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Work Session - Bee Branch Watershed Flood Mitigation Project - Blum Copyrighted J uly 20, 2020 City of Dubuque Work Session - Top # 3. City Council Meeting ITEM TITLE: Work Session - Bee Branch Watershed Flood Mitigation Project- Blum Site Progress Update and Options for Future Redevelopment SUM MARY: Leisure Services Manager Marie Ware and Project Manager Steve Sampson-Brown will present an update on the Bee Branch Watershed Flood Mitigation Project- Blum Site Progress and Options for Future Redevelopment SUGGESTED Council Discussion Only. Public Input is not accepted during the work DISPOSITION: session portion of the meeting.Suggested Disposition: ATTACHMENTS: Description Type Bee Branch Watershed-Blum Site Work Session-MVM City Manager Memo Memo Staff inemo Staff Memo Presentation Supporting Documentation 5-13-19 Council Work Session Powerpoint Supporting Documentation Presentation Slides 5-28-19 Followup Staff Memo to 5-13-19 Council Work Supporting Documentation Session Dubuque THE CITY OF � ui-Aseria cih DuB E , . � . , � II � Maste iece on tj2e Mississi i zoo�•zoiz•zois YP pp zoi�*zoi9 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Bee Branch Watershed Flood Mitigation Project - Blum Site Progress Update and Options for Future Development DATE: July 16, 2020 Leisure Services Manager Marie Ware and Project Manager Steve Sampson Brown are transmitting information for the Work Session on the Bee Branch Watershed Flood Mitigation Project - Blum Site Progress Update and Options for Future Development. v Mic ael C. Van Milligen MCVM:jh Attachment cc: Crenna Brumwell, City Attorney Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Marie L. Ware, Leisure Services Manager Steve Sampson Brown, Project Manager Dubuque THE CITY OF � atl•Ameriea Ciq D B E «��,�� �,��� U �,�i � ► � � Maste iece on the Mississi i Z°°'`z°lz•Z°13 � pp Zoi�*Zoi9 TO: Michael C. Van Milligen - City Manager FROM: Marie L. Ware — Leisure Services Manager Steve Sampson Brown - Project Manager SUBJECT: Bee Branch Watershed Flood Mitigation Project - Blum Site Progress Update and Options for Future Redevelopment DATE: July 15, 2020 INTRODUCTION: The purpose of this memorandum is to provide a project status update and discuss options for future redevelopment at the Bee Branch Flood Mitigation Project - Blum Site bordered by Elm Street to the west, 15'" Street to the south, 16t" Street to the north, and the Bee Branch to the east dissected by railroad tracks. This information is provided in connection to the City Council 2019-2021 Management Agenda Top Priority of Bee Branch Projects: Next Steps. BACKGROUND: In support of the Bee Branch Watershed Flood Mitigation Project, the Blum junk yard property (Blum Company) was initially purchased to create green space along the creek section that runs between Sycamore Street and 16th Street. The acquired property was intended to also accommodate a flood maintenance building that would provide Leisure Services Department maintenance staff with a convenient and more efficient location to store equipment used maintain the greenway every day. City staff along with its design consultants first started looking at site development concepts for the East Blum Site (east of the railroad tracks) in late 2013 and early 2014. After several alternatives were developed, it was concluded that having the flood maintenance building and a public parking lot located on the East Blum Site would leave little remaining green space for recreational users of the greenway. Page 1 of 11 - ��'� ,s,� ;�� 'r= .�l�'.�. � �. :._r.•�� � � �� .�� �.r�♦ f• \ ��� " y r �Z.� -��w`-�^ �F'������ .+C' �.'�. I" ��v'' ` ` �' � • - _ � ,��y \`�`� :� �� r _a.e+e��..!!!�E �i ��,�� 1 '� -� .�w ' -- �.�� '_-+<...�. �� ���i, '.�.' � � �,�V � . ' . � , vsa��+ . -,. ����iY�{.` � ��; � . �,�r �.sb� �• �_,,,,.,�,. �,-�.►, ;- , - ��'r''� �' ��" " � l/� ,-- .r'�� . � .� ' , . _ �_. - j �a,��A�-�� , � ��. � . � ` . ;f, • , ` •f� ��' 'cK:-� �� �~�� �-•. � � `l • � � ��� y�� � �� •'� • r '� r;. F. . ,� ` � �,� y' ! �`�� ; w`�`. '.:�.►{ � . I�4 �i��"". ~Y � n�� 1 �r��/� ' I.� � � ,��• � � � ,�-�` � - � . , . y , '� � '� � . , � �:.'�.'.�+. ,.� • i► �' �' ` "i. �� . ,, •-.. •' � ` ��� ��C ,/'. •,,� . �� . � �� � � � � �' , • � ; . i�� �` ` � � . ' r _ � \ A`� . , �` 'r. � � ~��\ ��1� • . 1 ` � �Y,^� I � _` / ._ .�� ,� � � ' �� Jr^ `� w � ~«'��,. , , ` ;' ` , \ . r `-� ..VY' ._ w�.- - �.!t Y� . , ' .��,t,.•�qw�' .��y ♦ ----�j x— . 9'� �. . _ � I � � With support from the City Council, Engineering Department staff negotiated a purchase agreement for the one block sized Blum Junk Yard property located immediately west of the railroad tracks between 15t" and 16t" Streets (West Blum Site). The purchase agreement for the West Blum site was fully executed in June of 2014. The intent of acquiring the West Blum Site was to allow the flood maintenance building, public parking lot and public restrooms to be relocated onto this city block, thus leaving all of the East Blum Site to be redeveloped for recreational use by the public. In order to offset some of the costs associated with redeveloping the former east and west junk yard sites which contained expected contaminates such as asbestos, heavy metals including lead, arsenic, and mercury, and polycyclic aromatic hydrocarbon (PAH) compounds which are typically from petroleum residuals, the City applied for and received a series of three individual United States Environmental Protection Agency (EPA) Brownfield Clean-Up grants. The East Blum Site EPA Clean-Up Grant was the first grant awarded in the amount of$200,000 which started in October 2016. The East Site currently has two small maintenance buildings of marginal quality on it that will have to be deconstructed as part of any redevelopment effort. Page 2 of 11 At the time the West Blum Site was acquired, the City was aware that West Blum was more heavily contaminated than the East Blum. The City was also uncertain if it would be able to be awarded additional US EPA Clean-Up grants at the time of acquisition. In order to protect the City from potentially elevated site redevelopment costs caused by the presence of contamination, a clause was negotiated into the Purchase Agreement that delayed the payment of $400,000 of the purchase price. The Agreement between the City and Mr. Blum stated the City would apply for grants that would pay to address the contaminates on the site. If the amount of all the received grants did not cover the total cost of environmental clean-up cost, the City would pay 50% of the additional cost and Mr. Blum would pay 50% of the additional cost until all of the $400,000 of reserved payment was expended. As of today, the City has received two (2) US EPA Brownfield Clean-Up grants for the West Blum Site with a total value of$400,000. These grants started in 2017 and 2018 and will continue through September of 2021. The West Site currently has two larger, older brick warehouse type buildings located on it. The building along 15t" Street has been determined to be structurally deficient and needs to be deconstructed. The four-story building along Elm Street is in good condition and has the potential to be preserved and redeveloped. As a prerequisite to being able to apply for each of the three brownfields grants, the City was required to hold a public information meeting and solicit input on how the site should be redeveloped. Additionally, each USEPA brownfield grant required the City to conduct a community engagement effort that also focused on soliciting input for potential redevelopment options for both the East and West Blum Sites. To fulfill this requirement, the Engineering Department collaborated with the Leisure Services Department and project landscape architect Saiki Design of Madison, Wisconsin to develop several redevelopment alternatives that could be displayed to spur conversation and feedback from the public. The City gathered feedback from September to December 2017 from residents on what types of activities and equipment that they thought would best serve the community as part of the future recreational space. The public was asked to vote for their three favorite concepts from a list of twelve options and/or submit their ideas. Through a combination of events, paper ballots, and online forms, the City received almost 600 responses. The Engineering Department featured the various Blum Site redevelopment concepts at two consecutive City Expo events which provided a great opportunity to have meaningful conversation with interested residents. The Engineering and Leisure Services Departments along with the Public Information Office in the Fall of 2018 also coordinated a community art project for the site by asking neighborhood residents to draw a self portrait, your favorite thing, or your favorite place in your neighborhood. The submitted art was arranged on vinyl banners and the banners where then hung on the fence of the West Blum Site. The art project culminated with a public banner unveiling in June of 2019 hosted by the City Council. This event provided another opportunity to receive direct feedback Dubuque's residents about their future vision for the east and west sites. The reactions to the banner art project have been positive ever since the banners were revealed. Page 3 of 11 ��'n ,�. .`� _ �z ,� ; •�I 4�' �'��r. , � r � P���at� � �,,. � d� � ` -� : "' ��� -•'"%'"�� ,��i1� � � - / I � I \ 1 �-• . � ,,l �^!� ( r' � �-,. � , 7' V V � � �\ - � o,� 0 � � �� - \ 0 ' `' •. F I � � ' \ \�`_y � � / ` � v � � �.�' _. � r �' ,am� �� � Z ' �'�,�' , y: .: . - •.. � � � . . • �, . � �� � .. , - _ _ '�``� �\ �,' _ ` � 1 �1 �. .�'� � � . �� � �: ' � � �� � ; � � �' n ,,:, �. � ._ - . a : . . .. _ � _ — � _ ` - During the public engagement sessions mentioned above several consistent desires of the public evolved which included: • Outdoor recreational opportunities with convenient connection to the creek and basin for water-based activities such as fishing and kayaking. • A gathering place for group activities planned along the greenway. This evolved into discussion of a bike trailhead. • Fun, large, natural type play feature that offers a unique play experience along with climbing opportunities, and a bike and scooter playground. • The possibility of outdoor exercise space and equipment. • A sheltered area that could offer shade, cover from the elements, and be used to support family and group gatherings. • Convenient access to public restrooms. • Year-round indoor public gathering and activity space that can be utilized by all residents. • Enough parking to support the activities mentioned above. Page 4 of 11 In December of 2019, Mr. Blum approached the City and offered to voluntarily renegotiate the terms of his purchase agreement for the West Blum Site so that none of the $400,000 reserved payment (explained above) would be returned to him. Mr. Blum stated that he believed in the future vision being explored for the Blum Site which had it being converted into full community use and that he wanted to support that effort. While the contamination clean-up is still underway as of today, it is estimated that the total clean-up cost will be in the range of$700,000, which is $300,000 more than the grant funds will pay for. Keeping in mind the City pays 50% of the cost overrun and Mr. Blum pays 50% of the cost overrun, is would have resulted in Mr. Blum paying $150,000 toward the clean-up and being returned approximately $250,000 of the initially reserved real estate payment of$400,000. The agreement approved by the City Council in December 2019 allowed the donated funds to the City "to be used to redevelop the property as determined by the City in its discretion." DISCUSSION: As a result of working with the project's landscape architect Saiki Design and building architect and site civil engineer IIW Engineers & Architects of Dubuque, city staff have developed a range of possibilities for consideration in order to determine a formal direction and level of build out for the East and West Blum Sites. The options are outlined below. Option 1 — Site Cleanup (Grant Required Minimum): The City is obligated through the current two active USEPA clean-up grants on the West Blum Site to remediate the existing contamination on site and to enroll the site in the lowa Department of Natural Resources Land Recycling Program. The minimum standards for the IDNR Land Recycling Program are to mitigate any potential for contamination to leave the site or to expose the public to the contamination. This can be minimally accomplished by placing a 6" layer of gravel over the whole site and leave the existing site fence in place. The East Blum Site would remain in it's current state which includes an abandoned building foundation slab in poor condition, a 2-bay service garage currently used for storing and servicing maintenance equipment by the Parks Division and a medium sized, light industrial, steel sided building that is in poor condition but currently being used for storage of Parks Division equipment and park furniture. There are many negatives associated with this option including leaving blighted buildings in place over the long term, increased ongoing operating budget maintenance costs for both the Leisure Services and Engineering Departments related to the deteriorated conditions of the existing building and perimeter fence, and maintaining public safety also related to the deteriorated buildings and fence conditions. This option does not provide for a needed Parks Division Maintenance Facility that can efficiently support maintenance activities along the Bee Branch Greenway. The positive related to this option is it has the lowest possible up-front capital cost. Page 5 of 11 The estimated capital cost associated with this option beyond the expenditures required by the brownfield grants is in the range of$200,000 to $250,000 plus the ongoing operating budget maintenance costs. Option 2 — Site Cleanup and Clearinq, Structure Deconstruction and Site Stabilization: This option would provide for the deconstruction of the two existing brick buildings and complete removal of the perimeter site fence on the West Blum Site. On the East Blum Site, the light industrial, steel sided building and abandoned foundation slab would be removed. As part of the work on the West Blum Site, the soil contamination would be capped with at 2-foot-thick layer of topsoil that could be either seeded with turf grass or planted with prairie grass and wildflowers. The positives related to this option would be that the East and West Sites would no longer remain in a blighted condition and the safety and on-going maintenance costs discussed in Option 1 would be mostly eliminated. The negatives associated with this option include leaving a key location in one of Dubuque's most densely populated neighborhoods underdeveloped and of minimal value to residents. There are limited flat open spaces in this neighborhood. During the public engagement sessions, some neighborhood residents living west and south of the Blum Site expressed a desire to have more natural play space closer to their homes for small children to easily access. This option does not provide for a needed Parks Division Maintenance Facility that can efficiently support maintenance activities along the Bee Branch Greenway. The estimated capital cost associated with this option is in the range of$400,000 to $500,000. Option 3 — Buildinq and Structure Deconstruction and Addition of a Park Division Maintenance Facility with Public Parkinq and Public Restrooms: Option 3 represents the current approved scope of work as describe in the Bee Branch Watershed Flood Mitigation Project multi-phased master plan and reflected in the City's current five-year capital budget plan. After all of the brownfield cleanup work is completed and the all of the buildings currently standing on the East and West Blum Sites are deconstructed, a new maintenance facility will be constructed to store parks maintenance equipment and provide work space for city employees assigned to maintaining the Bee Branch Creek Greenway. In addition to the maintenance facility, the current plan includes redeveloping the remainder of the East and West Blum Sites into recreational space adjacent to the creek along with constructing public restrooms. It is planned that a final public engagement phase will be conducted to determine which type of recreational amenities can be afforded as part of the project. The positives of this option include that a more efficient and properly sized maintenance facility will be constructed to support maintenance operations of the Bee Branch Greenway and downtown parks and green spaces. This option also fully removes all blighted aspects of the east and west sites and provides some value to residents because the build out of the space will include some minimal recreational features. The Page 6 of 11 negative aspects of this option are that the residents of the abutting neighborhood and the Recreation Division of the Leisure Services Department will still lack adequately sized indoor space in the North End and Point areas to support a more varied offering of programmed activities and events. Indoor recreation related space was also identified in Imagine Dubuque by our community. The public, outdoor recreational amenities that will be constructed as part of this project will be limited due to budget constraints with this option. The estimated capital cost associated with this option is in the range of$3,250,000 to $3,750,000. The funding for this project is currently scheduled to be available in FY28 with funding from the State Flood Mitigation Program. The timing of these improvements could be impacted by the economic uncertainty caused by the COVID-19 pandemic. Option 4 —Relocation of the Leisure Services Department Office from Bunker Hill to the West Blum Site as a Leisure Services Communitv Hub (civic commons), Construction of Parks Division Maintenance Facility and Buildinq and Park Development: Option 4 is the same concept that was previously presented to the City Council at the May 13, 2019 work session and can be viewed at: http://cityofdubuque.granicus.com/MediaPlayer.php?view id=3&clip id=3237 (see attached 2019 presentation). It includes redevelopment improvements in three distinct locations all building on the prioritized input of residents collected during the previously mentioned public engagement sessions. It also includes enhancements provided by the Leisure Services Department that will eliminate current barriers to delivering impactful programs and services that help people of all ages and from all parts of our community. In order to understand why city staff looked at the relocation of the Leisure Services Department Office to this location it is important to begin with the City Council's 2034 Dubuque Vision Statement which says: "Dubuque 2034 is a sustainable and resilient city and an inclusive and equitable community. Dubuque 2034 has preserved our Masterpiece on the Mississippi, has a strong diverse economy and expanding connectivity. Our residents experience healthy living and active lifestyles; have choices of quality, livable neighborhoods; have an abundance of fun things to do; and are engaged in the community." The vision of the city council is embraced by all city staff and we strive to move the community and organization in that direction through our projects and actions. The vision statement for our city has many meaningful words including sustainable, resilient, inclusive, and equitable. These words in the City's vision statement form the basis of a just cause for our community and employees. Author Simon Sinek defines a just cause as a specific vision of a future state that is so appealing that people are willing to make sacrifices in order to help advance toward that vision. Considering the recent events in Page 7 of 11 our country that have brought a renewed focus on eliminating racism and bias, the words inclusive and equitable have taken on additional importance. The American values of inclusiveness and equity are not new to us. In 1963 Doctor Martin Luther King Jr. spoke the famous words "I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin, but by the content of their character." The reality of a vision that includes an inclusive and equitable community is one in which we will never fully achieve complete victory. There is no single day in the future of Dubuque in which we will say we have eliminated all racism, everywhere. Instead to properly frame this challenge we must adopt an infinite mindset, one where we continuously advance toward the just cause of inclusiveness and equity. Here in Dubuque, we must work hard everyday with purposeful action if we want to achieve the City Council vision by 2034. The components of Option 4 represent the best practices developed through almost two years of discussion with key leaders from the City's Human Rights, Health Services, Planning, Leisure Services and Engineering Departments, Public Information Office, and the City Managers Office to advance the cause equity and inclusion within our city. It leverages best in class expertise of the staff who work in these departments. Option 4 represents ideas that build collective impact within our downtown and north end neighborhoods. It does not compete with other nonprofit agencies serving residents but instead expands activities, services, and support that they do not provide. During the May 2019 city council work session presentation, the idea of redeveloping the Blum Site and relocating the Leisure Services Offices there was framed as what author Jim Collins would call a "BHAG" or Big Hairy Audacious Goal. It was framed this way because moving the needle and making real improvements to equity and inclusion within our community, to create a place that purposely brings people together from diverse racial and economic backgrounds so they get to know and learn from one and other is novel. Questions were asked during the work session about data supporting this concept to better understand if physical structures and programming can make a difference, and it was specifically asked to "share the study information which speaks to race relations and teenage arrest rate improvements by way of community center installation". A memo from Leisure Service Manager Marie Ware to the Mayor and City Council dated May 28, 2019 is attached to this agenda item for review. This memo addresses this question and provides other supporting information. Is it possible for architectural place design to actually help bring people together and build trust? The answer is yes if done correctly. The best example of this is the Reimagining the Civic Commons Project funded by the Knight, Kresge, William Penn, and JPB Foundations. A civic commons is where paths cross with people of all backgrounds, where social capital is multiplied, trust is cultivated and empathy for others is bolstered. To counter the trends of increasing economic segregation, social isolation and distrust, the Civic Commons Project is a collaboration of national foundations and local civic leaders that are reimagining civic assets as a solution. Their Page 8 of 11 stated goal is to transform shared civic assets to foster engagement, equity and environmental sustainability and economic development in cities across the country. The Blum site can become the next Civic Commons Project. If the stated goal of the city council is to build inclusion and equity within our community which directly supports the goal to eliminate racism, it can only be done by first building trust between those who have and those who don't. Once trust exists, pathways to better heath care, education, and economic development opportunities can be accessed by those in need. This is a big and bold initiative, and if we want to make measurable positive impacts in the near future, we need a strategy that will involve some risk. Much of the risk associated with this project can be mitigated though quality master planning and adopting a phased approach to building out the proposed components of Option 4. Oklahoma based Life Church founder and senior pastor Craig Groeschel talks instead about an "SBAG" which is the more appropriate acronym for this project. SBAG stands for Stretching But Achievable Goal. A phased approach to Option 4 will provide the City with achievable goals that staff can deliver on. The West Blum Site is envisioned to be the new home of the Leisure Services Department by renovating and expanding the existing four-story building located along Elm Street. Three of the four floors will be arranged in a way that they are open to the public for a variety of uses, both formal and casual. This includes creating several different sized activity rooms on the third and fourth floors that will support a wide range of programmed activities and be available to be rented by Dubuque residents for private events. The home office of the Leisure Services Department will be located on the second level which will help initiate and increase daily interaction with neighbors, residents and building visitors which in turn begins to build trust through building personal relationships. This option builds upon one of our models that is proving very successful at the Multicultural Family Center. The day-to-day contact with youth, teens and families leads to increased understanding of needs. They are creating opportunities for youth and teens to experience enrichment activities. This is accomplished through both relationship building as well as mentoring. This option would allow a replication of success and expansion into another neighborhood area of the city that is our most diverse. A new Parks Division Flood Maintenance Facility will be constructed by adding a one- story addition to the south of the main building. The second brick building on the site adjacent to the railroad tracks will be deconstructed due to its poor structural condition. The remaining outdoor space will be mostly hard surfaced and constructed to facilitate flexible use including sporting events such as basketball and parking spaces to support larger events at this location. This hard-surfacing caps the brownfield site with community, recreational type amenities. Similar remediation strategies used in the Port of Dubuque has resulted in the creation of top-quality public space. It is also envisioned that the outdoor space will contain informal seating areas, shaded venues that allow scheduled programs to proceed even during inclement weather, and other possibilities Page 9 of 11 such as a stage for performance arts and music events or raised gardens that can facilitate healthy eating and cooking programs. The East Blum Site is planned to be all green space which offers several types of unique active play options and informal gathering spaces which can be used to enjoy the creek and observe its natural habitat. An overlook that supports medium sized group gatherings and also provides shade and protection from inclement weather has been discussed as a potential feature. This location has also been discussed as having the potential to be a trailhead gathering point where family and friends can meet to prepare for a ride on many of the multi-use trails that are connected to the greenway. This trailhead would connect directly to the Heritage Trail by heading north and then on west to Dyersville. The "Sycamore Triangle" area is a small area just east of the Sycamore Street Bridge and on the south side of the Bee Branch Channel. This location has been identified as the best place to construct amenities that support water based, recreational activities such as fishing and kayaking. Concepts developed for this location include a drop-off area and connected boat ramp which can be used by the public and is needed by the Parks Division to have a place to launch their boat so that they can perForm creek cleaning and maintenance activities. Kayaking and canoeing have increased tremendously in popularity as a recreational activity during the COVID-19 pandemic. A smaller sized storage building is planned that can store recreational equipment such as fishing poles, kayaks or canoes, and possibly support environmental science based programs similar to the fresh water mussels that the Mississippi River Museum released this summer while partnering with St. Mark Youth Enrichment and the Dubuque Community School District. The redevelopment of the Blum Site can be best accomplished by breaking the scope of work up into multiple phases. By having multiple phases, each part of the project can be customized to ensure that they remain affordable as was done the with $237 million Bee Branch Watershed Flood Mitigation Project. A phased approach to redevelopment has two primary benefits. First it provides staff with an opportunity to break the project up into parts that become highly competitive for available grants. Secondly, the project can also be structured so that through the America's River III campaign, the City is able to invite the community to invest and become a part of the vision for this project. By investing through donated funds, donors will be investing in the outcome and future of our community. Most importantly, through donations a strong message is sent to those who end up using the redeveloped facility that they are cared for and valued by their fellow community members. AI Blum has already invested because he believes in the vision, the just cause, and it is anticipated that others will too. As discussed above each of the three primary locations — West Blum, East Blum, and Sycamore Triangle will likely end up having multiple phases to ensure project affordability. The final budget for each location will vary depending on the final selected Page 10 of 11 project scope. Based on the project components described above and presented at the May 2019 work session the following capital budgets have been developed for each location. West Blum Site: $5,000,000 - $7,000,000 East Blum Site: $1,900,000 - $2,400,000 Sycamore Triangle: $350,000 - $500,000 With both Option 3 and 4 city staff will always be looking for any grant availability to help achieve the final approved plans. ACTION STEP Three EPA Brownfield grants have been received to aid in the cleanup of the East and West Blum land. Citizen input has been gathered and incorporated into concepts for the facility with each one being refined through the community input processes. Banners were designed and revealed that now cover the fence at the site. Currently there is funding in the five-year Capital Improvement budget for Option 3. Options 1 and 2 are shown should financing become a concern or outcome of a future financial crunch become a reality. Option 4 was presented prior to the Council in May 2019. This work session is to provide a project status update and discuss options for future redevelopment and allow the City Council to ask any questions of any of the options presented. This information is provided related to the City Council 2019-2021 Management Agenda Top Priority of Bee Branch Projects: Next Steps. CC: Gus Psihoyos, City Engineer Deron Meuhring, Civil Engineer Kristen Hill, Bee Branch Project Communication Specialist Steve Fehsal, Park Division Manager Dan Kroger, Recreation Division Manager Heather Satterly, AmeriCorps Director Jacqueline Hunter, Multicultural Family Center Director Attachments Page 11 of 11 Bee Branch - Blum Presentation 7-20-20 SLIDE 1:  Steve Sampson Brown – Project Manager with the City’s Engineering Department.  Good evening mayor and city council members. I’d like to thank you for giving myself and Marie Ware the time tonight to provide you with a progress update on the project. Also, in terms of the of the presentation tonight – as part of the 2019- 2021 Management Agenda the “Bee Branch Projects: Next Steps” was identified as a Top Priority which is why we are here providing some future redevelopment options.  Before we get started, I’d like to clarify a few items.  First, we are trying to present about 60 minutes of content in the next 15 to 20 minutes. To do that we have provided a memo that goes along with tonight’s presentation which fully covers all aspects of the project in greater detail. For tonight we plan to use our time to provide you with a brief history and summary, and then Marie will talk in more detail about the future redevelopment options.  The second item I would like to clarify is that this is not a request to spend $10 million dollars in the next few years.  If you think of the 230 plus million dollars budgeted for the many phases the Bee Branch Watershed Project, to date 163 million dollars in grant funding has been secured covering 68% of the total project cost. As staff we fully expect that the $10 million dollar project budget that goes along with one of the options = Option 4 would be measurably reduced through grants and considering the potential to allow donations in support of building out that option.  I’d also like to point out that city staff is envisioning that regardless of what future vision is selected for this site, it will likely come into reality following more of a campus master plan concept that could possibly end up unfolding over many years so that parts of the project can be best grouped to make it highly competitive for grant applications and ensure that they remain affordable.  Tonight’s discussion will focus on the start of finalizing the future vision & direction for this location. The vision needs to come first, the plan which is the strategy to achieve the vision will then come after. Or put another way, a mountain climber must select their next mountain to climb before they plan their route to ascend the mountain.  Lastly, as the presentation memo discusses – why are we as staff even talking about an option similar to Option 4 that Marie will cover in a few moments? Option 4 evolved out of collaborative discussions among city departments who were looking to ways to bring the words of your 2034 vision statement into reality.  We are here tonight in support of your vision statement, with an idea for you to consider that will help Dubuque become a more inclusive and equitable community.  Trust and respect which are the precursors to equity and inclusion do not happen by watching a YouTube video, by posting things to social media, or by sitting at home. They happen by getting out and getting to know your neighbors and interacting with them. 1 SLIDE 2:  Tonight we are going to discuss the 3 areas that consist of the Blum Site,  The West site is located between the railroad tracks & Elm Street and between thth 15 Street and 16 Street.  The East site is located just east of the railroad tracks and runs along the southern edge of the lower bee branch channel.  And what we refer to as the Sycamore Triangle is located just east of Sycamore Street also along the southern edge of the bee branch channel. SLIDE 3:  One of the biggest advantages of the Blum Site is that it is centrally located along the bee branch greenway and adjacent to many destinations frequented by the public.  With the completion of the bike trail under the Canadian Pacific railroad tracks late next spring, the Blum Site will then easily connect with the upper portion of the greenway. SLIDE 4:  As you can see from this slide, the upper bee branch is also adjacent to many public destinations. SLIDE 5:  In terms of how we arrived at tonight’s presentation, there is a detailed timeline described in the memo that goes along with this presentation so as part of the presentation, I’ll just briefly touch on the key points. The key points in the history of this project include: 1) The properties consisting of the East Blum site were all acquired by February 2013 for the purpose of a flood maintenance facility, storm shelter, and public restrooms. 2) The purchase agreement for the West Blum site was formally approved in May 2014. By purchasing the West Blum site, we were able to relocate the planned maintenance facility and public parking area to this location. In turn this measurably enhanced the amount of space that could be redeveloped for recreational use by the public.  The City so far has received 3 brownfield clean-up grants from the United States Environmental Protection Agency to assist with cleaning up the contamination on the East and West Sites.  We received $200,000 for the East Side which that site is now remediated and the grant has been completed.  We received $400,000 for the West Side and that work is about 40% complete currently and will be fully completed by September 2021. 2  Once the City became owners of the East and West sites, city staff and our engineering consultants completed a structural condition assessment for each of the existing buildings. SLIDE 6:  Buildings 1 & 2 are located on the West Blum site. Building 1 is currently completely empty on the inside and in solid structural condition but would need to have some work done on the building envelope if we wanted to consider keeping it over the long term.  Building 2 is currently in poor structural condition and it is planned that it will be deconstructed during the EPA brownfield grant work.  Buildings 3 & 4 are the only remaining buildings located on the East Blum site. Building 3 is a residential garage type structure which was temporarily repurposed after the completion of the lower bee branch project to provide a small storage area for the Parks Division.  Building 4 is an older, steel sided building and the Parks Division is temporarily using it to store their heavy equipment and for winter storage of park amenities such as picnic tables and benches.  Since these were left over buildings and not positioned properly on the site, it planned for them to be deconstructed once redevelopment starts. NOW I’D LIKE TO HAND THE PRESENTATION OVER TO MARIE. Community Engagement Slide Thanks Steve. This is Marie Ware, Leisure Services Manager. The three EPA grants each required community engagement of what to do with the Blum site once cleaned up. The input received via City Expo, on-line surveys, the Banner reveal event, and other input opportunities led to the creation of concepts that continued to evolve with the community input given during each successive grant. Community Engagement – Imagine Dubuque The Imagine Dubuque Comprehensive plan feedback received from our citizens in the Social Cultural Vibrancy section resulted in a recommendation to “initiate a feasibility evaluation for a community center…with an eye towards creating a multi-generational and central community gathering place that supports health, wellness and social interaction among residents.” Many successful community centers have both indoor/building and outdoor park/trail components. 2034 Vision The city council sets the vision of where we need to be headed to by 2034. The elements Options 1-4 meet varying degrees of the vision. Option 1 meets sustainability and livable neighborhood while option 4 meets all the elements shown in blue on the slide. Bee Branch has been a part of the City Council goals for many years and it is still a Management top priority of Bee Branch Projects: Next Steps. Next steps are where we are at with this project site. 3 Area of Opportunity – Poverty As we look at planning, we look at the question of “What does the data tell us?” We know within the walking distance of the Blum project site that there is a concentration of persons in poverty, especially racial and ethnic concentrations of poverty. Areas of Opportunity – Youth Development Recreation and park services are critical to the development of youth. If you think of play when you were a child you know that play helps you establish your identity—who you are; you establish autonomy, you achieve in play, you learn right from wrong, learn leadership and problem solving skills and just think of your fondest memories of kids you used to play with and those close relationships you developed. It always brings a smile to your face. Areas of Opportunity – 6000 hours th By 6 grade upper- and middle-class students have spent 6000 more hours of learning than do children in poverty. Enrichment programs introduce children to engaging activities, caring adults, new experiences that they otherwise might not have had. Jackie Hunter, the Multicultural Family Center Director has given me the best perspective to consider. Often times we think of these children coming with a deficit that we need to address or fix but instead we need to think of it that they have never been given the opportunity and we need to provide the opportunities. We need to be there for them and walk side by side with them as a constant in their lives. We can be more of an active part of that 6000-hour deficit! Community Center In an earlier slide I mentioned that the community through Imagine Dubuque imagined a community center where you get to know your neighbors. A community center is not a recreation center. A community center can be a building where programs can happen and has places for interaction where you get to know the neighbors and kids. Mentoring happens, leadership happens. The current model for Leisure Services is sign up for a program and come for one time and do a specific program or a come for 4 weeks once a week model. This gives enrichment activities to children but does not create relationships. Community centers are based upon relationships. They are active and safe places to explore what it is you would like to learn or try and see if you might like it. That type of programming needs to be in an accessible location in areas of our community where the neighbors of the center can benefit the most. Areas of Opportunity From the early days of the council’s focus on equity I have talked with the city manager about the location of the office as a challenge to meeting our equity goals. To change the Leisure Services model from come to where we have programs and available space to being a part of a neighborhood is a major shift. The current site of our offices is in the middle of a golf course in a more affluent neighborhood with no sidewalks to get there and almost ½ mile from a bus stop which really is uphill both ways. The Blum site is within a neighborhood that could benefit even more from our services and location change and assist us in achieving the equity efforts we continue to strive to build upon. 4 Location Over 5100 addresses are within ½ mile of the site. The walkability/bike ability of this neighborhood is one of its strongest elements. Comiskey Park is close by and does have an indoor building. It is small, about 1600 square feet and cannot be expanded. Input during the Re-imagine Comiskey engagement was the desire for more indoor activities in the Comiskey Center. We are currently evaluating that as an opportunity for the neighborhood. Bring People Together Can the design of a place bring people together and build trust? The answer is yes. The JPB Foundation, Knight Foundation, The Kresge Foundation and The Rockefeller Foundation collaborated with five cities and a network of local partners. Revitalization and connection of civic assets to produce increased and more equitable shared prosperity. As you recall from the first slides Steve showed not only do we have Comiskey Park, Bee Branch Greenway, the trail system and the Blum site which creates a Civic Commons, we also have many connections in this neighborhood like Crescent Community Health located right next to the Bee Branch. The Civic Commons approach is a data driven approach. Stretching but Achievable Goal Creating a place that brings people together. I am a firm believer in relationships. Each of our neighborhoods has different needs. In the Washington and North-end neighborhood we know we have diverse racial and economic backgrounds. We can learn from each other. All the persons in those neighborhoods have things they can teach us, but you do not create relationships by dropping in and doing rec programming and leaving until the next one. We come in and do lots of programming in the summer using the parks in the area. We are short on indoor places to do that programming. We know from our work at the Multicultural Family Center, which is a community center, if we build it, they will come, and they are. Teens are a tough nut to crack and yet because of the relationships and getting to know one another and learning from each other that programming has continued to grow. The teens prior to COVID were coming to hang out at the center and we look forward to them returning. This rebuilding has begun this summer out of Prescott Resource Center. We have a model that we know works. The Concept There are pieces of each option shown in these conceptual drawings. Again, these concepts were driven by the input received and voting done by our community. The concepts are just that, concepts. They have not been fully fleshed out, but they do give the viewer an idea of what the input is telling us. Entire Site As Steve shared earlier we have the area we call the Sycamore triangle (East of Sycamore Street), East Blum (east of the railroad tracks) and West Blum (west of the railroad tracks) that make up the site. 5 West Blum One of the components you see in this and the next slide is hard surface spaces for parking and basketball courts. Part of the cleanup is capping the site. That can be done with removal of contaminated soil and/or addition of inches of clean soil or it can also be done with hard surfacing like parking lots and basketball courts. The red brick looking building is the current building along Elm Street and in option 4 it is renovated for not just the offices but in addition there are two levels of programming space that can also be available to the neighborhood. A barrier is established along the railroad for safety. West Blum The idea of gathering in this area and places to just feel comfortable to be has been incorporated along with shade. Numerous places for this type of drop by areas were incorporated. Parents get to know each other as their children play or family and other groups meet and enjoy spaces together. East Blum The area features a large flat grassy area and nature themed play area. Both were highly scored elements in the input received. This area would also be a trailhead that connects Bee Branch through the north-end trail to the Heritage Trail to Dyersville. Once the underpass under the railroad is complete you will be able to be off road and on a recreational trail the entire way from Dubuque to Dyersville. It will become a popular starting/ending trailhead. East Blum A covered pavilion and restrooms are envisioned that interacts with the water and is near the play area. We have no rentable pavilions in this neighborhood which is an equity issue. For the summer programming the pavilion would then have a protected space and programs could continue on rainy days vs telling children they would have to go home due to weather. Sycamore Triangle This triangle does not lend itself to economic development of the triangle, but it does for recreational purpose. We continue to have feedback from the community of their need and desire for canoe and kayak facilities. During COVID individual activities like these have grown exponentially in popularity. Sycamore Triangle The support services and parking are critical to use of the water. They can also act as areas for parking for fishing as well as bird viewing. It also has a connection to the solar field. Parks Bee Branch Maintenance Facility From the earliest planning of the Bee Branch, its care and maintenance have been prioritized to ensure the investment is protected. A 2-bay building structure was moved in one of the earliest parts of the project and it continues to be the maintenance facility 6 today. As the Bee Branch has been developed and phases come on-line, the equipment and personnel needed to maintain it has grown. Programming Most important is the programming. Programming facilitates the way we connect with people and the way they connect with the outdoors. This project can be more open park space and that would serve one need-Option 1 as open park area. What can be envisioned by the Council’s mission is the opportunities I referred to earlier. The opportunity to connect youth and families in enrichment activities—things they have never experienced before. The opportunity is to influence the 6000-hour gap in a neighborhood. This becomes possible in Option 4. Blum Site Options As laid out in the beginning of the presentation we laid out four options. Within the options 1-4 there are many variations that could be contemplated. For example, one could do option 3 and pick and choose from elements that are shown in the conceptual plans based on community feedback to create a new option 4. There would need to be preservation efforts done during the years it is not renovated to ensure the building on Elm Street continues to be a viable building site for the future. To consider option 4 or any new version of option 4 one would want to do a true master plan. As you are aware master plans like the ones done for Bee Branch and Eagle Point Park and even the Port of Dubuque have been the critical in securing grant funds that allow the City to assist in paying for projects. It is important to remember that even with option 3 the funding budgeted is in FY 2028 so we are years away from that next step. Bee Branch Water Element and Questions The Civic Commons project shared “More than places to gather and recreate, our civic assets are key to nurturing engagement, equity, sustainability and economic residency in our cities.” The built environment can become a place of engagement. We show you here an element of the Bee Branch. As a planning group we talked about how we wanted to build it for people to interact with it in the ways they wanted. Everyone loves playing in the water. This is the type of build environment (or civic commons) we are talking about throughout the presentation. It is a mesh of indoor and outdoor spaces. Watch as the slides roll the people, the variety of people, how they interact with each other and how they interact with water. (Click again and wait for the slides to roll through!) Thank you for allowing us to update you on the Bee Branch Blum site as our last update was in May of 2019 and we have numerous new council persons since that time. 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'�� , �, y :�-:,:.. :.. ... �<. � • Online Forms: Almost 600 responses � "�� ` �` � ; _ . _� x�. , `' ° �,,�. � . from Sept. — Dec. 2017 ` � "� ���� �(� � _ - - • Blum Site Banner Event — June 2019 ;- ��� �� � ����� � � ��i. .�C LOad P��� -i ,� �� •4T1� � , Y �T � t7�.N , +,� � .'_'Y . ;S�'�l '�fc�. '�s �9 � �-.?S�- . -�lf '� � '�M:o.�' .I�~. �L'! >' s 4.d ��- -�1 a 1! : i8'e t '°o-PL, � . 3 :�N�M � 'f.: S �A. . . . . a.�h ' " _ _ 4+'�. ; ,. �^ '!a�1 i.r... .. . .��� ' �V � ��—�I alk�a'�r � ,�� � • . �� � a a. a .. b �`� .,� , 1 �` �: ` ���' �':�. �� � � � , , m � ' �Q� � � �' ��� `j ..� � '� � il ,!r � �a. T , � � f�r�#�� �u��re re�rea��orra� ���� a�orrg �h� B� �rarr�h �r�� � ,� >: � � � ��t� far �aur � f�vorite �once��� � �1. � e:... — _+ �- -_ � " ��� r `�. r ,7 �., � � �, _ J - , _� � _. � � � _ , ._ .. , � � �. .� : t - '� �' t ; �''�1� f'," ':. • _ . ���,s;s _ _ .r. A .-. � . ,... _ _ �� �. ; , , . . �, �� , .x , � �� ` � f f��i�, a � '�� � .�- . �, � .�� -:�,�, . .-= i , . '' f t. r %`��, ' ll:,,. i . . i a l '' - il�Ir-� � _._- . : � � �Ilr�,��l � ' �. ., � — ''r- �I�--�,i � ' ` � _ ' ��5� �AF��li� - - �' �� � � I '4 � F �� k I � J 1� . !I� � '�I r� .. 1. � �} III� ��f� S �f I ,� rt __ �'I'• �, r �u.: I��'��tit�„ I � ��` - + ..,1:�� -- , - : 4' � ��� � �., � ;� � � _��ti , � r j' - .'� �� ��i, - '7�. � � '�'. � �.� � �. a� . , :fi� , .��•. � ��:. � . . � - � . � ��. �.� . . r: ��� �• w � , , .�. 4� .,, i � , � � -- � ,{ ; , _ = - _ � � _ ; , . _ . . �, . - �,.� ��. �"' t�ro, r r. � M1��r� , _ .. � � � _.,;, _. -•-.., _ � --i , � .. ~... . . ,�� : , . } .. , . � 1 . ' . ,. t f . ..�� _ � L�� - �� . .'�.�k 11 . . �rw�....r,r ��.� �, } ' ' _� � �' ,s� ,� � �., . ;.� � . -� � � ' _ . : . ��i i � - _ . _` -' � • • . • ' ' � ` IMAGINE • DU BUC� U E . SOCIAL + CU LTU RAL VI BRANCY �• • RECOMMENDATIONS RPsj�Pnt n���►tP� "Dubuque needs a better Community � �� ��� � � � � Recreation ' '� " ' ��'`� ��� Center/Leisure Services. Our Leisure Services �r# ��r *r.���. �c,�.;ti,t: �� �� ,� �'���',�4.�.- � �..� +���� �� , � e+� . ������� ��� �� �� ��. . �� � . r��,���,� Y Department does well with what they have ������x��`���� ��'`�`� ���$ but their facilities are limited. In my vision Initiate a feasibility evaluation for a �=�-������ �`� ���,�� ' � ff� � "¢������ ���. of Dubuque we would have a Community Community Center, potentially including r � {� � ` • ����`;x��`°�� ��°� '/ �#a����,, �'����k� *�'w���� �����}• Center with classes for children outh and �F,���y"t- - i„1-�I � � �#11SIR�r' ,�� / J' / .l'` ._ .. �+111K�15i.1i+. - �, �i ._ ��� indoor recreation and indoor/outdoor ��� �r�=� ,� ����_' �k�����$�y ' ���,�� adults.....like gymnastics, tumbling, pottery, �'• a�lhl� ��� �.w,•r' ��',�'��%; aquatic facilities, with an eye towards l � exercise classes, conversational language creating a multi-generational and central . .� -��� ,-���r���,���:f� ��� classes.... Other communities where 1 have `���--� � � � �� �;��°"''�':.:a� �. r. � ,rye4�� � .' �;,x.�'�" A,y� . community gathering place that � �� {_�-.;w,��%���� ;. . .�� lived have these kinds of activities for �����-� �*�� o� 4 �'"r,���� people of all ages. Our Leisure Services have supports health, wellness, and social � � ,.,,.,- � ��� ; interaction among residents. � �r �,,�� some of this but the lack of facilities 1 am �-�~ � �� �k�+�� �� _ ���r,����,����'�_ . ,�+�,��• sure make this very hard to make work." �r�+�a ��--� ,..a-� _ ,�� ' '���.�= a�!�v�t�� . ����.r ,�-rr.��{. ���`'�anrw,� � ■ ■ < < Dubu ue 2034 is a sustai nable and resi I ient cit and a y an I nC� USIVe and eq u itable community. Dubuque 2034 has preserved our Masterpiece on the Mississippi , has a strong diverse economy and expanding connectivity. Our residents experience healthy I ivi ng and active I ifestyles ; have choices of C� Ua� It�/, I ivable neighborhoods; have an abundance of fun things to do; and are engaged i n the comm u n ity. � � ` - . • • • • • Trect �` T��Ct 3 SBG1 � 9GT Concentrated Areas T��°t 11.02 � $G 4 Track of Pove rty by 6I oc k G ro u p � �' °���1 Tract T�aet `-'^�— 5 BG 2 Tract�BG 2 i� d2 Tract 3 BG 2 BG 3 TraC! � 11.02 gG� 131 LEGEN❑ � r��r�e�3 � RaciallElhnic ConcentraEed Areas of Poverty ai 20°lo R1E threshold �'�� � �403'0 of population helow pouerty and close to 2d9�o RIE tnreshold Tract Trsct 5 6G 7 � RaciallElhnic r.anoentration exceeds 203'a threshold and�lose to 40°Io poverty ihreshold ����1 Tract 5 �G �� � Tract 6 gG 3 � 2Q10 Block Groups TracE 1 BG 1 � �ubuque City Limits Traet 6�G 2 � . Tract ■ 7_D1 � � Tract 1 BG 3 Tf 8 Ct 7.41 Tr�ct 9 BG 1 �7 Tract 7_a1 BG 3 TracE Tract 1 BG 2 7 d2 act 9 6G 3 BG 1 � Tract Tract �02 7.az aGa lract B�� 7.42 BG 2 Tracf 8�G 2 2U ` - . • • • • • Park and Rec Professionals Play a ► - � , � Key Role in Youth Development � � �- � � ,_ C� Five Areas of Youth Development - ��.� � �� � : ; 1 . The need to establish an identity ' �—�—, a��—��_�°��� ���u���� � . , . e n e e to e sta i s a u to n o m y Tl,e R1t���,�le f��r Recreation Services for 3. The need for achievement Y��Llth: An E�l��en�e� Based Approach 4. The need to develop a moral compass oE.Eaaw�r. 5. The need to develop close relationships �������������� �X National Recreation �. andParkAssociation Source: Witt and Caldwell. The Rationale for Recreation Services for Youth: An Evidence Based Approach ` - . • • • • • � - � y � : b uuu n v u r� � � � `� � � . � �, ,� � � -�, � �} � � � �t b . • Upper income parents increased amount spent on children's enrichment � , � - '' OUR KIDS � activities by 10 times the amount of their lower-income peers. f � j � _� � ,;�.,� „ c��.G�. • Low income families' have increasingly less access to engaging � „ ��� �,E,�� ° r� ,��v ��, _ activities, new experiences, caring adults outside their families . - --� and fewer opportunities to build academic, social and emotional skills. • By 6th grade, upper and middle-class students have spent 6,000 more hours learning than do children in poverty. • Research shows that enrichment programs increase academic scores, improves social-emotional skills, attendance in schools and reduces negative behavior. Source: Robert Putnam Our Kids: The American Dream in Crisis . . � a �s a omm un� en er . • Relationship building . Sta bi I izi n effect on the Access to programming g � � � I ives on ou n eo le . • Mentoring opportunities y g p p • Leadership development • Opportunities for education • Promotes an active and healthy community • Safe place ` - . • • • • • � ; y -� '. . ; � - " . � _ 5? .� '� `tit�' � ��`G f�,���� t= ��`� n �"; � „=� ���•�` r�a R T H �r� a � `��� {,,7 ��� b� � � �� _ - ,� � ��;:. Ir rt i � �`���a k: ,� er�,a,,,�� �Fulto�i Elementary £ '��'" r �`� s: �+�•. _ I I�� � — , � � 5. 5c!�ool � Ri e. �'�4 � `^� .. �� � ,� �� 4�`''�� �i, �� Q CaSina� � . �^'�, ' . �:-'y._ ' - .�i.w_ _ � _. � �..,` — �� r�,� K-��� ` k,� �1a`"� o ��'�� Audubon ,., F:�.F K '�„� � °�. �� � � �Elementary School lorva 6reyhaund Pa�k Q b� wr�.,:. h s . y' `�'kmiaSl Q• Gj b �. r `° ds � � ry� �, - PrfcAleece Park �,:,� , y' � kd4�a ,�a'� qY 4, and Rec�eation ...� - .� 's � ,,�u,�:,�5�se � °j� � Complex " R�e F3s M8rt Q �� , � � ,`'� � � NaplerS7 - - . � � g _ Walgrec�s� er �' �� 1. , � V 4 Giif�iSfl T.fl,!'�lY.'S�✓ �����n.. Ka�eli SY id � L. -�II' � , S�C1S�'�"-'. U -� .. y .,� _ ��.�,'=l.l.l�l'�� :. � _ �zzoli s� °- � � Schmitt i;I��rke �52� BUSSTOP:1046 ou r'fl''7O' - r.arkc t�i r,j 6uque F nrn�.�:s � � i�crsity V A L L E Y V E E SM1I �::"�'"',, '� vacnt eesi�, �Denny's lux C:l�. � ;•l,5'� � E3it71E C011i'•iat''. "' O t.'`" � ,,_� � Almcvld 5[ _ • • � �N j.4CUS�$( - � • • r ��yy� � ��� �a A A�Gry� 1�� �y� �Y � {�,a�`� � n �tl Bunker Hill Golf i;:i_ _ ��V y � p„ � a � � rz L = ���� � PS.u�'..a- 1�U�., _ � - � � L > .46 miles � % .01 miles � ' � s �x c? .. . ~ N _ a I;.it:vJc;l�(t SL'rli9r �v �v ti'1Ssh t<= ;� � 100 feet �`' � � hi..��SiMbaf� a h '� � - � � � i i: , �s � � d � _, 0 ('� BUS STOP:4032 5• M I L L W O R K �^ � ^ �./ � C - � Ldres College fl , s v�l�Lj` D I 5 T R I C T y�anneDr _ C�3thGIiC I'r; j' . ��°" _ � �' �oveHar�ar � � �� >.; v�vs� � � a � � HISTORIC �� _ � ;, �n� �ag�� d.e�"'� ? Q L D M A I N � si ;^ � ,� a ti � � S n� � � = Fl�ra Fark _ . Qe����` a ��g ads°st �„ti��` Tfi�e Grand Opera House� `� o �, a , ,s: � ry� ��f`EkSa Pennsylva�ia Ave y � _ � p ._, Hr�rd��E�s �Rllison H2nderson Park �AM 7330 KOTH Dubuque Museum ot Art� m �e� ��r� s� � m X a' �"nsr��, ` 1� �s��'�a e�,,,�, ��:ish�-laoley � �+� 4a A � � n ,§� �+a.4 G �� g ` MUS€C F@$tIY�� �Q h _ ° 9 k �'e �1ri, n�zun-� � � r�-��.�n..�.._ ,:ti� �� " �E . �'c`�� r?',,� > �'� 1 �y ����� ' � ,�,�� f r.y T�r�'r�f,�,�� !J,€E�h � � �,. . . � i�,f����"�. � . F < L, > i. k l � kY�'.���}� „ ,yt. . . � . 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Leadin ed e civic leaders across :_�. ��� - -�- - v �� �. � `. ._ :����`�� .�fe 9 9 ���_ +�i � � t� - the country are innovating new � - ��;. � z- y and better ways to design, : � a x operate and manage public `t�,'�T��{���-,�, � � , � 1��;, , ,�j.. � �r` �'.���'f[�, � �"� � ',�� � ' 1F"i Y � +�f�. spaces in order to deliver social, ``�� " '' � �� ' ' ` `.`' ` �" :��,� f '` economic, and environmental �- � � . � � . - � � � . � �-• � - � �. � � . benefits for their communities. . . �. � , � -� � . , , • • rec ►n v c �eva e oa Create a lace that u r osel bri n s eo le p p p y g p p to ether from diverse racial and economic g back rou nds so we can et to know one another g , g and learn from each other. �_- �� �.�� . � � - . ��� -_ � — , � . i5�'� _ � R � "�` ' - °$ � �n �' � 3. r ,.+.e". � t'. �T {i�.�� � _ � � ��• - . 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A � � � �/ .a++sg+... �r�...� . .. - -"^_�—. � �� "!�� .. � � �l . � ■ ■ Option 1: SiteCleanup — grantrequired minimum Option 2: Site Cleanup and Clearing - Structure Deconstruction and Site Stabilization Option 3: Bu i Id i ng a nd Structu re Deconstruction a nd Add ition of Bee Branch Maintenance Facility • Currently Programmed for FY28 Option 4: Relocation of the Leisure Services Department Office to the West Blum Site and Parks Division Bee Branch Maintenance Facility and Park Area Development ti , . , . , ''� �� , �' r+ � ; '* 1l� t� �i.� �.- +'�- • �. .w;r `" __ i . ! � I � �. � � " ,�T�+f . ir"::. �_ ' �.r-.- ��r* ;':��i' {��r ` �+��,� � � �"`�+ ; � 4�4� { � '�`" �W .�+' ��� _ . �i ;�'��� � ..a+r=~� _ _; 1rI +�� ��' '�•�, - ��1����{rt�'+ #��� ' 7 � ' ' ���`�•�. >�'�d'�-`y'-�y,,� � J i���t�`�` .rtF�.�' ������ �� *'_.a``� i�' ' 1���,l,�l #� r7`, '+►�,.��I�'�_���w�'� . ..i�.ri� . ��"s'—-�f q� ��1� r+F.�r.f:,!1-.,r'yti�.� ��� da� - «,.� 11 �y ti � l �� � � 5 ��� ...� . ` ����� . ..�. � l � � - - w '� - � ��'. - -�}� „� ti- rJ . . . 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L, , . ■ • Connected communities are more resilient. � They a re better a ble to spri ng back when ha rd ti mes hit, protect a nd prepare themselves against global issues. • Research shows they are happier and healthier. Nowhere else in the City do we have a connected community space like the eee eranch Creek Greenway. ■ • Comfortable shared spaces give people a chance to meet others, gather, relax, and try new things. • It might be yoga, learning about healthy eating and how to grow vegetables, or help with personal development. Nowhere else in the City do we have a connected community space like the eee eranch Creek Greenway. . ,. � ���_ � �;�"� ..�I�';-. �;.� _ . . , >.Y 5jr�,> ";,,� , ,, . _ �,.,,: � ,� �' �kp �ay ",► 'a..� :�$e ��!„s',�4Y-.� x .__ . i •.s�r .?, `��w ,^ �'i _ ��� �ST�,' 'i� 'i�,}� r�a,5sf l.'� L�_ ���r�� i- �.ri,��' ..�' �,�y�y�t �r�` � i-S,f' " 'p. 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Y .M� ,- ��-�•. �w .•i 4�.��.�y� - ti F t � �' ,s'�� }.�..d�s��'7�• ry . _ � - _ � � �'• '_ ` -.� ' ,: m �- f� � r.I�� ��� � __ ..0 �;�~��K� � - - .1 .i _ . •- . . . . . r` ! _ _ •� v� �. . . . _ '! � ��• — • Location for a maintenance facility, storm shelter, and public restrooms • Needed more green space - so we looked at the West Blum Site • EPA Brownfields Cleanup Grants for existing site — capping contaminated soil • Condition assessment of structures on site — Look at saving the building on the West side along Elm St. and redeveloping for future use • Community engagement (required for grant) : What type of activities and equipment does the public want to see in the future recreational space? ' - . • • • • • 2018 GDDC Community Perceptions Survey Inclusive Commun�ty: • 37% disagreed with the statementthattheyfeel safe in the Downtown � � - • � � � , - � � - � ��, • 25% disagreed with the statementthatthey feel safe in the Northend • 36% said race relations is the biggest challengefacingthe communityas a whole • 33% disagreedwiththestatement, "Racerelationsin Dubuquearegood." • 19% disagreed with statement, "Dubuque is a welcomingcommunityto people of different backgrounds:' • 81% of those sayinga lack of services is a big or moderate problem in their part of the communitycomefrom the Northend or"anotherpart" of the community • 43% of those saying crime is a big or moderate problem in their part of the community come from the Northend and Downtown ' - . • • • • • ����� rracc� 5BG1 g�� Concentrated Areas T�a°t �1.a2 ��� Tract of Poverty by Block Group �g�' f Trect � TTact '-�— — , ���� Tract 4 BG 2 ?1.02 � Tract 3�G 2 BG 3 Tre�t 11.02 LEGEN❑ ° � �� T��i s s�s i�i � RaciallElhnic Concentrated Areas of Poverly at 20°Io RIE threshold � �405'0 of populafion below pouerty and close to 249'o RlE threshold Tract Tract 6 9G 1 '� RaciallEthnic caneentration exceeds 20°/a threshald and close ta 40°Io paverty ihreshold 1�•�1 Tract 5 BG a�'� Tract 6 BG 3 � 2�14 Bloak Grnups � �ubuq�e City Limits Tract 6�G 2 Tract 1 BG 1 � Tracl i 7.f71 �1 Tra�t � BG 3 Tract 7.41 Tract 9 BG� BG 2 Trac# 7.01 BG 3 Tracf Tract 1 BG 2 7.p2 ecl 9 BG 3 BG 1 i Trac# i� Tract 7.�2 f 7.02$Gd TIaCt BG 3 7.4� a�z Tract B�G Z 20 ' - . • • • • • . . . . u � ryy� � � � �I Teen Arrests =� , f �� �� ��� r' �.� � � � �. 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' , 1 , -� .�' � . � � }�: � �:�.�. 1 . .. _ � : �... ( :' � . � y ' . • . � � � +�• ` I` r�� . 'f�.� 1 .:� � f �_ .•„��rr .'� r:l � ( ._1 + MR �� • • � 'a . . , � '� � ' � - '�. A' 4 ! k, .. } r �f S�� ' ��\ ^ � y j � �� � � ,� � �'P• ( �'� � :�=:�o�iO��jP�� �� . J�+ � �+.. ,�,Lr} ` i , o, ; , . .J � •.�+ � e tl � �' - � ; ' '� �,, .. -� � '• � i � � ' r • s y _,�.,:�� �. ��: � . �. . ,,�� �3�rs� �� � ` _. `�, ,� f'� l' , � �i ' �� �• �. � �s•r � �'� �,� � f.=- --- � - �` � � ;�� � , r '1 rJ.��'� �� ��i • 'rJ� � �`�•� � , �` _=:� � m� � ��.r�,. r�'• � ,�4�► � `: . � '.,��� � ��7 �� � '�� t;a ri n tor ou r vi b ra nt n i stori c ,:�`4' - r�� � �� � �r::�s,��}�� ., , . � �r � � � � � ��.� g � h� p� ;.�. u � =� � .�v�� ��� -�� Tf�i�� � ���Tf�! ' ' � .� ; � '� - _ � ': �, r.r.. . ,,;`• . �� �� , neighborhoodsand businesses. a.� .��: � :�.�,_ . -�. :k,w - � � � __ ___- f �L :/� � •�.�� � `.f,. _� _ �• � . ' y+�, " Y ' � ' � '�yj .■rY.3qf" ,�,1'~� �� �e.+�a�_ ��tiY ,����'��af;i*S��". sA$ti. � '� � .. f��ti.' �....�./�.+� � . - � M•� , . . •�- r �� . . /f/ PRI ORITY 2 .��� �� _-. � , f f� . -. . � �i �` ;` � . . ��' � ���� -. � �.... .. ��/ 6 �' Identification and pursuit of the redevelopment, reuse and � � . , � , . , .-,,�-� re ur osin of commercial and or industrial assets with the � - ��� � � � � �`,�``� '= p p g / � � . ,/ �.. � � _ �� . �, . greatest opportunity for a "transformative" effect. - � �-,�f' ��f;.-. � : � � ��" � ` ; . . � �. ��� ,�,� '�� �.:, . ,,, � . �. . � m � ; .. - . , �,,' . �--..� , '.�= Identif ke commercial or industrial ro erties whose �� -`. ���� p � � � Y Y p p . • . �; �-� � - . ..,.. �, _ � _� redevelopment, reuse or repurposing would have the � _ ����'� � �- , . �- -� �� � . greatest positive economic, environmental and cultural �; : � �,; � =.�. .` � � � � _ � � ,. � � �. � � impact for the community or neighborhood. -.w� ._ � � ��'-. -.: =� � :� � � . �°�. -=�� , . . . - �__ . �..,. �� ,�Q - �g �_,�,� - �� `� �� —�'�i__.'// , . t._`;j . ,;:��..:�1 ��'3�.4-'.�y,/•. . � �F^�.f,'. � / C '�. 97 ' rr� -`^�• r'. f�- �� ► • • - � � . . � IMAGINE SOCIAL + CULTURALVIBRANCYis closel linked toour individual, . D U BIJC� U E Y community, and economicwell-being. To enhancethisvibrancy, '• � residents suggested: • Enhance event access and participant diversity • Improve perceptions of community safety � Promote healthy lifestyles � Increase eco-education programming, particularly for children �� �p • . . . . . �.�, _ ,,l ; ,• A �C, r.., , _ • � � 1 '� � � • -h.. �� � � � � � • • ! �71 L � �I Yj. �' • • • • � r� s, ��� � � �� f � r , ', ,�� » �'4-{ `�� �c � � � � '\� • _t°=..;:t—c, �.,. ,. ���F"�_ `�� v�'�i � � � s t'� �ryN' , r►� R� ��M�_ ��de1t��� ' I�V., �,, � ?-FEr � • ��Lty_ I J!� �, i ` , ;� �'�"�`�c,:Ai.+uo�nuF�`'���y,;- � -. ���� . l ' � ' �� i �� r - '+ � _ ���. � :J' ,.,�. � W � . `� v .k . . � . . � � ?� . ��S ` l��.C4- �� . . � l o� �V taK � � r . 1 P� • � s+�5'�v L �.. . �� � � . , � . , , , � fi,ao . _ ��►, ti�,� �-- �� M; � , � • � , � . i � ,�n'lli ��`_' r� ` � . i � ��1 �- �i,,�� r'-�-,��s,.�,,� `� �, ;, � �*. ,►-T. � � ��y k� �.r � F�� �° ,� � oc ` `�.. a . �_.�I U���ii �� -s�1 3 � �� �� ' • . � � � � 1�V�'Y� � . 4 ' l . � �� � �- • . . � AA�?��.�: �+. � ,� , mv 4 d ihJ'1" -w," 'm,"�,'-ete��t � _ ' ��� - ,y��s I� • - � �� �,l`�� ;/�� ��unn�•�rr�''aJ ��`+ rd„*"�' ' �_ • • • � � � _w PJ�'i�- f�e�dY � �, � ', �x� p.ef . • • • ���• • ' _ � r 1 s � � 1 • �;, - ,� � • • � • •��� � � • � f T'�° ��,. � . • • • � � � � � • • • .<"= � � _ � � j • • • • • • • . s _ -- �,� /� - _� I . I J�f � 1 � . . . . . . . ���yiee�._ � ��• �� `� :.�.���`�-':-�i�`r,�.�� .;� ���J �' � - - • • - l- � . IMAGINE � � DUBUQUE . L + L L B �• • SOCIA CU TU RA VI RANCY Public recreation investments are a prime means for building Use recreation investments inclusion through programming, community activity, and space. �s equity enhancers. Construction of a community center with indoor aquatics, and renovation and re-programming of park spaces, both Playground and park enhancements, were cited throughout the public engagement process as as well as lighting, can be targeted for badly needed, and a means to enhance equity and updates that create safe, accessible connections among Dubuque residents. spaces attracting people from well beyond the immediate neighborhood. � � o� � Keeping an "equity eye" in the siting, br ��e �a �m�� planning and design of these " [Q' �lho��oo�� �eQ., � Y ��r investments will benefit Dubuque. � �a-� � _� . � �,e Q �+.�- � . .�� �� j, r°`C' ►��,a� . � y �� . L' '*�*s � k: • • - l- � . IMAGINE � � DUBUQUE . L + L L B �• • SOCIA CU TU RA VI RANCY RECOM M EN DATIONS RP�ir�Pnt C���tP: ��,., "Dubuque needs a better Community . �' .•�*� -r'�'� ,.,��x�, f�,��"''��°�^.� Center/LeisureServices. Our Leisure5ervices Recreation , � � ,. �� ??�,� i, :,'f r..��' �•���..r�� ���-- ,� ",,'��yykk �` '���' �� �����`'`�y�'��� �°�,�"t°�'� �� Department does well with what they have ���• s�'/�I�� f��{Cr_F J�� _'��l_- �4! � �h'��'�"�'�� �� � ��`� ����� but their acilities are limited. In m vision Initiate a feasibility evaluation for a ��_��-�t��� �-��`�'�� ' � f y f�} � �¢�°'�. �������1°� �V �; of Dubuque we would have a Community Community Center, potentially including �} � ��. '� `��� _-.� r .�� �Y� �.�. x��: � x,'s,����������°�.;'i����l `�,�,����.�ti�+. Center with classes for children, youth, and 1����. , Wxe�S�.t�i �_�� a _ indoor recreation and indoor/outdoor , ��Y� � -� � ""� ��«���� ,� ''� ���' _ adults.....like gymnastics, tumbling, pottery, aquatic facilities, with an eye towards V ' ��� a='�' '� rL:�"�r� ��"�`��{�'� exerciseclasses conversational lan ua e , 9' 9 creating a multi-generational and central � -.��� r-����:,� ��� � classes.... Other communities where I have � �. � � �,���r`�a� :� �,���}.�.����.,.�_"� 1.'N�`� community gathering place that r � , . . . , �y lived have these kinds of activities for �� � � � �� .�� �`� ������f� people of all ages. Our Leisure Services have supports health, wellness, and social , ,,.r ��� f, -�._ �*� . ^� � � � - some o this but the lack o acilities 1 am interaction among residents. ��� ���� �;�=. �,,�,�;E f f f „ - {.��,,,,x�.,�,�,,,,�;���_: � � ��� sure make this very hard to make work. ��wuL�de� - � �..�� +aa�� J+���' ��= ���� ��QY.• +Y•;,.��•r. �._���«ht�w � � � � � � � .'���� _�;.. .. .,�y._,,,.��� , . .... - 3- �-x:��,( r[�A�; . _ J _ -,�_ �c-'� { .... -� 9 -.«.� - i� � .�� � �a�.. - � '1 v'�,y}.'' .� r _ c��f.�Y q �-F�..+�f� '�L 1 7 �9 �� �� _ ._�4 �• � s� ;1 ' �i t7/', ,d' _ a�l�- �'� �.:.�nE :..x`�a" . •��' f���-� • ..*,�� I� _ ;*'""-,_��. ..,��' _- ., - a . ! e� -� . '�v�i� .� ��y'-.. � s'- ,..i�' F ,�j' � 1 ���.+,�ras' � _ _ :..Y '!• �.� ?; p, f' 1. 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Tract 4 BG 1 Trect 4 BG 3 ,� � �� Tract � Tract 3 .-\'S BG 1 BG 1 i"' ; Tred �i.az s: 2018 NRPA Stud - Recreation Centers 8G4 ;� Tre°t �� Y :� ��o�a�, ``-�:' ._-�_ / �� Trec€ � t-�-.�.__,_/�^ `'—'" 5 BG 2 � Trect � Tract 4 BG 2 1192 �'\ �Tract 3 BG Z.�' 8G 3 __.., �� s ' Tract .f�"\; �- � '�'-�..._.__.�_ 11.02 -,�`-� ',a 01 BG 2 -`� 7 51 � Trac€5 BG 3 Nationally. 1/27,000 residents 1201 ._--�-� � � �'��' • ' rract fr rrecr 6 Bc 1 BG 1 Tract 6 BG 3 � - - - Tract 5 BG 4 '----`- - - � rraM�ar.� '' ��Tract 6 BG 2 � J 1 y� � � • M i d-West: 1/21,000 res i d e nts � �Ta°{ ��v�K� � �o, gG� Tract 1 QG 3 n --��—� h' Trect t 701 Tract 9 BG 1 � �� Tract� �1 BG 3 �, . w�' ��> • National average for square footage is 11,000 ._ _ .� _ __���02� .� �,, �ra�„B�z r �act 9 BG 3 f _ _ 8G 1 `7 ' ��i Tract =�' Tract j t �02 .7.02 BG4 ,r Trect , BG 3 7.02 `� BG 2 � �' �Trect 9 8G 2 � f -- ' . .._ � °x L.. _ 20 � i,~ LEGEND � RaciaUElhnic Concentraled Areas ot Paverly at 20%R/E threshoEd � �40%of population below poverty and close to 20%R/E threshold � RaciallEthnic concentretion exceeds 20%threshold and close to 40%po�erly threshold � 2D1D Block Groups � Dubuque City Limits _ f • • • • � • • , • • � ' • Comiskey Building ( BB) 1, 624 • Free Pre-school & Community Meetings • AI I ison Henderson — U pper 1,080 • Youth Enrichment ( 18 mo . to 5 years) • Allison Henderson — Lower 900 • Arts (dance, music, art, etc. ) • Resource Room ( Prescott) ( 66) 500 • MFC ( Multi-Purpose Room ) ( 66) 800 Total Indoor Space 4,904 square feet k � a� ^'4`�T.s . .__ "r . � •" �-- � _ l "�•., f _ '�► � � � - ;, ��� ;f,, " r� - �'�;��- ' �.%i `1 --- � � • . • � • � � � .t ,� _ ,� f - :�-� , � }1y , _ , /�j° `� -' . � ', F.yv. 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I � � TOILET� '� LOCKER ROOM 468 SF 329 SF ii �i SPACE�i I �i '� CEPTION JAN i i i �� VESTIBULE �i1208SFi i i ' p — i i i � � _ A q� 12b SF ., I �� �I i i �' i ; 'i m �� __ � TOILET TOILET TOILET i i i i ' __ +� � �j �.� _ _ � _ . __. __ .. �i i _ _ STAIR-A �° %NlORKSPACE � �4 --`�, � �`'�h� �i �� .,, _ _� a.. '`�� `�:, C iSTORAGEi ��"r, �� '`. I ��—� 206 SF T"ti/' y .✓� TA6LEICHAIR �i � ��y � �h. S70RAGE J ` SHOP ARFA i I _;a�s � - -'� '�� i �"'�1 W �'� 5�2 SF � OFFICE ��OFFICE OFFECE WORK ROOM BREAK ROOM � 388 SF i � �i '-�,�,yy � OPFICE i ' i [?:�+=""`'��y`, � 154 SF 125 SF 16'5 SF 362 SF 133 SP 'i �� i N� �' 10ASF ._�,,, ,� i � e��� .� 'i ,,,,- i ii rmnn.�� y.. .. ____ _—__ `_______ �.,"�,::7)'.... �-�1-'S-.'*��� ..,`..�� �":2]'—.__$�_.. ...s`�.��`'�,.�_—._ , ..._—. . .. -:... �. .i'.�: �� _�. , ... Elm St. Maintenance Facility I I I r Leisure Services � � .� .� • Equipmentto service the Bee Branch Creek � � �� . ' Greenway and other City parks/properties -- _� � . � • Trucks, boat, gators, etc. ' � y� �7�4.�� : � � r�� • Garage space, storage, shop area, wash bay, `� �� . , - .,�,,,,,�� X, �i�, , ��� ; � � workroom � - � _:� �: � � ��. • Office space for parks staff Railroad Tracks/Lower Bee Branch • • � • s� oor 16th St. 15th St. __ - - -- - _ _ -�-- ----� _-- � � , , x - -� - � � �; - - ; � �, x-- - --___-.� - -,.� �= �_ � � �� �; ;� , , 4 �, r. _- - " , - ---�, � �- - _ 2 -- � vesnau�e \ _ -- 2 2 I � _ -- ' r _ ;. ,_. _ � . 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'�' �s,��l • '{/. _ +,,.. fi3-.���T��� . . .��ir.�i�-! . _:.1� � - �. �� , , [.� e.,�. _.,�,an,... ._ . � �r ��. .'��A 72ii�I t'^�.1{ 1�I � .,.� -. � � � � � I � Grading $ 10,750 Parking/Drives/Walks/Stairs/Walls/Canoe Ramp $ 512,000 Plantings $ 137,750 Site Amenities & Lighting $ 426,000 Playground/Cli mbi ng Feature $ 200,000 Bike/Scooter Playground $ 50,000 Large "DBQ" Play Element $ 70,000 Sub Total $ 1 ,406,500 � � � � � I � Picnic Shelter $ 142,000 Overlook Deck $ 165,000 FEMA Storm Shelter and Restrooms $ 525,000 Sub Total $ 832,000 � � � � I • � I • � ADA Kayak Launch/Boat Ramp $ 235,000 Storage Building $ 85,000 Parki ng/D rives/Wa I ks/Stai rs/Wa I Is $ 95,000 Sub Total $ 415,000 � � � � � � . � Grading $ 4,500 Parking/Drives/Walks/Sidewalk/Walls/B-Ball Courts $ 1 ,076,750 Plantings $ 131 ,000 North Site — Hardscape Amenities & Lighting $ 294,500 South Site — Hardscape Amenities & Lighting $ 151 ,000 Sub Total $ 1 ,657,750 � � � � � � � , . North Addition — Stairwell/Elevator/Storage/Mechanicals $ 1 ,560,000 East Addition — Porch Structure/Stairs/Restrooms $ 443,500 Flood Control Maintenance Building $ 883,250 Elm St. — Existing Building Core & Shell $ 2,592,000 Sub Total $ 5,478,750 � • • ' • . � • ' • East Blum — Site Features $ 1 ,406,500 East Blum — Building Features $ 832,000 Sycamore Triangle $ 415,000 West Blum — Site Features $ 1 ,657,750 West Blum — Building Features $ 5,478,750 Today's Construction Cost Total $9,790,000 Contingency 20% $1 ,958,000 Total Construction Cost w/Contingency $11 ,748,000 � � � � � � � I Total Construction Cost w/ Contingency $ 11 ,748,000 Grant Eligible Project Features - $ 1 ,296,000 Sponsorship/Donations - $ 1 ,250,000 Sub Total $ 9,202,000 Programmed Bee Branch Funding - $ 3,920,000 Needed Funding $ 5,282,000 ■ � � � • � = � l��l• •l'IIL LLLl'II�N�, �11TE BITE AT A TIME l 7 � � ��, � �� _ . '� .� � ��� ' ��r (�� i�� �� _�� � � � - x - '�y�. 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Ware, Leisure Services Manager SUBJECT: Follow-up to Blum Site City Council Work Session Presentation DATE: May 28, 2019 INTRODUCTION The purpose of this memorandum is to share information related to a follow-up question from the Blum Site City Council work session presentation. The request was to "share the study information which speaks to race relations and teenage arrest rate improvements by way of community center installation." BACKGROUND This memo sets forth studies on the potential for community centers and other leisure activities to impact positive youth development and prosocial behavior. As noted in the Dubuque 2010 Study on Crime and Poverty conducted by Northern Illinois University, however, no two communities are the same and the context in which we are operating always matters to outcomes. https://www.cityofdubuque.org/DocumentCenter/View/2742/Dubuque-2010-Study-on- Crime-and-Poverty-Summary-R?bidld=. There is no "one-size-fits-all" solution or strategy that can be prescribed for the City of Dubuque or any other city. As discussed below, there is not a mysteriously elusive program or policy decision that can be implemented to change the complex factors that contribute to the presence of crime in a community. As the study team confirmed in the search of the literature, there is not a singular recommendation available to direct a community on how to fight crime—every strategy must be tailored to the needs, context, values and assets of the individual community. P. 74-75 Academic research has also pointed to a number of promising strategies to address crime-susceptible neighborhoods with concentrated public or assisted housing. Foremost among these strategies is the following: public housing units should be located in garden-style settings, widely geographically disbursed into neighborhoods with sufficient social resources. This helps ensure that residents are supported socially, can create defensible space where residents can control their immediate external surroundings, dampens the fuel that fires crime hotspots, and, has been proven not to diffuse crime into the surrounding neighborhood. In addition, police should engage residents by involving themselves into the problem neighborhoods. Since no single community policing strategy can be applied successfully in every setting, the guiding principles should be to increase contact with residents, pursue community partnerships, and be proactive in preventing crime. P. 78. Neighborhood attachment, informal social control and social capital are all associated with lower levels of crime fear. Oh and Kim (2009) studied the effect of neighborhood attachment on fear of crime. Neighborhood attachment was measured by the number of friendships held with other neighborhood residents, amount of socialization with neighbors, social cohesion (are neighbors trustworthy and is the community tight knit), informal social control (would neighbors take action if they saw kids misbehaving in public), and participation in neighborhood watch programs. Of those variables, higher amounts of neighbor socialization, social cohesion and informal social control significantly lessened fear among neighborhood residents. P. 115. As a Leisure Services Department we were asked to research and consider ways to create safe parks and with a goal to effect violence reduction in 2015. Recreation Division Manager Dan Kroger put together the attached research completed at that time. It highlights how city government, specifically recreation and policing can help to create safe spaces and reduce crime in lower income areas. It points not to stopping crime but rather displacing the opportunity to commit crimes in these areas through greater community involvement and participation. A focal area for the department was Jackson Park and as Downtown Neighborhood President Joe Noel can attest there have been significant reductions and he credits the work of the city and specifically the Leisure Services Department activities. DISCUSSION It was requested of the team we "share the study information which speaks to race relations and teenage arrest rate improvements by way of community center installation." The following is a compendium related to the requested information. There have been a multitude of studies, reports and proven examples over the years on the positive effects that infrastructure improvement, community engagement and/or programming have especially in low-income areas. One of these studies goes back to 1969 when a Stanford psychologist, Philip Zimbardo, conducted an experiment on a broken-window theory which details how dilapidated structures and spaces that are not cared for nor repaired, increase the opportunity for and types of crime as well as decrease community moral and perceptions. This theory was later published in 1982 in the Atlantic Monthly by James Wilson and George Kelling titled Broken Windows (https://www.theatlantic.com/magazine/archive/1982/03/broken-windows/304465/). 2 More recently, at the NRPA (National Recreation and Park Association) annual conferences in both 2017 and 2018, examples from cities like Philadelphia, Louisville, St Louis, and Raleigh were presented in sessions around public safety, youth programming and park infrastructures and the effects that their improvements have had on crime and public perception in their specific spaces. In each case, these improvements have increased the community's usage of these spaces which in turn reduced the amount of crimes committed with these public spaces and in the immediate surrounding area. The positive effects that intentional changes to park infrastructure, youth programming, and space available to youth can have on communities range from socio-economic improvements, health education, community pride and involvement, as well as on crime. Specifically, in the area of crime, as a park and recreation department (Leisure Services in Dubuque) we are not necessarily responsible for working to rehabilitate nor change the behaviors of the individuals who commit crime. However, as an accessible and equitable department with resources to educate, mentor youth, program for the community and provide other opportunities for information sharing and physical/emotional outlets, we can have a very positive impact on crime reduction and/or displacement in our public spaces and places. The Benefits of Recreational Programming on Juvenile Crime Reduction:A Review of Literature and Data was a review (http://www.nccu.edu/formsdocs/proxy.cfm?file id=2907) published in 2014 by NRPA provides in detail the roles we can play as a public organization. This publication cites numerous studies and research on the topic. Throughout the remainder of this memorandum, we share the proactive approach to reduce crime over time as park and recreation departments play a substantial role not only through providing safe spaces to recreate but also by programming for youth and young adults especially in lower income areas where many of these youths go throughout their day without any structure or positive influences. Community centers located in these same areas can have a similar effect. Community centers are safe places and spaces for youth and adults to go throughout the year. Numerous programs need a physical space to happen thus a community center becomes that place where the programming described below can happen. It is only a building until you fill it with programs and bring it alive with the programs and results described below. Studies Related to Teen Arrest & Impact of Increased Opportunity for Leisure Programming As park and recreation professionals, it is our duty to our community to provide programming that will help youth grow to become fully functioning adults by providing services that will help youth develop important skills, such as conflict resolution, independent thinking, problem-solving, and interpersonal communication. Any kids sport pick-up game with no adults present does this. Parks and recreation departments are key to crime prevention, as well as improving outcomes for youth who have participated in the juvenile justice system. 3 According to the National Recreation and Park Association (NRPA), park and recreation professionals play a key role in 5 areas of youth development: 1) The need to establish an identity; 2) The need to establish autonomy; 3) The need for achievement; 4) The need to develop a moral compass; and 5) The need to develop close relationships. Through recreational activities, youth have the potential to learn how to negotiate with peers, resolve conflict, and work together for communal goals. Youth also can experience safe places to try out different roles and interact informally with members of the opposite sex. Another important role for park and recreation departments is that youth can develop relationships with nonparental adults who may serve as important mentors or role models. These relationships are often central to helping youth develop into healthy adults (Witt). � According to Witt the literature on the link between delinquency and out-of-school time provides four interrelated perspectives for understanding that relationship (Caldwell and Smith, 2006), including the: • Filled-time perspective—Time filled with prosocial activities cannot be filled with deviant activities. Youth with stronger attachment, commitment, involvement and belief in positive social norms, activities and institutions are less likely to be involved in association with deviant peers (Gottfredson and Hirschi, 1990). • Association with deviant peers perspective—Certain activities are more likely to instigate deviant behavior or association with a deviant subculture. Youth are differentially motivated or tempted by situations and those who commit crimes do not necessarily reject conventional values, but rather seek excitement, conspicuous consumption, and toughness (Osgood, Wilson, O'Malley, Bachman, and Johnston, 1996). • Activity structure perspective—Time spent in informal and/or unsupervised activities is likely to promote deviance, while time spent in supervised activities protects against it. Structured activities offer fewer opportunities to engage in deviant behavior because youth are engaged in doing something (as opposed to nothing like hanging out, for example) that is engaging and positive. • Person-environment interaction perspective—How activities are structured, organized, and led is critical. Effective programming must take account of individual factors associated with participants when planning programs. It has been reported that structured activities are linked to low antisocial behavior, while involvement at an unstructured center has been found to be associated with high antisocial behavior (Mahoney and Stattin, 2000). The researchers noted that: ...the issue is not whether an individual is engaged in an activity—the issue appears to be what the individual is engaged in and with whom. In terms of antisocial ' Witt, Peter A., and Linda L. Caldwell. The Rationale for Recreation Services for Youth:An Evidenced Based Approach. National Parks and Recreation Association, 2010, www.nrpa.orq/qlobalassets/research/witt-caldwell-full-research-paper.pdf. 4 behavior, it may be better to be uninvolved than to participate in unstructured activity, particularly if it features a high number of deviant youth (p. 123). According to the National League of Cities, community-based resources, such as recreation and leisure programming play an important role in helping youth reintegrate into their community after returning from the Juvenile Justice system. Furr et a1.2 states the following: "Action Step: Implement a continuum of high quality community-based services. A robust continuum should aim to meet the individual needs for support and accountability of youth involved in the juvenile justice system. City officials can provide funding directly or lead efforts to raise and coordinate private funding for a variety of programs, including: • Restorative justice programs, including teen courts, community panels, Civic Justice Corps crews or community conferencing, as in Baltimore; • Cognitive behavioral modification programs, such as anger management programs or cognitive behavioral therapy, as employed in the Becoming a Man program in Chicago; • Behavioral health services, including mental health treatment, counseling and substance abuse treatment; • Evidence-based interventions, such as multi-systemic therapy or family functional therapy; • Youth development programs, including mentoring, jobs programs, work readiness and skills training, recreation or sports programs and community service opportunities, as offered through Washington, D.C.'s YouthLink; and • Educational supports, such as dropout reengagement and alternative education centers or programs. Youth at the "low" end of the juvenile justice system, such as those charged with vandalism or loitering, may benefit from a very brief community service/restitution opportunity combined with youth development or education supports. Youth facing more significant charges and needs could benefit from evidence-based interventions or cognitive behavioral modification programs. In addition to services and supports keyed to the nature or apparent causes of the offense, young people can also benefit from integrated approaches that address key developmental tasks such as acquiring job skills and completing educational qualifications"3. According to the National Parks and Recreation Association, structured recreational programming can reduce juvenile crime. "At-risk youths have been found to especially benefit from guided recreation programming. Low-income, at-risk youth experience improved test scores in both reading and math after they begin participation in after- 2 Furr, Laura E., et al. "NLC Municipal Action Guide: Increasing Public Safety and Improving Outcomes for Youth through Juvenile Justice Reform." Models for Change, National League of Cities, 8 Dec. 2014, www.modelsforchange.net/publications/717. 3 Ibid. 5 school programs. Data has also shown that students who reported spending no time in afterschool extracurricular activities were 57 percent more likely to drop out of high school, 49 percent more likely to use drugs and 27 percent more likely to have been arrested than students who spend as much as four hours in structured activities."4 Allowing youth access to structured recreation programming can deter youth from engaging in delinquent behavior or in crime, provide youth who have been in the juvenile justice system with opportunity to reform, and help youth grow into healthy adults. After School and Summer Programs 6000 Hours, Author Robert Putnam states in his book, Our Kids: The American Dream in Crisis: "Over the last 40 years, upper-income parents have increased the amount they spend on their children's enrichment activities by 10 times the amount of their lower- income pears. Meanwhile students from low-income families' have increasingly less access to engaging activities, new experiences, caring adults outside their families, and fewer opportunities to build academic, social and emotional skills." The book goes on to say that by 6t" grade, upper and middle-class students have spent 6000 more hours learning than do children in poverty. Of that number 4000 are in afterschool and summer programs. This opportunity gap cannot be filled through school alone. Research shows that quality after-school programs increase academic scores, improve social-emotional skills, attendance in schools, and reduce negative behavior. Reference The 6000 Learning Gap https://www.expandedschools.org/ Click the Learning Gap, scroll down to Click here to learn more to see research related to this topic. Anatomy of a 6000 Hour Deficit http://hechinqered.orq/content/anatomy-of-a-6000-hour-deficit 6457/ Importance of Afterschool/Summer Programs in Limited Income Communities Afterschool and summer programs are critical partners in helping to ensure that all children are afforded the opportunities that will help them thrive and meet their full potential. Afterschool programs can enact meaningful change by encouraging children to explore different interest areas to find their passion, finding new and creative ways to keep kids excited about learning, offering academic help to students who are struggling 4 Kurts, David. Structured Recreation Programming Can Help Reduce Juvenile Crime. The National Recreation and Parks Association, 1 Sept. 2015, www.nrpa.org/parks-recreation- magazine/2015/septem ber/structu red-recreation-proqramm inq-ca n-hel p-red uce-j uven ile-cri me/. 6 with their school day lessons, and helping keep their students from being hunger by providing snacks and meals. The demand for afterschool and summer learning programs in limited-income communities is high. As reported in America After 3pm: Afterschool in Communities of Concentrated Poverty5: • The demand for afterschool programs in communities of concentrated poverty is much higher than the national average, where more than half of children (56 percent) not in an afterschool program would be enrolled in one if it were available to them, compared to the national average of 41 percent. • Two out of three parents living in communities of concentrated poverty (66 percent) would like their child to take part in a summer learning program, 15 percentage points higher than the national average of 51 percent. • Afterschool program participation in communities of concentrated poverty is higher than the national average. Close to 1 in 4 children living in communities of concentrated poverty participate in an afterschool program (24 percent), compared to less than 1 in 5 children nationally (18 percent). • More than 4 in 10 parents living in areas of concentrated poverty (41 percent) report that their child took part in a summer learning program, 8 percentage points higher than the national average (33 percent). Studies have found that access to afterschool and summer learning opportunities greatly impact people's lives. Children living in communities of concentrated poverty are more likely to attend schools where the test scores are low, live in neighborhoods with higher crime rates and have limited after-school options. With consideration of struggles and barriers facing families living in low-income communities, quality after- school programs, which include before school, afterschool and summer learning programs are critical systems of support that can help bring back into balance opportunity at all levels. Afterschool programs provide students a number of supports, including a safe environment, academically enriching activities, mentors who care about them, healthy snacks and means and opportunities for physical activity. Many programs also provide parents additional opportunities to become more involved in their child's education, offer supportive services for entire families, and give parents peace of mind about their child's safety whey they are at work or looking for work. According to the study by Afterschool Alliance6, there are challenges for families seeking afterschool programs: accessibility and affordability. 5 America After 3PM Special Reports. Afterschool in Communities of Concentrated Poverty. http://www.afterschoolalliance.orq/researchReports.cfm 6 http://afterschoolalliance.orq/documents/AA3PM-2015/National-AA3PM-Summer-Fact- Sheet-6.11.15.pdf 7 Accessibility • More than 2 out of 3 parents living in communities of concentrated poverty (67 percent) report that finding an enriching environment for their child in the after school hours was a challenge, compared to 46 percent of parents living outside of these areas • Parents living in areas of concentrated poverty were more likely than their higher- income counterparts to report that lack of a safe way for their children to get to and home from afterschool programs (51 percent versus 39 percent), hours of operation (47 percent versus 31 percent) and inconvenient locations (41 percent versus 33 percent) were important factors in their decision not to enroll their child in a program. Affordability • More than 6 in 10 parents living in communities of concentrated poverty (61 percent) agree that current economic conditions have made it difficult for them to afford placing their child in an afterschool program, 14 percentage points higher than parents living outside of communities of concentrated poverty (47 percent). • Close to 3 in 4 parents living in communities of concentrated poverty (73 percent) say that program cost was very important in their selection of an afterschool program, with more than half reporting that cost was extremely important in their decision (53 percent).3 Among parents living outside communities of concentrated poverty, 67 percent report that cost was an important factor in choosing a program, with 44 percent reporting that it was an extremely important reason. • Among parents who do not have a child in an afterschool program, almost half of parents living in communities of concentrated poverty (47 percent) report that the cost of afterschool programs was a very important factor in their decision not to enroll their child in a program, compared to 43 percent of parents living outside of high-poverty areas. A study released by the National Recreation and Park Association (NRPA), 2018 Out- of-School Time Report (https://www.nrpa.orq/contentassets/c76ea3d5bcee4595a17aac298a5f2b7a/out-of- school-time-survey-results-report-2018.pdf http://afterschoolalliance.org/afterschoolsnack/Park-and-recreation-afterschool- programs-make-a-real-difference 01-11-2019.cfm), highlighted the ways that local park and recreation before school, afterschool, and summer programs are positively impacting the lives of children and their families. With nine in ten park and recreation agencies offering afterschool services, millions of children across the country are benefitting from safe and supportive places to spend time outside of school. The top five benefits of afterschool programs provide youth with: 1) Safe spaces to play outside of school hours 2) Free or affordable spaces to engage in health and wellness opportunities 3) Opportunities to socialize with peers 4) Exposure to nature and outdoor experiences 5) Educational support and supplemental learning opportunities 8 Why Afterschool Quality Matters https://naaweb.orq/imaqes/Final NAA 1 E .pdf Afterschool Programs Make a Difference: Findings From the Harvard Family Research Project http://www.sedl.orq/pubs/sedl-letter/v20n02/afterschool findings.html The Ecobiodevelopmental Framework: How Developmental Science Translates into Lifelong Outcomes — Implications of Poverty on Student Outcomes "Early childhood adversity and toxic stress, factors in the new developmental contract called Adverse Childhood Experiences, or ACEs, are now referred to by the American Academy of Pediatrics as "new morbidities" (Garner, A. S., Shonkoff, J. P., Siegel, B. S., Dobbins, M. I., Earls, M. F., McGuinn, L., & Wood, D. L., 2012). The need for new, creative ways to address these morbidities in a more effective way is essential to improve the physical and mental health of children, as well as the social and economic well-being of the nation. Pediatricians and other health care professionals have long been responsible for developmental assessments and the overall monitoring of a child's wellbeing. Because the early roots of problems in both health and learning typically occur outside of the walls of a medical office or hospital setting, the boundaries of concern must move beyond the clinical setting and acute medical care of children and expand into the larger ecology of the community, state, and society." "Policy advocacy plays a critical role in promoting changes in well-established systems that influence child health and development. Translating advances in developmental science into effective interventions and lifelong health will require a fundamental shift in the way the general public and policy makers view and invest in early childhood." https://implicationsofpoverty.squarespace.com/science-1/2016/12/8/the- ecobiodevelopmental-framework-how-developmental-science-translates-into-lifelonq- outcomes "Children growing up in low-income households not only face a greater likelihood of being exposed to strong, frequent, and/or prolonged adversity— but the adults in their lives are often exposed to significant adversity as well and, therefore, are not as well- positioned to mitigate the harm of these stresses in their kids' lives." https://kaboom.org/resources/play research/toxic stress and carinq adults Community Center Overview How Does a Community Center Enhance a Neighborhood? A quality community center is a valuable asset to any neighborhood. A well-run community center serves as a thriving hub of activity for youth, families, senior citizens, civic organizations, parks and recreation departments, and more. 9 Community Centers Have a Positive Impact on Community Youth A vibrant community center can have a stabilizing effect on the lives of young people. By providing safe and adequately equipped spaces for physical activities like dance, martial arts, yoga, basketball, and other sports, community centers instill discipline, healthy exercise habits, and teamwork. Community centers create the perFect setting for local mentorship programs, providing guidance and leadership development for the youth of the community. The role of community center is especially crucial for communities that lack the necessary facilities to keep their children in safe environments. After school programs provide a refuge for at-risk youth, helping to reduce crime rates, court costs, and other costs to the community. Ensuring community youth have a healthy outlet for their creativity and energy is an important step towards long-term community improvement. Discipline, self-esteem, and leadership are all qualities that are fostered in youth-focused programs. Community Centers Provide an Opportunity for Education A top-notch community center can have dedicated rooms for social clubs and academic programs to supplement the school experience for students. Perhaps best of all, these opportunities are afforded to local youth and their parents at little to no charge. A community center provides a place where devoted coaches, teachers and staff members create an environment of growth and learning for young people. A community center can foster community pride and bring people together. Providing opportunities for interaction, inclusivity, and community learning help contribute to economic development and a safe community. Community Centers Promote an Active and Healthy Community Maintaining an active lifestyle is a fundamental aspect of a happy and healthy life. Fortunately, community centers don't solely cater to young people. Walking clubs, fitness programs, athletic opportunities, arts and crafts classes, and various cultural activities are made available to those of all ages by community centers and partner organizations. A community facility helps to develop a culture of physical wellbeing, mental health, and nutritional education. With intelligent programming and effective community outreach, a community center can be a central component to enact change at the community level. Once again, there is little to no cost associated with participation in these programs, which is a significant benefit for those living on a fixed income. A National Example that Parallels the Blum Proposal - Civic Commons http://civiccommons.us/ Reimagining the Civic Commons is a three-year, national initiative with projects in five U.S. cities that revitalize and connect civic assets. A collaboration of national foundations (The JPB Foundation, Knight Foundation, The Kresge Foundation and The Rockefeller Foundation) and a network of local partners, the initiative is working toward four main goals: civic engagement, socioeconomic mixing, environmental sustainability and value creation. 10 They focus on civic assets as community connectors. As communities have segmented by income, technology has advanced and priorities have shifted, support for civic assets has declined. Due to underinvestment and apathy, they assert our civic assets are no longer providing the connective tissue that bind together and anchor neighborhoods. The result is more than overgrown ballfields and lackluster libraries: research shows that Americans spend less time together in social settings, trust each other less and interact less with others whose experiences are different. Reimagining the Civic Commons intends to create great public places that are shared by everyone, a neutral ground where common purpose is nurtured. Reimagining the Civic Commons is advancing a vision for renewed and connected urban public places— and reinventing how cities manage public assets. Central to their approach is the belief that our shared public places are a portfolio of assets that have the power to influence positive social outcomes. Based on this, they are working with teams to design, manage and operate their civic commons in a manner that: • Recognizes the intrinsic value of existing buildings, assets, neighborhoods and people that others disregard • Brings people of all backgrounds back into public life, reconnecting communities to civic assets where trust can be formed • Generates stewards and advocates for the assets that shift the behavior of citizens from consumers to producers • Provides the best quality for all and can compete with alternatives in the private market • Welcomes everyone and creates opportunities for shared experience among people of all incomes and backgrounds • Increases access to nature for residents and invites visitorship via walking, biking or transit • Provides ecological benefits to the surrounding neighborhood • Attracts additional investment in the surrounding neighborhood to create tax revenue to support the assets in a way that serves longtime residents To achieve these outcomes, the funders are supporting collaboration among and across city departments, local non-profits, community groups and a diverse range of community members in the five demonstration cities. These partnerships are working to foster public places that thoughtfully respond to community needs while making progress toward our four main goals. An important part of their initiative is measurements (http://civiccommons.us/app/uploads/2018/01/Measurinq-the-Civic- Commons.pdf). Civic Commons mirrors our BHAG that the Blum presentation outlined and connects with the potential work that was imagined. When one adds the Bee Branch Creek Greenway, Comiskey Park as well as Audubon School you have major civic connections to the Blum site. The major private foundation funders of Civic Commons work on the basis of data and perFormance just as we do. They would not be behind such a project did they not believe in the outcomes. 11 Local Teen Arrest Data Research specific to teens in Dubuque has shown that crime committed by or against teens occurs on school days between 3:00 pm — 6:00 pm. Teen arrest records from Dubuque Police Department for individuals aged 17 and under were compiled and evaluated. Years/dates included were 1/1/2016 to 11/28/2018. Of the 1,932 charges reported, 1,252 were males and 680 were female (some of these charges belong to the same individual). Breakdown of ages of individuals charged: age 17 (417), age 16 (407), age 15 (348), age 14 (293), age 13 (207), age 12 (153), age 11 (82), age 10 (22), age 9 (3). Total arrests during this time span were 1,524. 1,525 charges were reported during the school year, with 408 charges happening in the summer. Charges by race were white (1040), black (868), Asian (17), unknown (4), Indian (3). Top 5 charges were disorderly conduct (393), assault (315), theft (207), criminal mischief (178), and interference with official acts (157). Localized Dubuque data placed on geographical map shows larger concentration of charges near Hillcrest Family Services, Hempstead High School, Senior High School, Alternative Learning Center, between Central Ave and Elm Street from 11t"_32na Street, Locust/Almond St/Ellis St, Loras Blvd/Henion St-Locust, and Windsor/Merz. (this list is NOT in order relating to amount of charges). The largest of those concentrations being in the downtown areas between Central Ave and Elm Street from 11tn_32na Street. Time of day: Day of the week: Earl Mornin 12:OOam-5:OOam 197 char es Monda : 309 Mornin 5:01 am- 11:59am 515 char es Tuesda 343 Afternoon 12:00 m - 2:30 m 316 charges Wednesda 339 Late afternoon 2:31 m- 5:00 m 287 char es Thursda 273 Earl evenin 5:01 m- 8:00 m 293 char es Frida 278 Evenin 8:01 m-10:00 m 187 char es Saturda 194 Late Evenin 10:01 pm-11:59pm 137 char es Sunda 196 This data was provided by the Dubuque Police Department and compiled by Leisure Services AmeriCorps Partners in Learning Director. How Does a Community Center Connect to All This Information on Youth and Teen Arrest Rates? The data and research presented above clearly makes connections to youth and teen and negative behaviors and the positive effects of programming as well as involvement of persons in those young people's lives. As the presentation shared, Leisure Services has very limited programming space indoors. We currently offer programs throughout the community and in this neighborhood with many, many more programs in this neighborhood throughout the summer because they can be held outside. The square footage to run programming indoors is virtually non-existent especially when one considers the number of households in the area. Leisure Services does use school 12 sites as much as we can however we are always second, third or more in the pecking order and often have activities cancelled for school events. As the NIU study pointed out no two communities are alike. Each city and each neighborhood have its own crime, socioeconomic levels and demographic profile. Each city and neighborhood have its own physical infrastructure. NIU shared that there is no "one size fits all" solution or strategy that can be prescribed for the City of Dubuque. This means we must know the data, know the neighborhood, understand what we offer and could potentially offer. We must also know our partners and their strengths and ability to play a role in the solution or strategy. NIU shared "there is not a singular recommendation available to direct a community on how to fight crime" and that was backed up by their literature. Our presentation did not say that we could totally solve race relations or the teenage arrest rate. We can be a strategy (and a strong one based on the data shared above) working with various departments and organizations to collectively impact the teen arrest rate through a place and programming. What about race and our relationships with one another? If you have ever been around children and especially children on a playground you know that race does not come in to play when deciding whether to play together. Those children come together because they have a common goal—they want to play and have fun. They meet and welcome others that want to play and have fun just like they do. We have so much to learn from our children. A park or community center by itself does not improve race relations. As government staff, our focus should be on improving relationships between ourselves and the communities we serve, and it is our collective effort to ensure equitable delivery of our services to communities of color that is most likely to have an impact on race relations in this sense. Each department's equity plan and continued evaluation and improvement of our service delivery, along with our review of our facilities and infrastructure through an equity lens is where government's primary role in race relations lies. Accessibility to improvements in how we deliver our services and our how these community members can access city services is a prime example as was outlined in the presentation. Often people have heard said, "location, location, location". Looking at the potential of a site that is easily accessible on foot as well as the Jule and by vehicle as well is just a start in equitable service delivery and equitable access to one of our most diverse neighborhoods. Government can influence race relations by creating places--whether parks or community center or civic spaces--where we come together with common goals or common interests, we too will slowly make friends and break down those barriers in our mind. When a parent, foster parent or grandparent sits at that playground or in a comfy waiting area while their child participates in a program they connect over that common bond. It can be a bond of the children themselves or it can be a bond that slowly 13 develops because of being in the same space in the same time. When you see your child or children playing with another it is not uncommon for the parents to create a connection through those young children. They start talking about anything from the cute outfit one is wearing, commenting on the strength or leadership of a child or maybe even joining in with the kids pushing them on swings or having the children on their laps. Relationships start with one nod, one conversation, one common moment. It starts with a place that is welcoming, that is cared for, that is open, that sets a tone of we are excited you are here and will help—whether child or adult. The research above does not call out race specifically but relates to persons of all races. We have seen what building a welcoming environment has done for the Multicultural Family Center. In five years it outgrew its small building and moved into its current building and now 10 years later we are adding on as it is bursting at the seams. Programs and a space— that is what the MFC is about and yet it is so much more. It is our welcome mat, it is inviting to both children and adults. It seems like your living room that invites you to sit down and chat. I see the relationships across cultures bloom all the time there. It starts sometimes in that front room and sometimes at a program. We have a successful model that is working in the Downtown Neighborhood. This proposal is the next extension of that successful strategy that started 15 years ago as an idea just like this Blum proposal is. The Blum presentation and our BHAG is not a part of the fifteen 2018-20 Policy Agenda items specifically. It could fall under the high priority of Crime Prevention Program if it was happening in that timeframe. What it does fall under is the 2035 Vision and the city mission statement and most importantly it meets the Goals for 2024 of Vibrant Community, Livable Neighborhoods and Housing, Financially Responsible, High PerFormance City Organization, Sustainable Environment, Partnership for a Better Dubuque, Diverse Arts, Culture, Parks and Recreation Experiences and Activities as well as Connected Community and I could argue that it also meets Robust Local Economy. Seldom does a potential project meet every council goal. The Blum presentation and BHAG resonates loudly when reviewed against the Council approved outcomes and values to residents that are the focus of most staff work and our measurements. We as city staff consider, think, brainstorm, research, meet, discuss, and focus constantly on outcomes. This idea is beyond just the cleanup of a brownfield which is required and a maintenance shop which is needed for the area. It could meet the goals, the outcomes and the value residents shown below. Robust Local Economy: Diverse Businesses and Jobs with Economic Prosperity Outcomes • Create a resilient regional Dubuque economy • Have the infrastructure and amenities to support economic development and growth • Embrace diverse populations to support a diverse multicultural workforce with equitable job opportunities Value to Residents 14 • Young professionals want to live here and college graduates want to stay • Children and grandchildren want to stay or return to raise their families • More retail, services, recreational and entertainment opportunities— keeping sales tax and dollars in Dubuque Vibrant Community: Healthy & Safe Outcomes � Continue to become an inclusive and equitable community in which all feel welcome, included, and leaving no one behind • Have an efficient public health system that focuses on prevention and wellness • Have residents feeling safe in any neighborhood and throughout the community • Have residents feeling that they are part of the solution Value to Residents • Everyone is welcome in the Dubuque community • Equitable treatment for all � City services are available for all and delivered in an equitable and fair manner Livable Neighborhoods and Housing: Great Places to Live Outcomes • Increase the visual appeal and beauty of the city with attractive gateways, corridors, neighborhoods, homes and businesses • Have safe, healthy, inclusive neighborhoods citywide Value to Residents • Choice of livable neighborhoods � Opportunities for our children to stay in Dubuque • Protection of home and property values Financially Responsible, High Performance City Organization: Sustainable, Equitable and Effective Service Delivery Outcomes • Provide City services responsive to the community • Provide easy access to City information and services for all Value to Residents • Financially sound and responsible City government • Easy, convenient access to City information and services � Service value for taxes and fees • Opportunities to become involved in City governance and planning • Customer-focused City service delivery Sustainable Environment: Preserving and Enhancing Natural Resources Outcomes • Reduce the community's carbon footprint (50°/o by 2030) • Reduce the potential flooding through flood plain management, mitigation and protection 15 • Become a resilient city using sustainable and affordable technology for water, energy, transportation, health and wellness, discard, community engagement—a model community for the world Value to Residents • Protecting the natural resources and environment of Dubuque � City government using sustainable practices in daily operations • Healthy living environment: homes, neighborhoods and community • Clean water and air • Creating a more livable, viable and equitable community � Opportunities for a healthy lifestyle including local food products Partnership for a Better Dubuque: Building our Community that is Viable and Equitable Outcomes • Increase resident engagement in the City governance processes • Have non-profit institutions, private businesses and educational institutions contributing toward implementation of the Imagine Dubuque plan • Have opportunities for residents for upward mobility and empowerment across all demographics • Engage contracted and purchased service partners in advancing Council goals and community betterment • Become an inclusive and welcoming community for all Value to Residents • Sense of community pride and commitment to the Dubuque community • More ownership of"end" products— residents involved in the process and support outcomes • Protection of residents' interests • Access to wealth and social capacity—financial, spiritual, social, etc • Better access and use of City facilities Diverse Arts, Culture, Parks and Recreation: Experiences and Activities Outcomes • Have well-built, well-maintained and upgraded parks and park amenities • Have welcoming community events and festivals that bring the Dubuque community together— residents meeting residents • Have family-oriented programs and activities • Expand arts and cultural opportunities with access for all Value to Residents • Opportunities for all to experience diverse arts and culture • Choice for residents' leisure time • Family oriented activities for all generations • Accessible, equitable and diverse recreational and enrichment programs, facilities and activities • Access to quality parks, facilities and park amenities for all • Enriches quality of life 16 Connected Community: Equitable Transportation, Technology, Infrastructure & Mobility Outcomes • Have well maintained, improved transportation system —vehicles, roadways, sidewalks and trails Value to Residents • Reduced traffic congestion and improved traffic flow • Greater economic opportunities • Choice among alternative transportation modes ACTION REQUESTED This memo is for informational purposes only to share research and data related to race relations and teenage arrest rate improvements by way of community center installation as well as ties that research and data to equity impacts, outcomes and the value to residents. cc: Steve Sampson Brown, Project Manager Dan Kroger, Recreation Division Manager Heather Satterly, AmeriCorps Director Steve Fehsal, Park Division Manager Jackie Hunter, Multicultural Family Center Director Kelly Larson, Human Rights Director Jerelyn O'Connor, Neighborhood Specialist Mary Rose Corrigan, Public Health Specialist Teri Goodmann, Assistant City Manager Cori Burbach, Assistant City Manager Mark Dalsing, Police Chief Crenna Brumwell, City Attorney Gus Psihoyos, City Engineer Deron Mehring, Civil Engineer 17 t1� ;���, '��� +µ ''.r .���, , � *'� T+, f,• 'I�� ' •c� .b� � ,, r ��,,,• �. . �'! ,y d` ' . . Y , � , / ` ' ,1� • ♦ 1 \. / ' r �,� � : • ,� f�,� . ; , ; ' . � ���� .� �' � ' . - + .�.� ' �'' �; �1 A�t� . 3s i �. � � ...._.�..:�N , � '` � . �' -:-�-� . _..-- �� :�. � _ . .,r'•�►. .:, F::.�►"-_�'�a: � -►�"� . .�.� �t.�i.�i��+l+ Safe Parl�s How to Reduce Violence In and Around Parks Dan I<roger / November i6, ZoiS 18 When referring to public spaces, American Urbanist William H. Whyte once said, "So- called `undesirables' are not the problem. The best way to handle the problem of undesirables is to malce the place attractive to everyone else" (NRPA, aoiZ). The basic concept of a parlc or neighborhoods safety is people. Having more people being active in these spaces deters the others who want to cause problems. This concept is consistent in all parts of the world. Researchers from the Commission for Architecture and the Built Environment (CABE) based in the UK, have done exhaustive research on how parlc/community design combined with demographics play a major role in anti-social behavior. The National Recreation and Parlc Association (NRPA) along with along with Universities have also done research on safe parlc environments and the role of neighborhood parlcs as crime generators. In addition, the U.S. Department of Justice developed a Community Police Response Guide for "Dealing with Crime and Disorder in Urban Parlcs." Communities in our largest urban areas (New Yorlc, Chicago, Philadelphia, Las Angeles, etc.) have all created programs to help reduce the amount of crime in their public spaces. Throughout all of these publications there are 3 main themes. i. Infrastructure and Design z. People/Participants 3. Community Infrastructure and design can directly relate to anti-social behavior. Where amenities are located, how well lit the parlc and walkways are, tree location, and more can all contribute to whether or not a public space is safe; however, infrastructure and design also relates to amenities. Does the area have activity generators that people actually want to use? Do these generators draw in people from both the community and other areas? According to the U.S. Department of Justice, parlcs with more activity generators experience less crime (Hilborn, zoo9). These activity generators can be passive and/or programmable. A passive activity generator is something within the parlc that a patron can participate by themselves or with friends without the need for programming. Qualiry wallcing paths, outdoor chess sets, outdoor ping pong tables, playgrounds, splash pads, graffiti walls, etc. are examples of passive recreation. Programmable recreation generators are ball fields, baslcetball courts (can also be passive), band shells, etc. where city staff or communiry members can hold structured activities. The ultimate goal of infrastructure and design is to bring people to the parlc. The design and setting of a parlc determines whether it is well used. Well used parlcs have enough legitimate users to monitor what goes on in them (McCord & Groff, zoii). Studies show that the more people are in the park, the less opportunity for crime. These patrons in the parlc can be considered natural guardians (Hilborn, aoo9). These guardians are ordinary citizens whose presence serve as a reminder to potential offenders that someone is watching. This idea reaches outside of the parlc borders. In many neighborhoods, 19 patrons wallc to their local parlc area. It is just as important that the access routes to and from the parlc have quality wallcways that are well lit at night and in good repair. Encouraging foot traffic around the parlc, expands the natural guardianship into the neighborhood. Just as important as infrastructure and design is the cleanliness and attention provided to space. The decline in a parlc's condition creates the opportunity for antisocial behavior to become dominant Much lilce the Brolcen Window theory, negligence creates an atmosphere that states no one is watching nor cares. If someone wallcs by an old building with brolcen windows, the chances are greater that they may try to brealc any remaining solid windows. Obviously no one cares about this building and its olc/fun to throw rocics at it. Even worse, people may choose to use this building for drug purposes or other crimes. In a playground, if graffiti is not talcen care of immediately, playground equipment is in disrepair, and lights are out regularly this provides an impression to potential at rislc youth and other criminals that no one is watching nor cares. Essentially this space would be considered an easy target for someone wanting to commit a crime. To the everyday patron, a consistent lacic of attention can provide the perception that the parlc is unsafe which will result in the lacic of use. Programming utilizes the amenities to another level for patronage of a parlc and/or neighborhood. Programming expands the outreach of programs and services to attract a greater number of people to the area. It also typically includes staff which are able to monitor parlc activity at a higher capacity than the average patron. This can include weelcend festivals, baslcetball leagues, playground programs, teen nights, art fairs, etc. The overwhelmingly most influential part of park/neighborhood safety is the community. In every successful neighborhood turnaround project researched, the support and buy-in from the people who live in these areas had the greatest impact. This buy-in can also be defined as a "personal sense of place." Without personal meaning there is little motivation to get involved in crime prevention (Hilborn, zoo9). There is also an accelerated reaction to view a parlc/neighborhood as unsafe for those individuals who are not vested in the neighborhood. In response to this reaction, organizations such as CABE and the Project for Public Spaces have been developing models for place-malcing. As one example, youth and young adults (ages iz to a5) are often involved in parlc/neighborhood crime. This activity can range from loitering throughout the neighborhood to serious crimes involving drugs, vandalism, or much worse. In an article posted on the Project for Public Spaces website (www.pps.org) examples were provided on how cities throughout the world have worlced with their young people to solve issues within their neighborhoods. By being actively engaged in youth-friendly spaces, young people can feel lilce they have an investment in their community and they can develop a strong sense of ownership in these places (Millard, zoi5). In the article's examples, these cities were able to change the way their public spaces were utilized through engaging young people in the planning process. These processes included updated amenities, design, and community 20 watch programs. The more that the youth felt a part of the space, the more active they became as well as attentive to inappropriate behavior. Conclusion Creating safer public spaces cannot be accomplished by one person, group, or entity. In other words the City cannot do it alone. It is the effort of everyone with the vested interest in these spaces that has the greatest impact on whether or not they are safe. It is going to talce a critical loolc at infrastructure of these parlcs and surrounding neighborhoods along with increased and intentional programming by both staff and the community to drive positive change. This change can reshape community wide perceptions toward an area's safety as well as value. References CABE. (Zoo4, November). Policy Note: Preventing Anti-Social Behavior in Public Spaces. Retrieved from Cabe Space: http://www.cabespace.org.ulc CABE. (ZooS). Decent Parlcs? Decent Behavior? The Linlc Between the Quality of Parlcs and User Behavior. Retrieved from Cabe Space: http://www.cabespace.org.ulc Hilborn, J. (zoo9, May). Dealing With Crime and Disorder in Urban Parlcs. Retrieved from COPS, U.S. Department of Justice: http://www.cops.usdoj.gov McCord, E., & Groff, E. (zoii). The Role of Neighborhood Parlcs as Crime Generators. Security Journal, i-a4. Millard, C. (zoi5, June a). Young People and Placemalcing: Engaging Youth to Create Community Places. Retrieved from Project for Public Spaces: http://www.pps.org NRPA. (aoiz). Creating Safe Parlc Environments to Enhance Community Wellness. Retrieved from National Recreation and Parlc Association: www.nrpa.org 21 DUBUQUE 2010 STUDY ON CRIME AND POVERTY SUMMARY REPORT RELATIVE CITINGS The Dubuque 2010 Study on Crime and Poverty Summary Report conducted by Northern Illinois University (NIU) provided a literature review on general effective strategies/policies for preventing crime in mid-sized communities and effective strategies/policies to alleviate the perception of crime. They shared, "Though the literature provides for multiple strategies that may be appropriate for mid-sized communities such as Dubuque, it is important to note that no two communities are alike, nor have any of the authors been able to generalize their Study's findings. Each municipality's existing landscape of crime, demographics and policies must be taken into consideration, including the legal, fiscal, and technical feasibility as well as the political acceptance of each strategy and/or combination of strategies."' "The City of Dubuque has been committed to a professional approach to managing its affairs based on analysis, expertise, review, dialogue, and objective decision- making. From this orientation and recognizing that crime remains a chief concern among residents, the City asked that a broad study of crime and poverty be undertaken. In this context, the purpose of the analysis that has been presented here is not to identify a "silver bullet," but to establish a foundation of understanding based on objective data analysis and sound research principles that will be useful to frame future dialogue regarding crime and poverty in Dubuque. There is no "one-size-fits-all" solution or strategy that can be prescribed for the City of Dubuque or any other city. As discussed below, there is not a mysteriously elusive program or policy decision that can be implemented to change the complex factors that contribute to the presence of crime in a community. As the study team confirmed in the search of the literature, there is not a singular recommendation available to direct a community on how to fight crime— every strategy must be tailored to the needs, context, values and assets of the individual community. However, by 1) gauging resident perceptions, 2) comparing crime attributes with similar communities, 3) examining patterns of crime in Dubuque, 4) exploring potential connections of various demographic groups to crime, including Sec. 8 participants, and, 5) canvassing the academic literature regarding crime and poverty, this study provides Dubuque policymakers with an objective assessment of local crime and poverty that can move the discussion beyond competing perceptions toward reasoned solution."$ "Research shows that these neighborhoods suffer from cumulative disadvantage, where the simultaneous presence of negative factors such as families below the poverty line, families receiving public aid, the unemployed, and female-headed households with children in a dense setting combines to create social and physical disorder. As disorder increases and crime blossoms, residents feel that they are unable to exert formal and informal control over the neighborhood and become fearFul of crime, further weakening � Dubuque 2010 Study on Crime and Poverty Summary Report; Northern Illinois University. https://www.cityofdubuq ue.org/Docu mentCenter/View/2742/Du buque-2010-Study-on-Crime-and- Poverty-Summarv-R?bidld= Page 7. $ Ibid. Page 74-75. 22 collective efficacy and social networks. This creates hotspots of crime that can be difficult, if not impossible, to immediately reverse. It is the concentration of low incomes and poverty in resource-poor neighborhoods that can be blamed for many high-crime neighborhoods. Nonetheless, academic research has also pointed to a number of promising strategies to address crime-susceptible neighborhoods with concentrated public or assisted housing. Foremost among these strategies is the following: public housing units should be located in garden-style settings, widely geographically disbursed into neighborhoods with sufficient social resources. This helps ensure that residents are supported socially, can create defensible space where residents can control their immediate external surroundings, dampens the fuel that fires crime hotspots, and, has been proven not to diffuse crime into the surrounding neighborhood. In addition, police should engage residents by involving themselves into the problem neighborhoods. Since no single community policing strategy can be applied successfully in every setting, the guiding principles should be to increase contact with residents, pursue community partnerships, and be proactive in preventing crime."9 "With this in mind, the research team offers the following broad principles to assist in developing strategies to address crime and poverty: • Utilize this study as a springboard for objective dialogue — Decision-making absent information can create dangerous perceptions and exacerbate existing conditions. The report offers a wealth of data and analysis to help understand crime and poverty in Dubuque. Policymakers, staff, and residents are encouraged to adopt the analytical approaches contained within the study now and into the future to guide public discourse on these vital community issues. • Invest in, partner with, and empower at-risk neighborhoods — By rehabilitating housing stock, addressing physical and social disorder, establishing relationships between police and neighborhood residents, partnering with neighborhood businesses and nonprofits, Dubuque policymakers can help those living in suffering areas to reclaim their neighborhoods. ... Residents in these areas must have trust in each other and police in order to reclaim their neighborhoods. • Address downtown crime hotspots — Focusing resources toward these areas through efforts such as saturation patrol and minimizing disorder can have a tremendous effect upon crime; however, it is important to note that these efforts are most effective after community policing strategies to build relationships in troubled neighborhoods have been successfully implemented. • Address poverty wherever it occurs —As poverty and low income are the greatest predictors of crime, Dubuque policymakers would be wise to provide assistance to the impoverished so that they can regain their financial footing. Such efforts could prove to be the most significant crime prevention strategy available and could help ensure that other neighborhoods do not fall prey to the cycles of poverty and crime."'o 9 Ibid. Page 78. 10 Ibid. Page 80-81. 23 "Neighborhood attachment, informal social control and social capital are all associated with lower levels of crime fear. Oh and Kim (2009) studied the effect of neighborhood attachment on fear of crime. Neighborhood attachment was measured by the number of friendships held with other neighborhood residents, amount of socialization with neighbors, social cohesion (are neighbors trustworthy and is the community tight knit), informal social control (would neighbors take action if they saw kids misbehaving in public), and participation in neighborhood watch programs. Of those variables, higher amounts of neighbor socialization, social cohesion and informal social control significantly lessened fear among neighborhood residents. Social capital (defined as the level of social resources one has available through one's social network) has been shown to affect fear and perception of neighborhood crime, according to a study by Kruger and Hutchison (2007). Crime fear was an itemed scale. The items were: • How fearFul are you about crime in your neighborhood (very fearFul to not at all fearful)? • How safe is it to walk around the neighborhood in the daytime? • How safe is it to walk the neighborhood at night (extremely dangerous to completely safe)? • Compared to other neighborhoods, the crime rate in my neighborhood is... very high to very low. The social capital was measured as an itemized scale: asking if neighbors are willing to help each other and how trustworthy their neighbors are. For people ages 10 to 24 and 50 or older, social capital had a significant negative relationship with fear of crime. Because social capital, informal social control and neighborhood attachment are important predictors of crime, promotions of activities like community gardens and neighborhood watches are recommended."" " Ibid. Page115. 24