reducedcompliancetimeforcode o Reducedcompliancetimeforcode o violations from two years to nine months Uniform notice-and-order enforcement for o Housing, Health, and Public Works in response to garbage and/or trash complaints complaints Unscheduled garbage pick-ups to be o performed by Public Works, with costs added to utility bill Fees for extension of building permits o 31 Section 8 Program Modifications Termination: •Additional Unlawful Behaviors •Juvenile Behavio r •Qualifying Deferred Judgments Waiting List: •Closed to non-Iowa residents, except elderly and disabled (November 2009) •‘’ Temporaryfreezeonissuingnewvouchers Temporaryfreezeonissuingnewvouchers (December 2009) •Not allowed to apply as member of more than one applicant household •Not allowed to apply if already a member of household receiving assistance 32 ïê îñîëñîðïð Section 8 Program Modification Proposals •Reduction of 163 Vouchers (from 1,063 to 900) •Benefits: Reduction of caseloads Better management of process •Costs: Loss in administrative revenues ($65,500 in FY 2011- $99,800 annually) Loss in housing assistance payments (approximately $900000ll), annuay $900000ll) Loss of housing opportunities for lowest-income households •895 families currently receiving assistance are from Iowa •863 of the 895 are families from Dubuque 33 Section 8: Family Self-Sufficiency Currently: •One Family Self-Sufficiency Coordinator •Si2001nce: Si2001 •157 people have participated •59% no longer receiving welfare benefits and another 22% reduced their welfare benefits •69 no longer receiving Section 8 benefits •50 obtained full-time employment •43 obtained part-time employment •74 registered for school with 27 receiving college degrees •13purchasedahome. 13purchasedahome •Savings to H&CD = $105,000 Proposal: •One additional Family Self-Sufficiency Coordinator •Expands services from 45 to 100 families •Eligible for HUD reimbursement January 2012 34 ïé îñîëñîðïð Section 8 Program •Full-time COP corporal assigned to Housing Department to investigate all allegations of fraud, misrepresentation, or criminal behaviors •Getting Ahead in a Just Gettin’-By World trainings •“Exception Rents”: Higher Section 8 rents pg allowed in higher cost areas of City; intended to deconcentratehouseholds in poverty from lowest-income neighborhoods 35 Section 8 Review Program •Weekly meetings since January 2010 •Purpose: Review Police and Housing and Community Development statisticsforpatternsandtrends statisticsforpatternsandtrends •Participants •Michael Van Milligen, City Manager •Mark Dalsing, Chief of Police •Terry Tobin, Assistant Chief of Police •Russ Stecklein, Captain •Mike Kane, Corporal •DavidHarrisHousingandCommunityDevelopmentDirector, •DavidHarrisHousingandCommunityDevelopmentDirector •Janet Walker, Assisted Housing Supervisor •CrennaBrumwell, Assistant City Attorney •Since December 1, 2009: •3% of 1,006 arrests were authorized persons on Section 8 •2% of 1,006 arrests were unauthorized persons providing a Section 8 address to Police 36 ïè îñîëñîðïð Ý±³°¿®·±²±ºÑ¬¸»®×±©¿Ý·¬·» øÐ±°«´¿¬·±²±ºëðôððð±®Ó±®»÷ Ò«³¾»®±º ööÐ«¾´·½ööÐ®±¶»½¬Í»½¬·±²ìîß·¬»¼Ë²·¬°»® Ý±«²¬§Ð±°«´¿¬·±²Í»½¬·±²èÌ±¬¿´ Ø±«·²¹Þ¿»¼Ì¿¨Ý®»¼·¬ïôðððÝ±«²¬§ Î»·¼»²¬ Í¬±®§èððððôîçéðíííîêëèçëïïîò Í¬±®§èððððîçéðíííîêëèçëïïî Ô·²²ïçîôðððïôîêëðïôïêçïôðéííôëðéïèòí Ý´·²¬±²ëðôðððëêèèèïçðïêéïôðïíîðòí Í½±¬¬ïëèôðððèîììîïôïðèïôîçèíôîïêîðòì Ö±¸²±²ïïïôðððïôîïìïðïêîðììëîôíèðîïòì Ü«¾«¯«»èçôðððöïôïííìïëðèìïêîôðçèîíòê Þ´¿½µ¸¿©µïîèôðððïôëïêèìçëèëìèíôïðêîìòí Ð±´µíéìôðððíôïêçëðíîôðçïíôêèèçôìëïîëòí É±±¼¾«®§ïðìôðððïôîëððçéïèîçíôðëðîçòí Ð±¬¬¿©¿¬¬¿³·»èéôðððéêëîçëéíêèççîôêçëíïòð ßª»®¿¹»ãîîòë öÒ«³¾»®º±´´±©·²¹®»¼«½¬·±²º®±³ïôðêí¬±çððª±«½¸»® íé öö×²½´«¼»°®±¶»½¬º±®¬¸»»´¼»®´§¿²¼º¿³·´·» Washington Neighborhood and Adjacent Adjacent Areas of Influence 38 ïç îñîëñîðïð Partnership with DB&T: Purchase and Sale of Vacant Homes to 1st Time Homebuyers 39 Partnership with DB&T: Purchase and Sale of Vacant Homes to 1st Time Homebuyers 40 îð îñîëñîðïð HEART Program –Vocational Training for At-Risk Youth 41 Homeowner Purchase and Rehab 42 îï îñîëñîðïð Planning for the Future of Washington Neighborhood 43 Washington Neighborhood Initiative •Construction of Prescott Elementary Charter School with City- funded Neighborhood Resource Center •Orange Park •NewfulltimeHousinginspectorhired - •NewfulltimeHousinginspectorhired •Neighborhood Stabilization Program (NSP) Stimulus Grant •Homeless Prevention Program (HPRP) Stimulus Grant •“Know Your Neighborhoods” 44 îî îñîëñîðïð New OfficeNew Office Ribbon Cutting Ceremony Washington Neighborhood Development Corporation •Mission: •ImplementationoftheWashingtonNeighborhood •ImplementationoftheWashingtonNeighborhood Strategic Plan •Strategy: •Involve residents and stakeholders in revitalization •Promote sustainable neighborhood through resident initiative and ownership •Goal: •Neighborhood self-governance •Mechanism: •Non-profit corporation •Governed by community stakeholder Board of Directors •Angela Petsche, Executive Director •Professional staff •$100,000 initial annual operating budget îí îñîëñîðïð Washington Neighborhood Development Corporation Gary Carner Board of Directors Doris Hingtgen Doug LaBounty David Kapler Jim Vice President Dan LoBianco Schumacher President Cathy Kelley Michelle Mihalakis Secretary-Treasurer Carlos Pittman Jon Trotter Michael Van Milligen Angela Petsche Executive Director Tara Velez Washington Neighborhood Development Corporation AreasofFocus: AreasofFocus: Housing and Community Development YouthandFamilySupportandPrograms YouthandFamilySupportandPrograms Retail Business Support and Development îì îñîëñîðïð Washington Neighborhood Development Corporation Upper Central Avenue Corridor Initiative Proposed 18th Street Restoration Í«¬¿·²¿¾·´·¬§ îë îñîëñîðïð 51 ×²¬»®½«´¬«®¿´ Ý±³°»¬»²½§Ì®¿·²·²¹ Ù®»»²Ö±¾ Ì®¿·²·²¹ ëî îê îñîëñîðïð Þ·µ»Ý±° Í¬®»»¬Ì®»»æ Í¿º»Í¬®»»¬¿²¼Ò»·¹¸¾±®¸±±¼ Ê±´«²¬»»®Ñ°°±®¬«²·¬·»æ Ó«´¬·½«´¬«®¿´Ú¿³·´§Ý»²¬»® ëí Bee Branch Watershed Storm WaterBee Branch Watershed Storm Water îé îñîëñîðïð Bee Branch Watershed ImprovementsBee Branch Watershed Improvements Carter Road Detention Basin W. 32 nd St. Detention Basin Bee Branch Watershed ImprovementsBee Branch Watershed Improvements Upper Bee Branch Creek îè îñîëñîðïð Bee Branch Watershed ImprovementsBee Branch Watershed Improvements Õ»®°»®Þ´ª¼ò¬±ÎÎÌ®¿½µ Lower Bee Branch Creek Bee Branch Watershed ImprovementsBee Branch Watershed Improvements Ø±«»Ü»½±²¬®«½¬·±² Bee Branch Creek Restoration Project îç îñîëñîðïð íËÎÓØÚÉõîíø úÔÉÄÎ×ùÈÛÈÌÈØ úÎÐÐÈÏÔÉÄ÷ÎÈÏÙÜÉÔÎÏÎ× öËØÜÉØËùÈÛÈÌÈØ íËÎÓØÚÉõîíøÜÏÙúËÔÐØ Ù»¬¬·²¹ ß¸»¿¼ ·² ¿ Ö«¬óÙ»¬¬·²jóÞ§ É±®´¼ Ù»¬¬·²¹ ß¸»¿¼ ·² ¿ Ö«¬Ù»¬¬·²Þ§ É±®´¼ Ð®±ª·¼·²¹ ®»±«®½» ¿²¼ »¼«½¿¬·²¹ ¬¸±» ·² °±ª»®¬§ ±² ¬¸» ¸·¼¼»² ®«´» ±º ³·¼¼´» ½´¿ ÜÏÙÕÎÆÉÎÊÈÚÚØØÙÔÏÉÎÙÜÄjÊÊÎÚÔØÉÄ Þ®·¼¹» Ñ«¬ ±º Ð±ª»®¬§ Ì®¿·²·²¹ ¼¹»Ñ«¬±±»¬§¿¹ Û¼«½¿¬·±² º±® ³·¼¼´» ½´¿ ·²¼·ª·¼«¿´ ±² ¬¸» ¾¿®®·»® ¿²¼ ¬®«¹¹´» ¬¸±» ·² °±ª»®¬§ º¿½» ©¸·´» ¬®§·²¹ ¬± «®ª·ª» ·² ¿ ³·¼¼´» ½´¿ ±½·»¬§ êð íð îñîëñîðïð íËÎÓØÚÉõîíøÜÏÙúËÔÐØ Û¨óÑºº»²¼»®ñÑ°»®¿¬·±²æ Û³°´±§³»²¬ Û¨Ñºº»²¼»®ñÑ°»®¿¬·±²æ Û³°´±§³»²¬ Ð®»ó»³°´±§³»²¬ ¬®¿¬»¹·» ½´¿ ¼»·¹²»¼ º±® »¨ó±ºº»²¼»®ô ©±³»²ô ¿²¼ ³·²±®·¬·» Ü¿®» ¬± Þ» Õ·²¹ Ý±³°®»¸»²·ª» ¬±±´ º±® ½±³³«²·¬§ ´»¿¼»® ô Ý±³°®»¸»²·ª» ¬±±´ º±® ½±³³«²·¬§ ´»¿¼»® »¼«½¿¬±®ô ¿²¼ §±«¬¸ »®ª·½» °®±ª·¼»® ¬± »²¹¿¹» «®¾¿²ô «¾«®¾¿²ô ¿²¼ ®«®¿´ §±«¬¸ ¿®±«²¼ ·«» ±º ª·±´»²½» ¿²¼ ½±³³«²·¬§ ´·º» Ð¿®¬²»®¸·° ©·¬¸ Ü«¾«¯«» Ý±³³«²·¬§ Ç ¿²¼ Ö«ª»²·´» Ý±«®¬ Í»®ª·½» êï … an initiative Caring Adults committed to measuring, defining, Safe Places and impacting the presence of the Five Healthy Start Promises in the lives of Dubuque Effective Education children. Opportunities to Help Others We’re engaging the entire community in buildingareal buildingareal commitment to deliver every promise to every child. 62 íï îñîëñîðïð The Community Growth Chart (2008) helped us understand the overall health and well-being of our children. The Dubuque County Youth Master Plan (2009) provided us with a roadmap to make the greatest impact on children, youth, and families. In 2010, Task Teams are convened and charged with researching best practices and developing action plans for progress. They are focusing on policy changes and capacitybuildinginorderforourcommunitytoraise capacitybuildinginorderforourcommunitytoraise children who are ready for school, work and life. 63 Task Teams Before & After School Programs convening to Early Childcare & Childhood address the top Education priorities identifiedinthe ata Collection & Analsis identifiedinthe Dy Youth Master Transportation Plan are: Business Engagement An investment that puts just one at-risk young person on the right path can return $2 million to the community. 64 íî îñîëñîðïð GreaterDubuque GreaterDubuque Development Corporation 300 Main Street, Suite 120 | Dubuque, IA 52001 | www.greaterdubuque.org Mission includes working to make our community a by Destination for Opportunity o creating employment opportunities, which bring the dignity of work to the community Unemployment, under employment, and poverty can be fundamental causes of crime o in a community Greater Dubuque supports organizations and initiatives that help break barriers to o employment within these identified populations InfoActionProgram o Meets annually with more than 200 area employers o Gains a full perspective of the area’s economy and community challenges o Members of the staff serve on a variety of committees in the community including: o Every Child Every Promise Project Hope St. Marks Community Center Safe Community Task Force 66 íí îñîëñîðïð Ü«¾«¯«» É±®µ Ò»©½±³»® Î»´¿¬·±² Í»®ª·½» Ô±½¿¬»¼ ·² ¬¸» Ù®»¿¬»® Ü«¾«¯«» Ü»ª»´±°³»²¬ Ý±®°±®¿¬·±² Ñºº·½» Ú«´´ó¬·³» ½±²½·»®¹» »®ª·½» ±ºº»®»¼ ¬± ¿´´ ²»©½±³»® Ú«´´ó¬·³» ½±²½·»®¹» »®ª·½» ±ºº»®»¼ ¬± ¿´´ ²»©½±³»® Í·²½» Ó¿®½¸ ïô îððç »®ª»¼ ³±®» ¬¸¿² ìðð ·²¼·ª·¼«¿´ º®±³ ±ª»® ìð ´±½¿´ »³°´±§»® Ü·¬·²½¬·ª»´§ Ü«¾«¯«» 68 íì îñîëñîðïð Ü«¾«¯«» É±®µ Ò«®¬«®» ¬«¼»²¬ó¬±ó¾«·²» ®»´¿¬·±²¸·° ¿¬ ¿´´ º·ª» ½±´´»¹» ¬± ½±³¾¿¬ ¾®¿·² ¼®¿·² ÝÛÑ Ò»¬©±®µô Ü«¾«¯«» Ô·ª»ô ÇÐ Ý±´´»¹» Ý¸¿°¬»®ô ×²¬»®²¸·° ±² ß½½»Ü«¾«¯«»Ö±¾ò½±³ Û· ´´ ·¼¼´²¹¿¹²¹±½¿³»ó¿²¼ ¸·¸¹ó½¸´ ¬ ¬ µ·´´¼ ±±±°®±³±»» Û· ´´ ·¼¼´¼ ¸·¸¸´ ¬ ¬ µ·´´¼ ½¿®»»® Ý¿®»»® ¿²¼ Ì»½¸²·½¿´ Ú¿·®ô ×²¼«¬®§ Ì±«®ô è¬¸Ù®¿¼» Ý¿®»»® Û¨°´±®¿¬·±² Ý¿®»»® Î»¿¼·²» Ý»®¬·º·½¿¬» 69 Ý«®®»²¬ Ë²»³°´±§³»²¬ Î¿¬» 70 íë îñîëñîðïð ×±©¿ Ö±¾ Ù®±©¬¸æ ïçèìóîððç ùÈÛÈÌÈØúÎÈÏÉÄÚËØÜÉØÙ Î×ôÎÆÜiÊÓÎÛÖËÎÆÉÕ ÆÔÉÕ Î×ôÎÆÜiÊ ÍÎÍÈÑÜÉÔÎÏ 71 Ö±¾ Ù®±©¬¸æ ïçèìóîððç ùÎØÊÏÎÉÔÏÚÑÈÙØùÈÛÈÌÈØ 72 íê îñîëñîðïð Ö±¾óÎ»´¿¬»¼ Ò¿¬·±²¿´ Î»½±¹²·¬·±² ùÈÛÈÌÈØiÊÓÎÛÖËÎÆÉÕÎ× ×ËÎÐóÈÑÄ ¬± Ñ½¬±¾»® îððç ©¿ ¬¸» ¬¸·®¼ ¾»¬ ·² ¬¸» ²¿¬·±² øÓÍÒñÝ¿®»»®¾«·´¼»®ò½±³÷ ×² Ñ½¬±¾¼ñ»®ô Ó±±ÄiÊÛ½±²±³§ò½±³ ¾¼ñ ®¿²µ»¼ Ü«¾«¯«» ·² ¬¸» ËòÍò Ì±° ìð º±® ¶±¾ ¹®±©¬¸ ¾»¬©»»² îððèóîðïí 73 Ó«´¬·½«´¬«®¿´Ó«´¬·½«´¬«®¿´Ú¿³·´§Ú¿³·´§Ý»²¬»®Ý»²¬»® íé îñîëñîðïð Ñ´¼ Ó«´¬·½«¬«®¿´Ú¿³·´§Ý»²¬»® øêðð¯òº»»¬÷ Ò»© Ó«´¬·½«´¬«®¿´Ú¿³·´§Ý»²¬»® øêôððð¯òº»»¬÷ éë Ð®±¹®¿³³·²¹Ð®±¹®¿³³·²¹ Ç±«¬¸Ð®±¹®¿³ß¼«´¬Ð®±¹®¿³ øÓ·¼¼´»¿²¼Ø·¹¸Í½¸±±´÷ Ô¿²¹«¿¹»Ý´¿» ÔÝ´ Ì»»²Ò·¹¸¬ Ü®¿³¿Ý´«¾Ý±³°«¬»®Ý´¿» Ü¿²½»Ý´«¾ Ø±³»©±®µØ»´°Û³°´±§³»²¬Ý´¿» Ú¿¸·±²Í¸±© ß®¬Ý´¿»º±®Ç±«²¹ß¼«´¬Ü·²²»®¿²¼Ü·½« Þ±±µÝ´«¾ Ø¿·®¿²¼Ò¿·´Í»©·²¹Ý´¿» Ø¿·®¿²¼Ò¿·´Í»©·²¹Ý´¿» Ú·»´¼¬®·° ÇÝ±²²»½¬·±²Þ±±µÝ´«¾ ÛÔÔÙÛÜÝ´¿» 76 íè îñîëñîðïð Ð®±¹®¿³³·²¹Ð®±¹®¿³³·²¹ Í»²·±®Ð®±¹®¿³Ú¿³·´§Ð®±¹®¿³ Ý¼¿®Ý´¾«Ú«²Î¼·»¿²¹Ò·¸¬¹ Ý¼Ý´¾ÚÎ¼·Ò·¸¬ Ó±®²·²¹Ý±ºº»»¿²¼Ò»¬©±®µ·²¹ß®¬Ò·¹¸¬ Ó±ª·»Ò·¹¸¬ Ù¿³»Ò·¹¸¬ Ý´±¬¸»Ù·ª»ß©¿§ Ý´±¬¸»Ù·ª»ß©¿§ É»´½±³·²¹Ð®±¹®¿³ Ý«´¬«®¿´¿²¼Ø±´·¼¿§Ý»´»¾®¿¬·±² 77 Í¬¿¬·¬·½Í¬¿¬·¬·½¬¬æªkYÖ¿²«¿®§îðïðîðïð TotalAdultsYouth TotalAdultsYouth African Americans21583132 Asian14131 Caucasian14911435 Hispanic805921 Marshallese543519 Prefer No answer55 Others20713 Visitors No Register470 Totals1007311226 78 íç îñîëñîðïð ñØÔÊÈËØ êØËÇÔÚØÊ íËÎÖËÜÐÊ Ý±³³«²·¬§ Þ¿µ»¬¾¿´´ Ô»¿¹«» Ý±³·µ»§ Ð¿®µ • •Ý±³·µ»§ Ð¿®µ Ì©± ©»»µ ²·¹¸¬ º±® ¿² èó©»»µ – °»®·±¼ îë ¿¼«´¬ ¿²¼ ±´¼»® ¬»»² – çðû ³·²±®·¬§ ®»·¼»²¬ – Ú®»» °®±¹®¿³ °®±ª·¼·²¹ – °¹°¹ «°»®ª·»¼ ¿²¼ ±ºº·½·¿¬»¼ °¸§·½¿´ ¿½¬·ª·¬§ ìð îñîëñîðïð É»»µ»²¼ Ñ°»² Ù§³ ß«¼«¾² Ô·²½´² ²¼ Ð®½¬¬ ±ô±ô¿®»± • ß«¼«¾² Ô·²½´²²¼ Ð½¬¬ Í½¸±±´ ¹§³ Ú®»» «°»®ª·»¼ °®±¹®¿³ º±® – §±«¬¸ ¿²¼ ¿¼«´¬ »®ª·²¹ ëôîðð °¿®¬·½·°¿²¬ ¿²²«¿´´§ Ñ°°±®¬«²·¬§ º±® °¿®¬·½·°¿²¬ ¬± –Ñ°°±®¬«²·¬§ º±® °¿®¬·½·°¿²¬ ¬± ¾» ¿½¬·ª» ¿²¼ ³»»¬ ±½·¿´´§ Ú±«® Ó±«²¼ ß¼ª»²¬«®» Ü¿§ Ý¿³° Ú® °®®³ º® ´®»»®±¹®¿±®±©ó·²½³ ±» • Ú °³ º ´·²½³ ®»·¼»²¬ °®±ª·¼·²¹ «°»®ª·»¼ «³³»® ©»»µó´±²¹ ¿½¬·ª·¬·» ·²ª±´ª·²¹ ½¿²±»·²¹ô ¸·µ·²¹ô ®±°» ½±«®»ô ²¿¬«®» «®ª·ª¿´ô ¿®¬ ¿²¼ ½®¿º¬ô ¿²¼ ¬»¿³ ¾«·´¼·²¹ ìï îñîëñîðïð Ú±«® Ó±«²¼ ß¼ª»²¬«®» Ü¿§ Ý¿³° Ð®±¹®¿³ ·²ª±´ª»¼ ïçè °¿®¬·½·°¿²¬ ·² • Ð®±¹®¿³ ·²ª±´ª»¼ ïçè °¿®¬·½·°¿²¬ ·² îððçô ççû ±º ½¿°¿½·¬§ éðû ±º °¿®¬·½·°¿²¬ ©»®» ´±©ó • ·²½±³» Ì®¿²°±®¬¿¬·±² °·½µ«° ·¬» ·²½´«¼» • ß¼¾ ¼ Ô·´ Í¸´ ¼ ««±²¿²²½±²½±±¿² ß¼¾¼ Ô·´ Í¸´ ¼ Ö¿½µ±² Ð¿®µ Ú®»» Í«³³»® Ð´¿§¹®±«²¼ Ð®±¹®¿³ ïç ³®²·²ñª²·² ´½¬·²±®¹»ª»¹±¿± • ïç ³²·²ñ²·² ´½¬·² Í«°»®ª·»¼ ¿½¬·ª·¬·» º±® • ½¸·´¼®»² é ¬± ïì §»¿® ±º ¿¹» ±ºº»®·²¹ ±°°±®¬«²·¬§ º±® °¸§·½¿´ ¿½¬·ª·¬·»ô ±½·¿´ ¼»ª»´±°³»²¬ô ½®¿º¬ô ¿²¼ ±¬¸»® ±®¹¿²·¦»¼ ¿½¬·ª·¬·» ìî îñîëñîðïð Ú®»» Í«³³»® Ð´¿§¹®±«²¼ Ð®±¹®¿³ Ü±©²¬±©² Í·¬» ¿²¼ îððç Ð¿®¬·½·°¿¬·±² ß«¼«¾±² Í½¸±±´ nêêé • •ß«¼«¾±² Í½¸±±´ nêêé úÎÐÔÊÒØÄÐÎËÏÔÏÖn • úÎÐÔÊÒØÄØÇØÏÔÏÖn • ûÈËÙØÏíÜËÒn • óÜÚÒÊÎÏíÜËÒn • ñÔÏÚÎÑÏêÚÕÎÎÑn • Ñ®¿²¹» Ð¿®µ nëèë • Ñ®¿²¹» Ð¿®µ ëèë ðÜËÊÕÜÑÑêÚÕÎÎÑn • íËØÊÚÎÉÉêÚÕÎÎÑÐÎËÏÔÏÖn • Ð®»½±¬¬ Í½¸±±´ ø»ª»²·²¹÷ óìèî • Neighborhood Associations ìí îñîëñîðïð Neighborhood Development Projects Pidttfilidhilddtirove supporoames an cren, eucaon Pidttfilidhilddti about resources, sponsor summer enrichment programs for youth and families, all geared toward helping our young people and families succeed Downtown Neighborhood Council works with COPS and the Boys and Girls Club to provide scholarships thtidflfihbhdtha prove a sae paceor neoroo you thtidflfighbhdth Invest in youth and families help build healthy productive adults 88 ìì îñîëñîðïð Neighborhood Development Projects •Createamorecaringandsharingcommunity •Createamorecaringandsharingcommunity •Offer a training ground for new leadership and talent •Help create a safer community –people feel safer when they know their neighbors! •Improvement projects –Crime watches and beautification efforts •Work closely with the Police –share information, learn when to call, crime prevention tips, gang awareness, and problem solving 89 Ø×ÍÌÑÎ×Ý Ó×ÔÔÉÑÎÕ Ü×ÍÌÎ×ÝÌ ÓßÍÌÛÎ ÐÔßÒ ìë îñîëñîðïð Î»¼»ª»´±° ©·¬¸ ¿ ©·¼» ®¿²¹» ±º «» Î»¼»ª»´±° ©·¬¸ ¿ ©·¼» ®¿²¹» ±º «» Ü·ª»®» ¿²¼ ¿½¬·ª» ²»·¹¸¾±®¸±±¼ Î»¬¿·² »¨·¬·²¹ ¾«·²»» Î»½®«·¬ ²»© ¾«·²»» ß¼¿°¬·ª» ®»«» ±º ©¿®»¸±«» °¿½» ·²¬± ±ºº·½»ô ½±³³»®½·¿´ô »²¬»®¬¿·²³»²¬ô ¿²¼ ®»·¼»²¬·¿´ «» Ó»´¼ ³¿®µ»¬ ±°°±®¬«²·¬·»ô «¬¿·²¿¾´» ¼»·¹²ô ¸·¬±®·½ °®»»®ª¿¬·±²ô ¿²¼ ±«²¼ °´¿²²·²¹ °®·²½·°´» Í¬®¿¬»¹·» ·²½´«¼»æ Í¬®¿¬»¹·» ·²½´«¼»æ ×²½®»¿» ¬¸» °»¼»¬®·¿² »¨°»®·»²½» Ý®»¿¬» ¾»¬¬»® ¿½½» ¬± ±¬¸»® ¼·¬®·½¬ Ñ®¹¿²·¦» ´¿²¼ «» °¿¬¬»®² Ý´«¬»® ´¿²¼ «» ½±³°´·³»²¬¿®§ ¬± »¿½¸ ±¬¸»® Ý®»¿¬·ª» °¿®µ·²¹ ±´«¬·±² Ñ°°±®¬«²·¬·» º±® ²»© ½±²¬®«½¬·±² ìê îñîëñîðïð Ð®±¹®¿³ «²¼»®©¿§ ·²½´«¼»æ ×³°´»³»²¬¿¬·±² ±º Ü±©²¬±©² Ð¿®µ·²¹ Í¬«¼§ ×³°´»³»²¬¿¬·±² ±º Ì®¿²·¬ Í¬«¼§ ß¼±°¬·±² ±º Ü±©²¬±©² Ü»·¹² Ù«·¼»´·²» °¹ Ü»·¹² ±º ¬®»»¬ ¿²¼ ¬®»»¬½¿°» ·³°®±ª»³»²¬ Ý®»¿¬·±² ±º ½«¬±³·¦»¼ ³·¨»¼ó«» ¦±²·²¹ ®»¹«´¿¬·±² Ð¸¿» × îðð Ø±«·²¹ Ë²·¬ ïððôððð ¯«¿®» º»»¬ ±º ®»¬¿·´ °¿½» ß îðð ½¿® °¿®µ·²¹ ±´«¬·±² Ð¸¿» ×× Î»¼»ª»´±° »¿½¸ ±º ¬¸» ¬¸®»» ´¿®¹» ©¿®»¸±«» ¾«·´¼·²¹ ©·¬¸ ¿ ³·¨ ±º «» ·²½´«¼·²¹ ±ºº·½»ô ®»·¼»²¬·¿´ô ¿²¼ ®»¬¿·´ Ü´ ·´ ´· µ· ¼¶ ¸ Õ·¾ »ª»±°¿²¹»³«¬¬±®§°¿®²¹¬®«½¬«®»¿¿½»²¬¬±¬»®§ Ü´ ·´ ´· µ· ¼¶ ¸ Õ·¾ Þ«·´¼·²¹ Õ·®¾§ ¿²¼ Ú¿®´»§ Ô±»¬½¸»®Þ«·´¼·²¹ ©·´´ ¾» ®»¼»ª»´±°»¼ ¬± º±½« ¬¸ ¬±©¿®¼ éÍ¬®»»¬ Ý®»¿¬» ²»© ½±²²»½¬·±² ¬± ¬¸» Ð±®¬ ±º Ü«¾«¯«» º±® ¾·µ» ¿²¼ °»¼»¬®·¿² ìé îñîëñîðïð Ð¸¿» ××× Ð¸¿» ××× Î»¼»ª»´±° ¬¸» É¿¸·²¹¬±² Ò»·¹¸¾±®¸±±¼ »¼¹» ¬± ½®»¿¬» ¿ °±·¬·ª» ¬®¿²·¬·±² ¬± ¬¸» Ó·´´©±®µ Ü·¬®·½¬ ¬¸ Î»¼»·¹² ïïÍ¬®»»¬ ©·¬¸ ¬©±ó©¿§ ¬®¿ºº·½ ¿²¼ ¿³°´» ´¿²¼½¿°·²¹ Î»¿´·¹² Û´³ ¿²¼ Ð·²» Í¬®»»¬ ¬± ½®»¿¬» ¿ ¼»ª»´±°¿¾´» Î»¿´·¹² Û´³ ¿²¼ Ð·²» Í¬®»»¬ ¬± ½®»¿¬» ¿ ¼»ª»´±°¿¾´» ¾´±½µ ±² ¬¸» »¿¬ »¼¹» ±º ¬¸» Ü·¬®·½¬ ¿²¼ ¼»ª»´±° ¬¸· ¾´±½µ ©·¬¸ ¿ ³«´¬·ó¬±®§ ¹¿¬»©¿§ ¾«·´¼·²¹ Ù±±¼Î»±«®½»Ó¿²¿¹»³»²¬ã ×³°®±ª»¼Ò»·¹¸¾±®¸±±¼ °¹ çê ìè îñîëñîðïð Ì¸»Î»±«®½»Ó¿²¿¹»³»²¬Ð®±¹®¿³·©±®µ·²¹¬±·³°®±ª»²»·¹¸¾±®¸±±¼¿»¬¸»¬·½ô ¿²·¬¿¬·±²ô¿²¼¯«¿´·¬§±º´·º»æ ß´´»§Ý¿®¬Ð®±¹®¿³´»»²¿²·¬¿¬·±²°®±¾´»³ • É¿®²·²¹¬¿¹·«»¼¬±®»¼«½»·³°®±°»®»¬±«¬ • Ô±©½±´´»½¬·±²º»»¿²¼½±²ª»²·»²¬±°¬·±²®»¼«½»·´´»¹¿´¼«³°·²¹ • Ý±´´»½¬·±²±º´¿®¹»·¬»³ô³±ª»±«¬ô¿²¼§¿®¼¼»¾®·±ºº»®»¼§»¿®®±«²¼ • ×´´»¹¿´¼«³°·²¹¸±¬´·²»¬¢/.1¡ëèçìíìë • Ð®±³°¬½´»¿²«°±º·´´»¹¿´¼«³° • Ý®»©¬®¿·²»¼¬±·¼»²¬·º§³»¬¸°®±¼«½¬·±²³¿¬»®·¿´ • •Ý®»©¬®¿·²»¼¬±·¼»²¬·º§³»¬¸°®±¼«½¬·±²³¿¬»®·¿´ Ý±±°»®¿¬·±²©·¬¸Ð±´·½»Ü»°¿®¬³»²¬·²»½«®·²¹»ª·¼»²½» • çé Ì¸»Î»±«®½»Ó¿²¿¹»³»²¬Ð®±¹®¿³·©±®µ·²¹¬±·³°®±ª»²»·¹¸¾±®¸±±¼¿»¬¸»¬·½ô ¿²·¬¿¬·±²ô¿²¼¯«¿´·¬§±º´·º»æ ÂZYÁ¬_®»°±®¬æ • Í¬±½µ°·´»¼¬®¿¸ô¶«²µô¬®¿§¼±¹ô¼±©²»¼©·®»ô¬®»»¬¿²¼¿´´»§ ¼»º»½¬ô¼»º»½¬·ª»¬®»»¬´·¹¸¬ô¿¾¿²¼±²»¼½¿®ô¿²¼±¬¸»®·«»¿²¼ ¼»º»½¬·³°¿½¬·²¹²»·¹¸¾±®¸±±¼¯«¿´·¬§ Ð±´·½§¿²¼±®¼·²¿²½»½¸¿²¹»¿·³»¼¿¬®»±´ª·²¹¹¿®¾¿¹»½±³°´·¿²½»·«» • Ó±²¼¿§³±®²·²¹·²¬»®¼»°¿®¬³»²¬¿´½±²º»®»²½»½¿´´·¼»²¬·º§²»·¹¸¾±®¸±±¼ • °®±¾´»³øØ»¿´¬¸ôØ±«·²¹ôÐ´¿²²·²¹ô¿²¼Ð«¾´·½É±®µ÷ Í½¸±±´°®»»²¬¿¬·±²»¼«½¿¬»¬«¼»²¬¸±©¬±®»½§½´»¿²¼®»¼«½»¬®¿¸ • ¹»²»®¿¬·±² ß²¬·´·¬¬»®½¿³°¿·¹²°¿®¬²»®·²¹©·¬¸Õ»»°×±©¿Þ»¿«¬·º«´¿²¼Õ»»°Ü«¾«¯«» • Ý±«²¬§Ý´»¿²¿²¼Ù®»»² çè ìç îñîëñîðïð Ì¸»Î»±«®½»Ó¿²¿¹»³»²¬Ð®±¹®¿³·©±®µ·²¹¬±·³°®±ª»²»·¹¸¾±®¸±±¼¿»¬¸»¬·½ô ¿²·¬¿¬·±²ô¿²¼¯«¿´·¬§±º´·º»æ Í«°°±®¬º±®²»·¹¸¾±®¸±±¼´·¬¬»®½´»¿²«° • Ì·³»´§ô¿½½±³³±¼¿¬»¼½±´´»½¬·±²±º³·»¼±®´¿¬»¬®¿¸»¬±«¬ • Î»¼Ì¿¹°±´·½§½±´´»½¬·³°®±°»®»¬±«¬¿²¼½¸¿®¹»½¸®±²·½±ºº»²¼»®¿¼¼·¬·±²¿´ • º»» çç É¿¸·²¹¬±² Ò»·¹¸¾±®¸±±¼ ß´´»§ Ô·¹¸¬·²¹ ×²¬¿´´¿¬·±² óÜÏÈÜËÄ nùØÚØÐÛØË (Insert Picture Here) 100 ëð îñîëñîðïð Ý®·³» Í¬¿¬·¬·½ Î»´¿¬»¼ ¬± ¬¸» ß´´»§ ×²¬»®»½¬·±² Ô·¹¸¬·²¹ Ð®±¶»½¬ íé ±º íè °´¿²²»¼ ¬®»»¬ ´·¹¸¬ ¸¿ª» ¾»»² ·²¬¿´´»¼ ¿¬ ¿´´»§ ·²¬»®»½¬·±² ¬¸« º¿® ß´´ ±º ¬¸» ´·¹¸¬ ¿®» ïððó©¿¬¬ îê ¬®»»¬ ·²¬»®»½¬·±² ©»®» ½¸¿²¹»¼ º®±³ éðó©¿¬¬ ¬± ïððó©¿¬¬ ´·¹¸¬ ×²½®»¿»¼ ´·¹¸¬·²¹ ¿²¼ ª··¾·´·¬§ ¸¿ª» ¾»»² ¬¿¬·¬·½¿´´§ ¸±©² ¬± ¸¿ª» ¿² ·³°¿½¬ ±² ½®·³» 101 Ú·®»Ü»°¿®¬³»²¬ ëï îñîëñîðïð Ì¸»Ú·®»Ü»°¿®¬³»²¬½±²¬·²«»¬±¼±»¼«½¿¬·±²°®±¹®¿³ «°±²®»¯«»¬¬±¿²§¹®±«°òÌ¸»Ú·®»Í¬¿¬·±²¿´±½±²¼«½¬ ½¸»¼«´»¼¬±«®òÝ«®®»²¬´§ô¬¸»Ü»°¿®¬³»²¬°¿®¬²»®©·¬¸ ¬¸»Ü«¾«¯«»Ý±³³«²·¬§Í½¸±±´ôØ±´§Ú¿³·´§Ý¿¬¸±´·½ Í½¸±±´ô¿²¼¬¸»Î»¼Ý®±¬±ª··¬¿´´µ·²¼»®¹¿®¬»²¿²¼ï ¬ ¬ Í½¸±±´¿²¼¬¸»Î»¼Ý®±¬±ª··¬¿´´µ·²¼»®¹¿®¬»²¿²¼ï ¹®¿¼»½´¿»ô°»¿µ·²¹¿¾±«¬º·®»¿º»¬§òß³±µ»¼»¬»½¬±® ·²¬¿´´¿¬·±²°®±¹®¿³·¿²±¬¸»®½±³°±²»²¬±º¬¸·°®±¶»½¬ò ïðí Í°®·²µ´»®×²°»½¬·±² • Î»½®»¿¬·±²¿´Ú·®» • ×²·¬·¿´ – Û¼«½¿¬·±² – ß²²«¿´Î»°±®¬·²¹¿²¼ – Û²º±®½»³»²¬ – Û²º±®½»³»²¬ Þ¿®Ý¸»½µ ×´´»¹¿´Þ«®²·²¹ • • •×´´»¹¿´Þ«®²·²¹•Þ¿®Ý¸»½µ Û¼«½¿¬·±²Ñª»®½®±©¼·²¹ –– Û²º±®½»³»²¬Í¿º»¬§ –– ïðì ëî îñîëñîðïð SpecialWashington Enforcement Neighborhood ProjectStatistics (2009)(2009) 23 animals running Joint Effort with the loose Police Department 2 cruelty to animals 8 Animal License Warnings 10 barking complaints 18 Animal License 5 unsanitary conditions Citations 7 unlicensed animals 1 Running Loose Citation 9 animals found 3 complaints City now has two Animal Control Officers providing additional enforcement and education 106 ëí îñîëñîðïð Ordinances ëì îñîëñîðïð Recently Modified Ordinances –Aggressive Panhandling –Vehicles for Hire –Alcohol Violations Open Container o Possession of Alcohol Under the Legal Age o Selling Alcohol to Minors o –Tobacco Violations Possession of Tobacco Under the Leal g o Age Selling Tobacco to Minors o 109 Ordinances Under Review and/or Consideration –Solid Waste Consistency among the three enforcing o departments: Health Housing Public Works One notice, 72 hours to correct, automatic o clean-up and assessment upon further violations violations –Junk Dealers –Graffiti –Nuisances 110 ëë îñîëñîðïð City of Dubuque and Dubuque Area Landlord Association Collaborations Regular Meetings (Since January 2008) Discussions have covered: o •Crime •Crime Free MultihousingProgram •Tenant Background Checks •Landlord Notification of Police Calls to Rental Units •UtilityIssues UtilityIssues •Section 8 Assisted Housing •Housing Code •Solid Waste Issues and Provisions •Responsible vs. Irresponsible Landlords •Tracking Tenant Behavior ëê îñîëñîðïð Collaboration Outcomes (Ongoing) Dubuque Area Landlord Association: o •Recruiting New Members •Creating Website •ProvidingOngoingEducationtoLandlords •ProvidingOngoingEducationtoLandlords •Encouraging Neighborhood Participation by Tenants and Landlords Collaboration Outcomes (Ongoing) City of Dubuque o •Weekly letters to landlords notifying them of the Police calls for service to their units which are related to “Quality of Life” in the neighborhood •Reduced time frame for refuse credit •Free background checks are recommended in budget •Tenant Database ëé îñîëñîðïð Leaders are indispensible, Leaders are indispensible, uuooproprouceuceaamamaoror bt t d j bt t d j bbt tt tddjj social change many social change many ordinary people must also ordinary people must also be involved.be involved. be involved.be involved. --Anne Firor Scott Anne Firor Scott ëè