City Initiatives to Downtown Neighborhood IssuesTHE CITY OF ~„ DUIJUgU2
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TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: City Initiatives in Response to Downtown Neighborhood Issues
DATE: December 13, 2007
Attached is a report from Housing and Community Development Department Director
David Harris on a proposed response to issues in the downtown neighborhoods,
concentrating on the Washington Street Neighborhood. The report includes supporting
documents from Chief of Police Kim Wadding, Public Works Director Don Vogt, City
Engineer Gus Psihoyos and Assistant City Attorney Crenna Brumwell.
I have met with representatives of the Dubuque Area Chamber of Commerce and the
Dubuque Landlord's Association to discuss some of these issues. The report will be
shared with them and all the landlords in Dubuque after presentation to the City Council.
I will be doing a PowerPoint presentation at the City Council meeting.
Chief of Police Kim Wadding has modified his previous recommendation to add 13
sworn positions over the next 5 years, and he is now recommending adding 14
positions. The new position is a Section 8 Investigator at the rank of Corporal that will
be housed at the Housing and Community Development Department and assigned to
the Community-Oriented Policing Unit.
I respectfully request your input on the plan and approval at this time to add 4 sworn
police positions (three Police Officers and one Police Corporal acting as a Section 8
Investigator) in the current fiscal year and one additional Rental Housing Inspector
position to bring the non-Section 8 rental housing units down from a 7-year inspection
cycle to under 5 years between inspections.
~'2 ~ (~~
Michael C. Van Milligen
MCVM/jh
Attachments
Attachment I -December 12, 2007 Memo from David Harris re City Initiatives in
Response to Downtown Neighborhood Issues
Attachment II -Washington Neighborhood Revitalize Final Report dated October 29,
2007
Attachment III -December 7, 2007 memo from Kim Wadding re Police Department
Operational Update
Attachment IV -December 11, 1007 memo from Crenna Brumwell re City Attorney's
Office Initiatives to Combat Neighborhood Problems
Attachment V -December 3, 2007 memo from David Harris re Request for Housing
Inspector
Attachment VI -December 3, 2007 memo from David Harris re Request for
Investigator for Section 8 Program
Attachment VII -November 29, 2007 memo from Gus Psihoyos re Washington
Neighborhood Lighting
Attachment VIII -December 6, 2007 memo from Don Vogt re Green Alley Pilot
Program
Attachment IX -Every Child/Every Promise Information
Attachment X -November 1, 2007 Final Report -Interdepartmental Task Force on
Code Enforcement Activities
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Crenna Brumwell, Assistant City Attorney
David Harris, Housing and Community Development Department Director
Gus Psihoyos, City Engineer
Don Vogt, Public Works Department
Kim Wadding, Chief of Police
Attachment I
12 December 07
To: Michael Van Milligen, City Manager
From: David Harris, Housing and Community Development Department
Re: City Initiatives in Response to Downtown Neighborhood Issues
Introduction
The purpose of this memorandum is to outline a comprehensive plan of response
to identified concerns in our downtown neighborhoods, focusing on the
Washington Neighborhood in particular. This will include an evaluation of
program efforts to-date and an offering of proposals for new initiatives. It is inter-
departmental in nature, representing the efforts of several departments - as well
as other community partners -- to provide resources and solutions. It is focused
on both short- and long-term initiatives, as we know that enforcement addresses
problems but development of human capital creates solutions. And it is seen as
an evolving document, as we continue to identify resources and partnerships
within a broad context of housing, community and economic development
approaches to improving the quality of life for our city's families.
Background
The Washington: Revitalize! initiative was developed beginning in October, 2004,
and introduced in a public kick-off event in June of the following year. This
initiative included a 16-point "strategy" to address neighborhood concerns. Key
recommendations included the following:
- encourage homeownership
- encourage a mix of household incomes
- form a private lender mortgage lending fund, offering subsidized
financing to homebuyers within the neighborhood
- assist in formation of a representative neighborhood association
- target blighted buildings for improvement, notably the Casket Factory
- target additional code enforcement to improve the appearance and
condition of housing
- promote public safety, with the leadership of the COP Program
- build the capacity of non-profits to provide affordable housing and
needed supportive services to families
- encourage rebuilding of Prescott School, as a `community-centered'
school, serving as a resource to families and parents in the
neighborhood
- develop a park for neighborhood children
- create a `neighborhood vision,' developed from a consensus of
stakeholder interests
- create a comprehensive neighborhood plan, to guide future
development and public investment
- `re-market' the image of the neighborhood, by developing a marketing plan
emphasizing the neighborhood's assets and attributes
At a 30-month anniversary date, we can point to many successes in the
implementation of this strategy, among them:
- anew $11 million Prescott charter elementary school, representing a
commitment from the Dubuque Community School District to downtown
neighborhoods, families and children
- a $250 000 City investment at Prescott fora `neighborhood resource center'
- the Washington Neighborhood Association, formed in 2005 and now one of
the most active associations in the City. 5 neighborhood clean-ups have
been held to-date.
- renovation of the Casket Factory building into 36 apartments, a $6 million
historic preservation project that has garnered State awards
- as part of that project, creation of the Crescent Community Health Center,
with federal funding support secured and an array of health and dental
services offered to lower-income residents
- City assistance to the Washington Court and Health Center projects totaled
more than $1.1 million. This included removal of four homes on Elm Street
and construction of a City-owned parking lot for the Health Center; as well
as direct investment in construction of both the housing project and the
Health Center facilities.
- our Community Partnership Program will provide another $19 000 grant to
the Health Center this year, for expansion of the dental facilities
- anew Orange Park in the center of the neighborhood, offering a safe play
area for young children and representing $320 000 in City investment
- over $1.7 million in homeowner lending activities, with conversion of eight
former rental and/or vacant houses to homeowner occupancies and 19 new
homeowner families in the neighborhood
- commitment of a $1 low-interest mortgage loan fund from DB&T, offering
the possibility of first-time homeownership to lower-income families
- a partnership between the Housing Department and DB&T to acquire
vacant-abandoned properties, then find homeowner families to refurbish
and reoccupy them
- expansion of the Community Oriented Policing (COP) unit, adding officers
on the street and developing relationships with neighborhood residents
non-profits such as the Multicultural Family Center, the Four Mounds-
HEART Program, the Health Center, Davis Place and Manasseh House
providing housing, services and hope to neighborhood residents
a just-completed Washington visioning process, as a first step toward
agreement on a plan for the future of the neighborhood
Discussion
While these accomplishments represent progress, they are only parts of the `solution'
to the many issues we face. Citizens -and neighborhood residents -perceive the
need for a greater degree of public safety and personal accountability from tenants
and landlords. The condition and appearance of housing is a constant source of
complaint. The Washington Neighborhood -with 70% of the housing units renter-
occupied -still suffers from an instability caused by transience. Many neighborhood
residents do not find access to employment and educational opportunity. Young
children need more supported after-school activities, and families need advocates to
access services and realize their potential.
Current and Planned Initiatives
We begin the discussion of initiatives by outlining options for enforcement. This is the
short-term approach, involving an increase of law and code enforcement to address
immediate identified concerns.
Police Department
Police Chief Wadding's attached memorandum outlines his department's recent
responses, including an up-grading of the COP unit and an additional sworn officer in
FY08. Also implemented was the "Territory Accountability Design" strategy, to better
analyze crime trends and allocate resources accordingly.
The Police also began offering free tenant local criminal history checks to landlords
and instituted a reimbursement program to landlords for the costs of criminal check
inquiries made out-of-state. Encouraging landlords to conduct this background
screening is essential in recruiting responsible tenants and reducing criminal activities
in rental properties.
Working with the Legal Department, Chief Wadding is now considering options for
modification of the `Crime Property Ordinance,' which requires landlords to act against
tenants involved in criminal activities, such as drug use or weapons violations. An
ordinance amendment will be proposed, to include quality-of-life violations -such as
noise disturbances and other disorderly behavior -which would trigger the abatement
requirements. A landlord is given a short time frame to abate the problem, often
meaning eviction of the tenant, or risk further prosecution. Including lesser crimes
under this ordinance will give the Police amuch-needed enforcement tool to compel
uncooperative owners to take responsibility for the disruptive actions of their tenants.
Finally, the Police Department has proposed addition of 13 sworn officers over afive-
year period, with the first four hired in early 2008. This is proposed as a solution to
address the current patrol deficit, continuous officer replacement due to turn-over and
expansion of the City corporate boundaries.
Housing and Community Development Department
As more families in the past several years have moved to Dubuque to obtain Section 8
Program rental assistance, we have observed a trend of increasing moves of those
families back to out-of-state locations, once their one year local program participation
requirement has been completed. Although in most cases the `housing voucher'
remains with Dubuque's Housing Department, i.e., we maintain our budget authority
from HUD, this tenant transience has an unwelcome effect on neighborhoods. In this
scenario, Dubuque is only a temporary residence; families do not make a commitment
to community participation, children move from school to school, neighbors remain
strangers.
To address this, the Housing Commission last summer instituted a preference system
for applicants living in Dubuque at the time of their application. Those policies have
since been augmented by requirements for additional documentation of local
residence. As a result, we are beginning to see a trend of decreased turn-over of
participants, indicating that more families on the Program may be making longer-term
commitments to Dubuque residence.
Although we rigorously screen all applicants to the Program -- including criminal
background checks for all places of residence within three years prior to application --
the reality is that often our tenant behavior problems in Section 8 units are caused by
unauthorized members of the household. While these issues occur in a small
percentage of our assisted units, their impact is increased police calls and complaints
of disturbances from neighbors. Investigating fraud is atime-consuming task, and
with our caseworkers handling case loads of 350 or more families, only a certain
amount of time can be delegated to that work.
Proposed is creation of a new full-time Investigator position to address this concern.
In addition to unauthorized occupancies, the Investigator will research cases of
unreported income, will more quickly respond to neighbor complaints and will work
closely with other service agencies to coordinate exchange of information. tt is
proposed that a Corporal in the Police Department be assigned to this position.
Another personnel need concerns housing inspections. Dubuque has about 7600
rental units. State code requires they be inspected on a periodic basis. Our `cycle'
time for completing inspections of rental units has increased in recent years, in direct
proportion to the increasing demand for response to complaints. These have mainly
to do with garbage and uncut grass, and have increased by 70% since 1998. This has
had the effect of increasing the time for the inspection cycle, to what is now estimated
at 7.8 years; our goal is a 5-year inspection cycle.
For this reason, proposed is creation of a new full-time Housing Inspector position.
We expect this inspector to work almost exclusively in the downtown neighborhoods -
particularly in the Washington area - as those are the areas of concentration of the
oldest housing stock and highest rental unit density. With the addition of this
additional staff we expect to meet our target of five years or less for completion of the
inspection cycle. This will impact the appearance, quality and safety of rental housing.
With the Police Department, we are also working with Legal staff on recommendations
for Housing Code Ordinance amendments. In particular, we are researching a
`chronic offenders' provision, to deal with landlords habitually uncooperative in
managing their properties or their tenants. Once designated as a `chronic' violator,
landlords could be compelled to work with the Police in a number of ways. These
could include mandatory criminal background checks on their tenants; use of a
standardized lease, selection and eviction policy; attendance at our annual landlord
training workshop; submission of a revised lease upon admission of any additional
household member; and/or more frequent housing inspections.
The Legal Department is also researching the feasibility of a `tenant data base,' which
would function like a credit bureau service and make available, for a fee, the reported
history on previous tenancies. Landlords could access this service to research
information reported by other landlords on their tenants, such as evictions and unit
damages.
On-going Housing Department initiatives include continuing successes in garnering
additional funding for housing purchase and rehabilitation programs. These funds
leverage our local capital budget expenditures and make homeownership possible for
more low- and moderate-income families. We have received more than $300 000
from the Iowa Finance Authority's Housing Trust Fund for Washington Neighborhood
homeownership promotion. Coupled with our CDBG allocation and alive-year,
$100 000/year tax fund commitment from the City Council, we are marketing the
neighborhood to families and households at all income levels. The City tax funds are
made available to persons without income limit; the IFA grant assists those earning
less than 50% of median income. Community Development Block Grant funds are
used for loans to families in the 50-80% income range.
All buyer families receive these funds at the same terms. For down payment
assistance, we offer a $5000 forgivable loan. For rehabilitation, the first $5000 is
again made.as a forgivable loan; the next $10 000 is a due-on-sale loan, with no
payments or interest. Finally, another $10 000 is available for rehab, at no interest, for
20 years. This means a buyer family may borrow City funds totaling $30 000, at a
total payment rate of $42 per month.
As part of our commitment to the long-term vitality of the neighborhood, the
rehabilitation program requires adherence to `design standards' promoting historic
preservation objectives. We have used these since 2001, working with the Historic
Preservation Commission, when the Five Points targeted rehab project was initiated.
We will continue to review and revise these standards as appropriate, to promote
high-quality rehabilitations and an improvement both in the appearance and valuation
of housing in the Washington Neighborhood.
A Housing-Health Department partnership has successfully administered a `Lead
Hazard Reduction Program' in the downtown neighborhoods, since 1997, making
more than 700 housing units `lead-safe,' using $6 million in grants received from HUD.
We have just been awarded another $2.1 million grant to continue this work.
Reducing lead poisoning in young children is a high priority for our departments. The
program also improves living standards for lower-income families, encourages
additional housing rehabilitation and stabilizes the residential tax base in the
Washington and surrounding neighborhoods.
Another on-going partnership at the Housing Department is the HEART Program, a
joint venture with Four Mounds, Four Oaks and the Dubuque Community School
District. The first four HEART homes have been completed, with three sold to first-
time buyer families. Two of these were purchased by Section 8 Program participants.
A fifth home is now under construction. Our goal is to expand this program, with more
student trainees, to accomplish an expanded agenda of housing rehabilitation in the
neighborhood. As well, a goal is to connect program graduates to more employment
opportunities, through apprentice-type programs, by developing relationships with
area contracting firms.
A new initiative for FY08 concerns a demonstration project to improve energy
efficiency and conservation practices in the homes of Washington Neighborhood
residents. Through a contract approved by the City Council with Down-to-Earth
Solutions, we will conduct extensive energy use audits in 40+ homes in the
neighborhood, then develop an energy management program designed to reduce
consumption through cost-effective and affordable energy-conserving improvements
to the home. Lower-income families are most vulnerable to energy cost increases.
Identifying and promoting ways to reduce those costs is a direct way to increase their
disposable income, needed for other essential family expenditures.
Additional housing achievements in the Washington Neighborhood have included the
efforts of private providers to address the needs of the lowest-income residents.
Michelle Mihalakis built the Manasseh House single room occupancy (SRO) facility for
single women, with an IDED grant and urban revitalization district status granted by
the Council. She intends to produce a second, similar facility in the neighborhood next
year, serving the same clientele. This is a $700 000 investment in the neighborhood,
providing both shelter and supportive services to women in need of assistance.
Scott Potter's Davis Place campus now houses 50 single, indigent men in three
separate SRO facilities. These have been assisted with City and IDED grants, and
also through urban revitalization districts approved by the Council in support of this
housing. Scott also will be building another $700 000 facility next year, again with
IDED funding. His management includes supportive services and referrals, and he
even offers employment opportunities to some of his residents.
Another new venture that has received Council support is the demonstration project to
convert a vacant, historic apartment building on White Street to owner-occupied town
homes. This building, located across from Prescott School, was purchased by the
City from the School District. The project goals include demonstrating interest in
market-rate housing in the Washington Neighborhood; and in particular, attracting
`young professionals' employed in the downtown to live in the Neighborhood and walk
to work, reducing reliance on auto commutes for downtown workers.
Finally, a proposed initiative for the current fiscal year will be development of a
comprehensive plan for the Washington Neighborhood. Building on the work of the
visioning project, we want to leverage the interest of the committed group of visioning
participants into aconsensus-built neighborhood planning effort. This will
comprehensively address housing and zoning, land use, public service and traffic
issues; but also seek to respond to the needs of residents for social, educational and
employment supports. Estimating a cost of $60 000, we will propose to the Council
that an additional needed $40 000 be committed in FY 2008 so that a consultant can
be selected to begin this planning initiative after the first of the year.
Interdepartmental Task Force on Code Enforcement
Beginning in September of last year, this Task Force was convened at the direction of
the City Manager to examine and assess code enforcement activities involving nine
City departments. After four facilitated meetings, a report was issued in November.
For housing enforcement, recommendations included implementation of the chronic
offenders ordinance, targeted code enforcement in problem neighborhoods and more
aggressive enforcement regarding vacant and/or chronic problem properties.
Another recommendation is to combat the incidence of "no-shows" for housing
inspections, by instituting fines. This is a problem for the Housing Department, as
some landlords routinely miss inspection appointments. This causes real
inefficiencies in the inspectors' scheduling, as well as delaying inspections and
resulting in unsightly or unsafe housing conditions to remain while inspections are
rescheduled, sometimes over a period of months. Neighborhood residents
understandably are frustrated by the delays in correcting these housing code
violations.
Another enforcement tool to speed up the inspection process is to levy fines for
repeated re-inspections Although this authority is vested in the Housing Code, we
have not utilized it in the past. We can charge on a per-room basis for additional
inspections necessitated by the landlord's delays in correcting code violations. It is
recommended that we institute that process at this time.
Additional recommendations in the report included coordinated use of the Incident
Tracking System among departments, expanded use of the Permits Plus System
where appropriate, implementation of wireless applications for inspectors working in
the field, and a centralized customer service call-in center, to receive citizen
complaints and calls for assistance.
While not being recommended at this time due to its cost, the call center system has
been successfully used in other cities and may merit consideration by the Council in
the future.
Additional Department Initiatives
The Engineering and Public Works Departments have developed proposals to
improve public infrastructure in the Washington Neighborhood and complement
revitalization efforts.
Residents have requested increased lighting throughout the neighborhood, in the
interest of public safety. As a result, Engineering staff have contacted Alliant and
obtained a commitment to up-grade all Alliant street lighting to 100 watt bulbs, at no
cost to the City.
Recommended for Fiscal Year 2009 will be funding for increased private lighting for
streets and alleys throughout the neighborhood. Residents requesting installation of
additional lights in their front yards -either electric or gas fixtures -will be eligible for
up to $250 in costs. For additional lighting at the alley, residents will be eligible for up
to $100 for installation of privately-owned fixtures. The combined funding for these
programs proposed as City assistance is $35 000, as a one-time expenditure.
For additional public lighting at mid-blocks at the alley entrances, it is proposed that
the City will have the requested lights installed by Alliant and assume the on-going
utility expense. This will occur only if abutting property owners jointly request
installation of the additional lights.
The Public Works Department is proposing a `Green Alley Pilot Program' for the
neighborhood. Recognizing that the deteriorated condition of many of the alleys
throughout this area is perceived as a lack of public commitment to maintenance,
proposed for FY09 will be a four-block demonstration project to rebuild these alleys
and to test the concept of `green,' or permeable surface construction. Public Works
Director Don Vogt estimates that as much as 80% of rainwater can be absorbed by
this system, significantly assisting chronic storm water run-off problems in the area.
His memorandum explaining this system in more detail is attached.
The Solid Waste Collection division has been active in complementing our
Washington revitalization efforts. Among other initiatives, they have produced flyers
and signage as public information assistance to residents; worked in partnership with
Housing Department inspectors to respond to chronic garbage and dumping
complaints; encouraged participation by Section 8 Program households through a
50% discount on the solid waste base fee; and sponsored a billboard in cooperation
with the Keep Dubuque County Clean and Beautiful initiative. They are now
implementing a new program funded through an IDNR grant, with truck-mounted
laptop computers used to improve enforcement in alley collection. The Solid Waste
staff works on the `front lines' in maintaining a standard of living in the Washington
Neighborhood.
A Housing-Engineering Department partnership continues to prepare the way for the
Bee Branch Creek Realignment Project, a storm water mitigation initiative that will
have major impacts on the North End and Washington Neighborhoods. Consultant
engineering analysis determined that, when completed, this project will remove 1100
homes from the area of chronic storm water flooding. The Housing Department has
completed purchase of 13 homes on 32"d Street, for expansion of the detention basin
at that location; and purchased the first 30 (of 70) homes in the 16th-24th Street
corridor. This will result in an improved quality of life for residents in this area, as well
as generating investment in home improvements. The completed Realignment will
also result in a linear parkway, with hiking-biking paths, offering a recreational amenity
for public use.
Longer-Term Initiatives
While recognizing that enforcement is a key element in neighborhood revitalization
efforts, development of human capital is a longer-term solution to improving our quality
of life. In particular, we recognize that the City must assist our less-advantaged
citizens to access the ladder of economic opportunity that leads out of poverty.
The City Manager has initiated "Project Hope," a convening of area workforce
development agencies, City staff and educational institutions, in a challenge to
respond to high unemployment and/orunder-employment of residents of the
downtown neighborhoods. We have begun a discussion on how to reach these
residents, who are traditionally cut off from opportunities for advancement, due to
social, cultural or educational barriers. The objective of Project Hope is to establish
inter-agency programs specifically designed to provide opportunities -hope - to these
citizens, and to find ways of over-coming barriers to their participation in the job
market.
The Mississippi Valley Promise/America's Promise initiative has been supported by
the City since its inception. The purpose of MVP is to insure that the `Five Promises'
are delivered to all children in our community. Connecting youth to opportunity is a
high priority in our efforts to improve conditions in our downtown neighborhoods. It is
the surest long-term strategy for breaking the cycle of poverty and raising a standard
of living.
The Manager will propose two initiatives for Fiscal Year 2009 in support of Mississippi
Valley Promise. The first is a three-year, $25 000/year grant to assist in employing a
full-time, paid executive director. This would be partial funding fora $250 000 budget
for that three-year period. While the organization has been admirably served in a
voluntary capacity by its first two directors, to raise the level of its effectiveness, paid
staff is needed.
Second, assistance to MVP's "Every Child Every Promise" initiative will be proposed
for FY09 funding. The Manager is recommending the commitment of $100 000 to
move this effort forward. It is expected that this will be matched by other community
corporate and educational institutions, in the interest of promoting delivery of an
assured quality of life for all our youngest citizens.
As part of the City's commitment to children, and to families of diverse origin, we have
supported the Multicultural Family Center for the past two years. Over $88 000 from
our Community Partnership Program has been granted to the Center, to subsidize
operating expenses. Due to the success of the Center is providing services and
programming to a broad spectrum of neighborhood residents, they have out-grown
their current space and are in need of expanded facilities.
The Manager will be recommending purchase and renovation of a neighborhood
building which will increase the Center's space from its current 720 square feet to
more than 6000, as an amendment to the FY 2008 capital budget. This relocated
Multicultural Center will be able to provide a number of additional programs and
accommodate many more children and families. Features will include an expanded
computer lab; the possibility of a `family resource center' within the facility, staffed by
County Extension; and small and large meeting rooms and offices for other agencies
and organizations serving the neighborhood.
We have completed design and feasibility analysis and at this time estimate
renovation costs at $350 000. If approved by Council, we would expect to begin
construction in March 2008.
Conclusion
This memorandum has outlined the City Administration's current and planned
initiatives for addressing challenges we are experiencing in the downtown
neighborhoods. While the `Washington Neighborhood' has become the metaphor for
concerns expressed by many citizens, in fact the issues we face in that area are
experienced on an increasingly broader scale in our city. Many of our downtown
neighborhoods are "in transition," meaning we have new residents representing
differing cultures and urban experiences. As a community, it is our challenge to
respond both to the adverse behaviors of some of these residents -- through
enforcement -- and to provide economic opportunity to the many families who have
moved to Dubuque in search of a better quality of life. People denied opportunity
cannot contribute to a society. The City, and its many partners, must work together to
find the resources and offer the financial, training and educational assistance needed
to help those willing to seek a better life for their families.
Section 3: Assets and Liabilities
Like any other place, the Washington Neighborhood has unique assets to be preserved or enhanced
over time, as well as liabilities to be mitvmized or improved. Wlvle not an exhaustive list of assets
and liabilities, Table 1 highlights and categorizes the assets and liabilities discussed throughout the
evening, based on participants' presentations of significant photographs taken in the neighborhood.
Table 1: Assets and Liabilities discussed at Meeting 2
Theme Assets Liabilities
• Eagle Country Market • Bars as gathering places for negative
• Pizza Hut as family restaurant- asset, but need more activities
options • Vacant Storefronts
Businesses • Local gas station as good step toward local retail
• Small, locally owned retail business serving
neighborhood
• Minori -owned businesses
• Playground (Orange Paxk) as place fox youth and
Education/ families
Recreation • 1ludubon School, Prescott School None Iirted
• Ice cream truck- nostalgia, community gathering,
kid-friendl
• Home ownership • High % of rental housing, difficulty
Housing • Diversity of households increasing homeownership
• Dubuque Housing authority- presence in
nei hborhood im ortant
• Traffic circles effectively slow traffic on Washington • Unsatisfactory plantings in traffic
St. circles- desire more color/flowers
• Mature Trees • Lack of curb cuts on sidewalks to
Infrastructure • Neighborhood is connector/passthrough fox meet needs for accessibility
visitors between other Dubuque attractions- • Perception of insufficient parking
"gateway" for multiuse buildings
• Streets functioning as "highways"-
hi h volumes of traffic
• Well-kept Commercial properties • Absentee landlords/ poorly
• Hope/Potential for properties with historical and maintained rental properties
architectural integrity • Trash/weeds
Property
• Rehabilitated Storefronts- positive signs of change
• Poorly maintained residential
Maintenance/ • Historic Potential- "great bones" properties
Architecture • Overall, little graffiti and vandalism due to active • Graffiti/broken windows-
role by property owners and citizens. vandalism and property damage
• Public private partnerships (front porch rehab,
conversion of run down rentals to owner-occupied
housing, etc.)
• Well maintained/landsca ed residential ro erties
• Dept. of Corrections- provides opportunity for
people to transition
Safety & • Food Pantry
Community • Community buildings and the services they
Services
represent None Listed
• Bus System
• Police presence (need more for increased
enforcement and safe
Section 4: Building a Vision for the Washington Neighborhood
On September 25`'', 2007, participants convened following a neighborhood walkabout to build a
consensus-based vision for the future of the ~Y~ashington neighborhood. The walkabout and
ensuing group discussions complemented and reinforced the assets and liabilities described by
photographs taken by individual participants in late August. At the end of the meeting, groups
presented over thirty future oriented hopes for the neighborhood. While many ideas relate very
closely to one another, they have been organized into seven themes to assist with the development
of the neighborhood vision, goals, and strategies (see Table 2).
Themes are very similar to those used to categorize assets and liabilities, but differ slightly since
ideas were not limited to tangible items that can be depicted in photographs.
Table 2: Future Visions presented at meeting 3
Theme Future Vision/Idea
Uni ueness in economic develo ment
Business and
Economic Transportation system- access for neighborhood residents to employment opportunities in greater
re ~on
Development Greater em to ment and educational o ortunities within the nei hboxhood
Promote the establishment & retention of businesses that provide goods & services to downtown
residents restaurants, minori -owned businesses, retail
Stron leadexshi from nei hborhood association
Nei hborl nei hborhood- res ectful
Nei hborhood will have sense of lace and communi ride
Community Residents &non-residents will regard the neighborhood as a pleasant inviting and up-and coming
nei hborhood
Pride Parade of homes, communi walk
Promote communi -not inner ci
Create neighborhood identity around the history, character and traditional neighborhood that exists
toda
Pride in a earance of nei hboxhood
More children/famil activities
Education/ Children outdoor activities- een s ace
Recreation Su ervised activities in arks for children, etc.
Multi enerational rojects
Im roved balance between rental and owner-occu ied housin
Housing Increase homeownershi -sin le famil
Housin mix will than e as more du lexes and rental homes revert to SFOO houses
Im roved street/ ublic landsca e
Well-maintained infrastructure (sidewalks, curbs, alle s, li htin ,trees, waste baskets)
Infrastructure Nei hborhood will be clean, leasant, edestrian-fxiendl ,well-lit
Clean u ne' hborhood to encoura e business investment
Clean and resurface alle s
Res onsible landlords
Property Preservation of original neighborhood form/architecture, while embracing new technologies (in
desi ,etc
Maintenance Rental roe im rovements
Pxo er owners (es .landlords) will feel more res onsible for their ro exties.
Reco ~tion and incentives fox cleanu & renovation
Crime and code violation rates are in line with (or better than) those of the ci as a whole
Safety Increase safe
Peo le will feel safe
The culmination of this four meeting process- describing and gaining a shared understanding about
neighborhood assets, liabilities, and hopes for the future- is a vision statement for the Washington
Neighborhood. The Washington Neighborhood Vision Statement was drafted, carefully reviewed,
and revised based on consensus decisions made by participants.
A vision statement identifies where a place or organization (the Washington Neighborhood) intends
to be in the future to meet the needs of its stakeholders: citizens. The vision statement incorporates
a shared understanding of where the Washington Neighborhood is headed, and uses this
understanding to move towards a greater purpose together. The statement is written in the present
tense and describes an ideal future condition.
Washington Neighborhood Vision Statement
The Washington Neighborhood is a vibrant and integral component of
Dubuque. Residents include a broad spectrum of ages, income levels and
ethnicities, each contributing to a sense of community pride.
The Washington Neighborhood maintains a diversity of options for housing
and home ownership, entrepreneurship and employment within its historic
urban fabric. Property owners and residents work to improve and maintain an
inviting physical infrastructure that encourages social interaction, neighborhood
pride, public and private investment, and civic responsibility.
Residents have access to a full range of services within the neighborhood to
meet their needs. The neighborhood has access to safe and inviting public
spaces, where interaction among community members of all ages, backgrounds,
and abilities is common.
The Washington Neighborhood is well connected to the Dubuque Region.
Neighborhood residents have transportation options linking them with
employers, educational opportunities, and social and community activities.
Residents and visitors feel safe and welcome in the neighborhood. The
Washington Neighborhood, as a unique and diverse community, enhances the
quality of life in the City of Dubuque.
10
Section 5: Moving Forward
Although the most important outcome of this process is a broad neighborhood vision reached by
consensus, participants mentioned many ideas for goals, strategies, and actions to move toward a
better future for the Washington Neighborhood at each and every meeting. Below is a working list
of general goals to be considered, revised, and prioritized during a more formal neighborhood
planning process. Ideally, each general goal will lead to a short list of strategies and specific actions
(policies, programs, and projects) for which resources, timelines, and responsible parties can be
defined. Actions can be conceived, implemented, and monitored over time to ensure that the
Washington Neighborhood is working toward the established vision.
Goal 1- Economic Development.•
The Washington Neighborhood will support and maintain a variety of businesses,
including major employers and entrepreneurial efforts, to help meet the employment and
service needs of area residents.
Goal2- Community Pride:
Civic involvement and community building opportunities for all age groups will increase
the community's sense of pride in the neighborhood.
Goal3- Education/Recreation:
The Washington neighborhood will have ample opportunities for education and positive
recreational activities for all ages, year-round
Goal4- Housing.•
While providing ample housing options for all neighborhood residents, the rate of home
ownership the Washington neighborhood will increase to mirror that of the greater
downtown and near west side.
Goal s- Infrastructure:
Public infrastructure in the neighborhood will adequately meet neighborhood needs and
contribute to a sustainable and aesthetically pleasing physical environment for residents
Goal 6- Property Maintenance:
Property maintenance and historically sensitive improvements to residential and
commercial properties will maximize property values and reinforce a sense of pride in the
neighborhood for residents, business owners.
Goal7- Safety.•
The Washington Neighborhood will be a safe and inviting place for people of all ages, and
will be perceived as such by residents and visitors.
11
Appendix 1: Washington Revitalize Particitiants
Name Affiliation
Katie Bahl Main Street Limited
Laurie Bartolotta Washington Neighborhood Association
Cori Burbach
Avery Butler Washington Neighborhood Association
Theresa Caldwell President, Washington Neighborhood Association
Rick Chapman Eagle Country Market
Keith Clark Washington Neighborhood Assoc
Mary Rose Corrigan Director, Health Department
Sarah Davidson President, Step by Step; Transit Board
Rick Engelken City of Dubuque, City Assessor
Andy Ferguson Principal, Audubon School
Christy Ficke Director, Crescent Community Health Center
Gayton Glover Pastor, Dubuque Pentecostal Church
John Gronen Owner, Gronen Restoration/Gronen Properties
David Harris Director, Housing & Community Development Department
Mark Henning Owner, Down to Earth Consulting
Doris Hingtgen Gateways to Home; realtor, Duggan Realty
Dave Johnson City of Dubuque
Tom Kane Owner, Kane Appraisals
Randy Klauer Owner, Klauer Construction; Zoning Board
Wayne Klosterman Owner, River Valley Nursery & Landscaping
Bob Krayer Washington Neighborhood Assoc
John/Mary Kretz Owner, Perfection Oil
Kelly Larson Director, Human Rights Dept.
Dan Lobianco Director, Main Street Limited
Al Lundh St. Mary's Church Council; retired architect
Jenny Manders Project Concern
Chris McCarron Principal, Prescott School
Ann Michalski City of Dubuque Council Member
Michelle Mihalakis Owner, Manassah House
Charlotte Miller Department of Workforce Development
Fred Miller Resident, Washington Neighborhood
Ron Moron Pastor, Lighthouse Baptist Church
Jerelyn O'Connor Neighborhood Development Specialist
Jim Ott Human Rights Activist, Speaker & Trainer
Joleen Patterson City of Dubuque Housing Department
David Shaw Eagle Country Market
Gil Spence Director, Leisure Services Department
Victor St. George Pastor, St. Matthew Lutheran Church
Capt. Russ Stecklein Police Department
Mike Vanl~Lilligen City IVlanager
Nancy Van'~Iilligen CEO, Comm. Foundation of Greater Dubuque
Chief Kim Wadding Police Department
Beverly Berna Iowa State Extension- Facilitator
David Boyd MSA Professional Services- Facilitator
Darrell Hansen Iowa State Extension- Facilitator
Heather Stouder LISA Professional Services- Facilitator
12
Au~endix 2: Meeting 1 Materials Presented bye Staff
13
THE CItY OF
DuB E
Mastemiece on fhe Mississivvi
Washington: Revitalize!
The Kick-Off meeting for the Visioning initiative has been scheduled for:
Date: Tuesday, 21 August
Time: 5:30 pm
Place: Neighborhood Resource Center -Prescott School
A enda
5:30 Sign in
Participants directed to ChnonoWall by consultants
5:45 Dinner buffet
6:00 Presentations:
1. Introductions/Overview: David Harris/Jerelyn O'Connor
2. Washington Neighborhood maps/planning: Laura Carstens
- Boundaries
- Zoning/land uses
- School zones
- KeyLine routes
- Adjacent sites identified for development initiatives:
• Pack
• Warehouse district
• Bee Branch realignment
- Downtown Comprehensive Plan
3. Police territorial accountability areas: Chief Wadding
4. Washington Neighborhood: Revitalize! initiative: David/Jerelyn
- Consultant study conclusions
- Strategy
- Demographics
- Assets inventory
- Successes to-date
Programs:
- Housing: Joleen Patterson /Leo Hickey - DB&T
- Crescent Community Health Center: Mary Rose Corrigan
~#
5. visioning Process Overview:David Boyd/Beverly Berna/Darrell Hanson
- Where do we go from here?
8:00 Adjourn
Washington: Revitalize!
AI Lundh
Nancy Van Milligen
Tom Kane
Sarah Davidson
Rick Engelken
Wayne Klosterman
Mark Henning
Pastor Ron Moxon
Theresa Caldwell
David Kapler
Jim Ott
Pastor Gayton Glover
Charlotte Miller
Michelle Mihalakis
Doris Hingtgen
John Kretz
Jenny Manders
Chris McCarron
Andy Ferguson
Christy Ficke
Pastor Victor St George
Dan LoBianco {or Katie Bahl)
Randy Klauer
John Gronen
Rick Chapman
Fred Miller
City staff:
Laura Carstens
Jerelyn O'Connor
Mary Rose Corrigan
Kelly Larson
David Hams
Chief Kim Wadding
Capt Russ Stecklein
Gil Spence
Consultants:
David Boyd
Beverly Bema
Darrell Hanson
Affiliation
St Mary's Church Council; retired architect
CEO, Dubuque Community Foundation
Owner, Kane Appraisal
President, Step by Step; Transit Board
City Assessor
Owner, River Valley Nursery;
Environmental Stewardship Commission
Owner, Down to Earth Consulting
Lighthouse Baptist Church
President, Washington Neighborhood Assn;
Community Development Commission
Attorney, DB&T; Housing Commission
Human rights activist, speaker and trainer
Dubuque Pentecostal Church
Workforce Development Center
Owner, Manasseh House
Gateways to Hame; realtor, Duggan Realty
Owner, Perfection Oil
Project Concern
Principal, Prescott School
Principal, Audubon School
Director, Crescent Community Health Center
St Matthew Lutheran Church
Director, Main Street Ltd
Owner, Klauer Construction; Zoning Board
Owner, Gronen Restoration/Gronen Properties
Eagle Country Market
Washington Neighborhood Representative
Director, Planning Dept
Neighborhood Development Specialist
Director, Health Dept
Director, Human Rights Dept
Dir, Housing & Community Development Dept
Police Department
Police Department
Director, Leisure Services Dept
Senior Planner, MSA Professionals, Madison
Education Director/Families Specialist,
.Dubuque County Extension Office
Education Director, Manchester Extension Off.
Washington: Revitalize!
2004-2005 consultant study i~indings:
1. More residential property improvements and homeownership promotion efforts
are needed in the downtown neighborhoods
2. Preservation of existing, older housing is an asset to the community
3. Citizens support 'affordable' housing for low- and moderate-income
households -but do not support concentration of this housing
4. There is a concern that conditions are deteriorating in the Washington
Neighbofiood -reflected in its appearance, declining property values and
housing vacancies
5. There is a potential downtown housing market for young professionals'
interested in "walking neighborhoods," with access to employment and
cultural-entertainment attractions
6. The Washington Neighborhood is unique due its "pedestrian-friendly" feel,
characterized by intact blocks of historical homes, small lots, front stoops close
to the street and rear alleys/garages providing some needed off-street parking
Washington: Revitalize!
Elements of a neighborhood strategy: what is Washington:
Revlta!!ze?
1. Encourage homeownership
2. Encourage a mix of household incomes
3. Target use of public subsidies to promote these objectives -create special
lending programs to make rehabs feasible
4. Identify more public resources to fund these programs
5. Encourage formation of a 'pooled' fund from area mortgage lenders
6. Increase public investment in infrastructure as needed: streets, sidewalks,
landscaping, lighting, etc
7. Assist in formation of a neighborhood association, promoting citizen
participation in supporting revitalization strategy objectives
8. Target blighted buildings for improvements -the Casket Factory. Go after
the worst offenders first; other owners will follow with private investment
9. Promote new Prescott as "community-centered" school as asset to
neighborhood and available for community after-school uses
10. Develop additional .park and green spaces
11. Increase housing and zoning enforcement as needed to combat blight
12. Build capacity of non-profits to expand supply of rehabilitated affordable
housing and deliver needed services. Examples: HEART program, Health
Center, Maria House, Manasseh House, Extension training
13. Work with Community-Oriented Policing (COP) Program to build citizen
partnerships and combat neighborhood crime
14. "Re-market" the neighborhood as a good place to purchase homes, make
investments and raise a family; develop a marketing plan
15. Create a "neighborhood vision" to direct investment and development for
the long-term benefrt of the neighborhood
16. Create a neighborhood plan to implement the vision
Washington: Revitalize!
Neighborhood Demographics:
55 square block area
450 single family and duplex residences
Age of housing: 86% built before 1939
Residences valued at 44% of city-wide average for single-family homes
Population: 1903 persons
Children < 5 years: 134. 7.1 % of neighborhood pop; Dubuque average 6.2%
Elderly > 65 years: 229. 12% of population; Dubuque average 16.5%
Number persons per household: 2.0, Dubuque average 2.37
98% white; 2°!° non-white
Income: 68% population reports income <80% of area median income
70% of all housing units are renter-occupied
47% of all units are occupied by families (related persons)
Renters comprise 95% of all households earning <$10 000
13% housing vacancy rate '
Single, female-headed households twice the city-wide rate
Washington: Revitalize!
Washington Neighborhood Asset inventory.•
Churches:
St John's Lutheran
St Matthew Lutheran
St Paul Lutheran
Lighthouse Baptist
St Mary's
Immanuel Congregational
Prescott School and Neighborhood Resource Center
Audubon School
Maria House
Food Pantry
Lantern Center
Washington Tool Library
Neighborhood retail center at the Five Points, including Eagle Country Market
Banks and credit unions
Four Mounds/Four Oaks 'HEART' Program
Manasseh House
Davis Place
Crescent Community Health Center
Project Concern
Washington Court Apartments
Washington Neighborhood Association
Orange Park
Multicultural Family Center
City Programs
Housing:
Low interest loans and grants for home purchase and rehab
Low interest loans and grants for rental rehab
Lead paint grants
Urban Revitalization Program (tax abatement)
DB&T's $1 million low interest loan.fund for home purchase
Washington: Revitalize!
Successes to Date:
Washington Neighborhood Association formed and incorporated; received IRS
tax-exempt status. Meets monthly, with monthly meetings ofsub-committees
and board of directors.
First neighborhood clean-up day held in Fall 2005; 3 more held subsequently
Iowa Finance Authority Housing Trust Fund grant received;
$163 000 being used for assistance to lowest-income homeowners
Enterprise Zone extended to 22"d Street, to include entire neighborhood
HOME Program target lending area extended from Five Points to include entire
neighborhood
Fannie Mae Iowa Partnership Office donated $11 000 for assistance to
neighbofiood, including County Extension Office leadership development
training workshops for Association board members.
Urban Revitalization District expanded to include entire neighborhood, to
promote residential and commercial investment in existing buildings
City Council $250 000 grant to the Dubuque School District for development of
"Neighbofiood Resource Center" as part of new $11 million Prescott School
Manasseh House developer, Michelle Mihalakis, received $680 000 HOME
Program grant to build 19-room SRO for single women in the 5 Points area;
opened in July.
City received National Community Development Association award, for HEART
Program. HEART also received Iowa Program of the Year award from the
Association of Iowa City and County Administrators.
First 3 HEART homes completed and sold to low-income, first-time buyer families
Gateways to Home received $30 000 grant from Dubuque Housing Trust
Fund to purchase and renovate former Catholic Worker House in the 5 Points.
Dubuque Bank & Trust committed $1 million low-interest mortgage fund
for homebuyers in the Washington Neighborhood
DB&T's community development corporation purchased 4 abandoned houses.
First three have been rehabilitated and sold to owner families.
Gronen Partnership completed conversion of former Dubuque Casket Company
building into affordable housing; a $5.3 million investment in the neighbofiood
Crescent Community Health Center completed renovations of first floor space at
Washington Court and opened in November. City Council approved over
$750 000 in grants to assist project. Project Concern relocated there in June.
Multicultural Family Center received $88 000 in grants from City to establish new
center and fund first 2 years of operations
Council committed $320 000 for development of new Washington Neighborhood
park; Orange Park completed in November.
Currently, 18 homeowner loans have been closed for purchase and/or rehab of
owner-occupied properties, totaling more than $1million in private and public
reinvestment
Council approved $100 000 for purchase and demolition of selected derelict
properties to reduce density and improve livability of neighborhood
Abandoned White Street apartment building purchased by City from School
District; will be sold to developer and converted to townhouses; to promote
homeownership for younger people working downtown.
Washington Neighborhood Association named as recipient of annual
CommUNITY Award for Diversity Initiatives at Dr Martin Luther King breakfast
in January 2007.
Washington Neighborhood Revitalization
E 13TH ST
E 12TH ST
-E 11TH 8T
~~
~_ ~~
~'\
HOMEOWNER PURCHASE
S Amount Interest °~ Term
.$5,000.00 0% 5 ar fo ivable
HOMEOWNER REHABILITATION
S Amount Interest °k Term
$ 5,000.00 0% 5 ar fo ivable
$10,000.00 0% Deferred Pa ent Due on Sale
$10,000.00 0% 20 ar term; $42/mo
For additional information contact:
Kris Neyen or Joleen Patterson at 563-589-4239
Housing and Community Development Department
1805 Central Avenue
Dubuque,lA 52001
THE CrrY OF
DuB E
Masterpiece wr the Mississippi
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1
THE CITY OF
DUB E MEMORANDUM
Masterpiece on the Mississippi
Attachment III
DATE: December 7, 2007
TO: Michael C. Van Milligen, City Manager
FROM: Kim B. Wadding, Police Chief
RE: Police Department Operational Update
INTRODUCTION
The purpose of this memorandum is to briefly give a police department operational
update.
BACKGROUND
In the past three years the Dubuque Police Department, through the budget process,
has been working to streamline and enhance our crime fighting abilities through
effective crime analysis and the deployment of personnel and resources. As part of the
effort the department upgraded a patrol Corporal position to a patrol Lieutenant. During
this time we increased our narcotics enforcement through the addition of a state
supervised 18-County Drug Task Force officer. As of July 1, 2006, funding for this
position moved from the state 18-County Drug Task Force to our Dubuque County Drug
Task Force, creating a third local drug task force officer. The use and distribution of
illegal drugs continues to play a significant role in our crime activity associated in the
primary areas of burglary, theft, assault and robbery. Through the drug task force
concept we continue to expand our abilities and efforts to impact this concern.
Assisting with this effort is the Community Oriented Policing Officers (COPS). The
Community Policing Officers supplement our street fighting abilities through their close
relationships with internal and external partners throughout the downtown areas. To
enhance this effort, the Community Policing Unit was upgraded from a Corporal and
three officers to a Captain and four Corporals to better serve those living in the
downtown area and neighborhoods. Although demonstrated in many forms, the
Community Policing philosophy is an integral part of all of our police operations. The
School Resource Officer program dedicates three officers to our schools producing new
and expanded partnerships. The success of these efforts gives us great experience in
the importance and the effectiveness of private and public partnerships and how those
corroborations help to move us forward as we evolve to impact today's criminal
element.
The City of Dubuque has added 18 sworn Police Officer positions since FY1994 and
several non-sworn positions to support the department efforts.
PLAN FOR STAFFING INCREASE
As we look to the future it is imperative we continue to assess and activate a
comprehensive staffing plan as we meet future needs. As part of that plan, the City
Council approved the FY08 addition of one new officer position beginning July 1, 2007
bringing our sworn officer allocation from 94 to 95 officers.
As part of a wider plan, the police department is proposing the additional hiring of 13
police officers over the next five years through afive-year Sworn Officer Plan. The
comprehensive hiring begins April 2008 with the proposed hiring of four officers. Of
these four, two would be placed in patrol to lessen our patrol deficit regarding our
annual turnover rate of 5.67 officers and the 33-week training cycle (13 weeks -Police
Academy and 20 weeks -Field Training). Additionally, as the city expands its
boundaries through annexation, the five year hiring plan creates the ability of sufficient
staffing to establish an additional patrol territory proposed for the third year of the Sworn
Officer Plan.
The third officer begins the formation of athree-person traffic unit assigned to the
Community Oriented Policing Group. The purpose of the dedicated traffic unit is to
comprehensively coordinate, plan and monitor our traffic safety efforts. Although
assigned to the Community Oriented Policing Unit, the traffic unit works closely with the
patrol division in proactive traffic enforcement, intervention, prevention issues related to
various traffic concerns including, but not limited to; speed, operating a motor vehicle
while under the influence, accident prevention and investigation, child and adult seat
belt use, and motor vehicle noise.
The creation of a dedicated traffic unit impacts operations by relieving the patrol division
of extended traffic investigations requiring concentrated expertise, i.e. fatal and serious
personal injury. A specialized traffic unit centralizes our traffic prevention and
intervention initiatives and allows primary focus to neighborhood traffic and safety
concerns. Working closely with the patrol division, the traffic unit facilitates special traffic
prevention and enforcement efforts and coordinates traffic safety funding through the
Iowa Governor's Traffic Safety Bureau.
The fourth officer is assigned to the School Resource Officer Program. Currently, there
are three School Resource Officers assigned full-time to the Dubuque Community
School District. With the addition of three new schools to the district in the recent past,
the fourth officer offsets the additional workload while expanding our proactive presence
with school age children. The remaining Sworn Officer five-year plan follows the table
below:
FY2008 FY2009 FY2010 FY2011 FY2012 TOTAL
1 Patrol 1 Patrol 1 Patrol 1 Patrol 4
1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 5
1 Traffic/
COP Unit
1 Traffic/
COP Unit
1 Traffic/
COP Unit
3
1 SRO 1
4 3 3 2 1 13
2
COMMUNITY ORIENTED POLICING
Coupled with these budget improvements and proposals, the police department
continues to work both internally and externally to address the needs of the community.
Internally, the Community Oriented Policing Group (COPS) guides an internal city
working committee. The group is comprised of members of key city departments,
including Health, Human Rights, Leisure Services, Fire, Housing, Legal Services,
Library, Planning Services, and the City Manager's Office. The internal working group
collectively works to assess, understand, strategize, implement, and evaluate initiatives
to address quality of life issues facing our residents. The group works comprehensively
to address quality of life issues to gain compliance with issues such as garbage
collection, tenant and landlord issues, criminal and civil infractions, code violations,
vicious dogs, unsafe and dilapidated buildings, and other areas of concern. The
Community Oriented Policing Unit works closely with City Housing to ensure
compliance with all housing regulations and regularly testifies at housing hearings
regarding violations and noncompliance issues.
TERRITORY ACCOUNTABILITY DESIGN
In addition to these efforts, the police department has developed a new crime strategy,
implemented in the fall of 2006. The strategy "Territory Accountability Design" or TAD is
designed to meet new challenges facing us each day. Of significant importance is to
enhance our operational design with primary focus on the department's patrol division.
The enhanced crime strategy is similar to a comprehensive plan developed by the New
York Police Department. Simple in design, this crime strategy (Territory Accountability
Design) enables police, through computer aided crime analysis, to identify trouble spots,
distinguish emerging crime patterns and target the appropriate resources to strategically
fight crime in a comprehensive manner.
Currently, the police department patrol area is divided into six patrol territories. Each
territory is determined in size by the number and type of police calls for service. The
patrol division consists of five patrol shifts with each member working aten-hour day
and supervised by seven patrol Lieutenants reporting to three patrol Captains. The
strategy gives additional attention and management to each patrol territory. As the city
continues to grow and expand, the need to establish a consistent and comprehensive
territory (street) level reporting system to analyze, monitor and project operational
needs continues to be paramount for our prevention, intervention, and enforcement
efforts. By using the territory reporting structure, we create a monthly snapshot of
immediate needs and enhance our ability to dedicate resources to measure and impact
the concerns.
As crime patterns and/or safety concerns emerge, the Territory Lieutenant addresses
the concerns with the District Captain. In consultation, extra resources are applied
beyond the daily assignments through the allocation of resources through a Special
Operations request. This may include: the use of drug task force officers, canine,
investigative teams, or any other police resource used to address the issue.
3
To record and document, the Territory Lieutenant completes the Special Operation
request outlining the concern, what resources are to be used, the budget impact and the
anticipated result. Once the Special Operation request is completed, it is submitted for
approval. A Special Operation used in this manner is a police operation focused toward
an identified concern (drug traffic, assaults, disturbances, traffic congestion, robberies,
burglaries, thefts, etc.). A Special Operation is coordinated and supervised by a rank of
Lieutenant or above.
Through the Territory Accountability Design (TAD), the police department continues to
address areas of concern through a number of special projects. These projects include:
• Special Drug and Burglary Surveillance and Apprehension Teams;
• Directed Weekend Police Patrols To Increase Police Visibility Regarding
Local Liquor License Businesses;
• Special Traffic Safety Teams;
• Special Park Patrols;
• Special Liquor License Inspections with Members from the Department of
Corrections and Fire;
• Special Tobacco/Alcohol Compliance Projects;
• Neighborhood Saturation Patrols.
Currently under consideration in the FY2009 budget process is the purchase of portable
surveillance cameras. Surveillance cameras would be placed in areas of suspected
criminal activity and have the ability to be viewed and record from a remote location.
This expands our surveillance capabilities and allows the ability to expand from a few
hours of officer surveillance to an unlimited amount based upon the type of activity.
RENTAL HOUSING
As we address neighborhood concerns, we have found landlords play a significant role
in impacting many of the quality of life issues. In partnership, the police department
works with landlords in many ways. The police department encourages and shares
local arrest information regarding potential tenants at no cost to the landlords.
Additionally, beginning July 1, 2007, the police department initiated a state wide criminal
history reimbursement program. This program reimburses landlords for state wide
criminal history checks of potential tenants. Costing on average $13-$20 per state
criminal history, the program provides reimbursement funds to cover the expense.
Through this effort, landlords know the criminal history of their tenants before the rental
agreements are completed.
Additionally, the police department partners with City Housing and landlords to identify
problem properties and tenants and works collectively to implement corrective
strategies. These strategies include the posting of No Trespass signs on the rental
properties to prevent uninvited and unwelcome guests from coming to or lingering on
the property, monthly/bi-monthly meetings with landlords regarding problem properties,
landlord letters regarding police calls for service, and providing annual rental housing
training.
Currently, the police department is working with Legal Services to revise our current
Crime Property Ordinance. Once revised, the Crime Property Ordinance is proposed to
4
create a threshold of landlord compliance. If exceeded, the landlord would be identified
as a problem landlord and require to complete a series of corrective actions and/or
suffer the potential loss of their rental license.
CONCLUSION
Through all of these efforts of expanded officer resources, a comprehensive crime
strategy, close working relationship with city departments, neighborhood groups,
landlords, and other new investigative techniques, i.e. surveillance cameras, we
continue to address community concerns and develop better solutions for today's
concerns.
RECOMMENDATION
Informational purpose only.
ACTION REQUESTED
Informational purpose only.
Cc: Cindy Steinhauser, Assistant City Manager
David Harris, Housing Manager
Crenna Brumwell, Assistant City Attorney
5
THE CITY OF
DLTB ~~~ E M E M O R A N U M
Masterpiece on the Mississippi
_t~~
Attachment IV
CRENNA M. BRUMWELL, ES
ASSISTANT CITY ATTORNEY
To: Michael C. Van Milligen, City Manager
DATE: December 11, 2007
RE: City Attorney's Office Initiatives to Combat Neighborhood Problems
Introduction
The purpose of this memorandum is to outline the ongoing actions and upcoming
proposals coming from the City Attorney's Office to address concerns affecting the City
of Dubuque, and in particular downtown and the Washington Neighborhood.
Ordinances
1. Vacant or Abandoned Buildings
A vacant or abandoned building (VAB) ordinance was passed in June 2006. The
ordinance provides a tool for tracking VABs and an inspection mechanism to ensure the
buildings are secure and are not a public safety risk under the Housing, Building, Fire,
Health or Zoning codes. The ordinance requires registration and the submission of a
plan for the building. The VAB ordinance does not make it illegal to allow a building to
remain vacant or abandoned, but requires that the City be notified when a building is no
longer a VAB. This requirement facilitates inspection of buildings when they are again
put to use and ensures the building is suited and safe for the particular use.
The VAB ordinance was modified in 2007, approximately one year after its
implementation. Following the initial passage and implementation of the ordinance,
some gray areas were addressed and modified. Enforcement of the VAB registration is
ongoing. City departments are beginning to issue citations to property owners who
have failed to register their VAB. The issuance of municipal infractions is increasing
which adds to the time and resources devoted by Housing, Building and the City
Attorney's office to achieve compliance.
2. Crime Property
The City Attorney's office is currently working with the Police Department as well
as Housing & Community Development to update the City of Dubuque's Crime Property
OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA
SUITE 330, HARBOR VIEW PLACE, 3O0 MAIN STREET DUBUQUE, IA 52001-6944
TELEPHONE (563) 589-4381 / FAx (563) 583-1040 / EnnAIL cbrumwel@cityofdubuque.org
Ordinance. These updates will provide a more effective tool for dealing with problem
tenants and the landlords who do not remedy problems in their units. The amendments
will allow a property to be designated a crime property and outline a series of resulting
implications. They will include, but are not limited to, regular meetings with the Police
Department, mandatory attendance at the Crime Free Multi-Housing Program, posting
"No Trespassing" signs, and/or suspension or revocation of a rental license.
The Police Department and the Housing and Community Development
Department will handle the inspections and initial complaints. The City Attorney's office
will become involved when the property is designated as a crime property. In some
instances court action will be necessary to remedy the situation. It is expected that the
number of municipal infractions will increase.
The Chamber of Commerce, Landlord's Association, Police Department, Housing
and Community Development Department, City Manager's Office through the
Neighborhood Development Specialist and the City Attorney's office will meet on
December 12, 2007 for a discussion of rental properties which may yield some
additional ideas for inclusion in the ordinance modification. I anticipate the amendments
to the Crime Property Ordinance will be submitted for the City Council's consideration in
early 2008.
3. Habitual Violator(s)
A Habitual Violator Ordinance is also being researched and evaluated for
implementation in the City of Dubuque. The purpose of this ordinance would be to
target property owners, including landlords, who do not maintain their properties in
accordance with the Housing, Building, Fire or Health codes. While the research is in
its infancy the expected result is better maintenance of property, particularly rental
properties, of which the highest density is in the downtown area and the Washington
Neighborhood.
A property owner who has a set number of violations of the Housing, Building,
Fire, Health or Zoning codes will be designated as a habitual violator and placed on an
escalated inspection schedule with the additional inspections done at the cost of the
property owner. Municipal infractions will be issued and court orders sought to remedy
the problems and require ongoing maintenance of the property. Similar to the Crime
Property Ordinance, the designation as a habitual violator will have a number of
implications for the property owner. These include, but are not limited to, suspension or
revocation of a rental license or certificate of occupancy, a determination that a
structure is not habitable resulting in the relocation of residents or tenants and an
escalated inspection schedule.
4. Solid Waste
The Public Works Department currently uses a red tag system to address non-
compliant refuse. Residents receive a red tag if refuse is set out early, excessive in
quantity, not properly prepared for pickup or left out in excess of twenty-four hours after
collection. This system is being reviewed by the City Attorney's office and compared to
the systems of other communities in Iowa. If it is possible to make any amendments
which would close gaps in the ordinance or shorten time frames modifications will be
2
presented for consideration. Solid waste issues may also be addressed through the
Habitual Violator Ordinance referenced above.
5. Keep Iowa Beautiful
Dubuque County is a pilot project for the Keep Iowa Beautiful program. The City
Attorney's office has forwarded the City ordinances dealing with litter and illegal
dumping to the Police Department to increase awareness and provide an additional tool
for dealing with neighborhood problems. Model ordinances from the Keep Iowa
Beautiful program as well as other communities will be reviewed to determine if any
additional ordinances or amendments are warranted.
6. Animal Control
The City Attorney's office will review the City of Dubuque's animal control
ordinances in 2008 in conjunction with the Health Department to determine how cat and
dog licensing, vaccinations and impoundment can be more effectively accomplished.
The intent is to clarify any gray areas in the ordinances that provide loop holes for
repeat offenders.
Training
In 2008 the City Attorney's office will initiate a series of training sessions for City staff.
The sessions will cover recognizing nuisances, a refresher course on nuisances, the
issuance of municipal infractions and intercultural competency.
1. Nuisance Training
Quarterly training sessions will start in 2008. The sessions will be open to all
employees; however, they will specifically target new employees in the Housing,
Building, Health, Police, Fire, Engineering, Planning, Public Works and Water
Departments. The training will provide a foundation for recognizing nuisances whether
the nuisance is specific to the individual's department or necessitates a referral to
another department. The distinction between public and private nuisances will also be
covered.
In addition to nuisance training for new employees, a refresher will be offered
twice a year to review nuisance training and provide an update on emerging case law
and strategies used in other communities.
2. Municipal Infraction Training
A series of steps are being taken to enable an additional number of City
employees to issue municipal infractions. I will be providing training on the issuance of
municipal infractions to the Fire Department in February and March. Following the
training, the Fire Department will be placing citation pads in all units. The goal of the
training is to equip all Fire personnel with the necessary skills so that they can issue
citations on the spot after a violation is discovered.
I will be contacting Department Managers in early 2008 to determine how many
employees are in need of municipal infraction training. Training sessions will be
scheduled accordingly. I anticipate the training to be offered a minimum of twice a year,
3
but also as needed. The more City employees are trained to issue municipal infractions
the more problems which can be addressed on the spot through issuance of an
infraction and corrective orders.
3. Intercultural Competence (ICC) Training
ICC training is an ongoing priority for the ICC Steering and Training teams. In
order to ensure all new employees receive ICC training quarterly training sessions will
begin in 2008. The first and third quarter sessions will focus on round one of the ICC
material while the second and fourth quarter sessions will cover round two. The training
sessions will be geared primarily toward new employees, but will also be open to
current employees as a refresher. The school district may also be involved by providing
trainers and also sending new school employees through the training sessions.
Increasing the intercultural competency of City employees as well as the staff of the
Dubuque Community Schools will facilitate better communication with customers,
students, parents and result in increased awareness and understanding in
neighborhoods.
Additional Initiatives
1. Crime Free Multi-Housing Program
The Crime Free Multi-Housing Program is being revamped following a
disappointing registration for the 2007 program. Landlords are going to be polled to
determine if there are specific topics of interest which they would like addressed. The
new program of reimbursing landlords for out of state background checks/screening will
be stressed heavily.
2. Tenant Registry/Database
Ongoing research is being devoted to the creation of a tenant registry/database
to determine if it is a viable option for the City of Dubuque. A great amount of care in
drafting will be required for such a registry to sustain a challenge. Any registry material
must be fact based and the administration carefully handled so as to prevent misuse or
abuse by landlords. A previous effort to initiate a tenant registry was unsuccessful.
3. Municipal Infraction Database
Jennifer Griffin, an assistant in the City Attorney's office, has created a database
which tracks all municipal infractions issued. She manages the input and can generate
reports which can be sorted based on location, type of violation or offender. This
information as a result can be used to track problematic trends in neighborhoods for
targeted education or further enforcement. As the number of infractions increases the
workload will increase for the legal assistants and also the attorneys.
Implications
While the goal of the changes or actions referenced above is achieving compliance an
impact will be noticed by all departments involved. Specific to the City Attorney's office
the implication of the above initiatives is an ever increasing administrative burden. The
time spent researching and preparing ordinances for presentation to the City Council
will increase as will the amount of time fielding calls and questions from departments
4
and individuals. As corrective orders are issued the number of municipal infractions can
be expected to increase. More staff time and resources must be devoted to tracking
violations, generating reports and seeking judicial remedies and enforcement. A direct
correlation between the number of municipal infractions and challenges presented to
the City will be visible. Additional time must then be devoted to sustaining the City's
findings and the ordinances.
Offering training sessions will require a significant amount of time be devoted to
preparing presentations, putting together reference materials and coordinating
schedules. Tracking attendance and monitoring issues of concern will also need to be
undertaken.
Staffing is the most immediate concern because many of these initiatives will go into
effect in 2008. The City Attorney's office is currently without an assistant for eight (8)
hours a week which in turn results in attorneys answering phones as opposed to work
on the above projects.
Conclusion
This memorandum has outlined the initiatives coming from the City Attorney's office to
address ongoing neighborhood concerns in the City of Dubuque. A number of tools will
be utilized in the year to come to combat specific concerns and provide skills to City
staff which increase awareness, communication and effective code enforcement
operations.
cc: David Harris, Housing & Community Development Director
Kim Wadding, Chief of Police
Mary Rose Corrigan, Public Health Specialist
Jerelyn O'Connor, Neighborhood Development Specialist
5
THE CITY OF
DUB E
Masterpiece on the Mississippi
MEMORANDUM
Attachment V
3 December 07
To: Michael Milligen,
t
City Manager
From: David ris, Housing and Community Development Department
Re: Request for Housing Inspector
Introduction
The purpose of this memorandum is to request authorization to add afull-time
Housing Inspector in the Housing Department.
Background
The City of Dubuque has 7600 rental dwelling units. These are required by Iowa
Code to be "periodically" inspected. 1000 of these are enrolled in the Section 8
Program and are annually inspected by Section 8 staff. The remaining 6600 are
inspected by 1.2 FTE housing inspectors, on a 7-8 year cycle. Our goal is to
reduce this cycle inspection time to less than five years.
Inspectors have many duties in addition to performing cycle inspections. These
include monitoring of vacant/abandoned buildings, required lead-based paint
inspections and testing, monitoring of City-acquired houses for the Bee Branch
storm water mitigation project, and intensified inspections of exterior stair and
deck systems.
Particularly, our staff expends increasing time in response to complaints,
primarily having to do with garbage and grasslweeds. We have seen a 70%
increase in complaint inspections since 1998; correspondingly, our cycle
inspections have decreased by 28%. The inspection program is becoming
increasingly complaint-driven, at the expense of a comprehensive program
intended to maintain our rental housing stock -the oldest in the State of Iowa.
Discussion
We estimate an inspector, doing only cycle inspections, can perform between
600 and 700 per year. With the present complement of 1.2 FTE inspectors, to
achieve a 7-year cycle would require 780 inspections/inspectorlyear. This is
infeasible. Our current cycle performance time is estimated at 7.8 years; adding
one full-time inspector would reduce this cycle to 4.3 years, assuming no other
demands were placed on his/her time.
Interdepartmental Task Force on Code Enforcement Activities
During the September-November 07 period, a series of facilitated meetings took
place involving staff from ten departments. We explored ways to enhance our
code enforcement across departments, particularly looking to address chronic
problem areas and to increase efficiency and productivity. Recommendations
developed for the housing code enforcement program, included the following:
1. Target areas for more intensive code enforcement
2. Establish a "chronic offenders" program, involving more frequent
inspections
3. Adopt more aggressive enforcement actions regarding "problem
properties"
4. Increase acquisition/condemnations of problem properties
These actions are needed to reduce our chronic property complaints. However,
they are staff time-intensive and, if implemented, will further reduce the time
available to the inspector for performance of the comprehensive `cycle'
inspections. This supports the request for an additional inspector, but causes us
to adjust the realistic cycle time target. A best estimate would be that an
additional inspector will reduce the cycle time to less than five years, but not to
the 4.3 year figure mentioned above.
Funding
Currently, annual dwelling unit license fees are $10 per building and $10 for each
unit in the building. This produces approximately $105 000 in annual revenue.
These fees have been incrementally raised over the 26 year period during which
the housing code enforcement program has operated.
A first-year full-time housing inspector earns $44 200; with benefits, the cost
totals $62 300. Raising both the per-building and per-unit license fee - by $1.00
-produces about $10 000 in annual revenue.
A combination of CDBG and tax funds is recommended to meet the balance of
costs of this position, in the amounts of $20 000 and $32 300, respectively.
Additionally, $3000 will be needed for office equipment and furnishings.
Recommendation
The recently-completed Washington Visioning process documented strong
support for increased inspections and enforcement in neighborhood rental
properties. We also consistently receive this message from all of the downtown
neighborhood associations. It is imperative that we reduce the cycle time for
completion of our comprehensive unit inspections program; it is equally important
to respond to the concerns of citizens about the condition of rental housing and
an apparent lack of response to enforcement by some rental property owners.
For these reasons, the Housing Inspector position is recommended for funding in
this fiscal year.
THE CTFY OF
DUB E MEMORANDUM
Masterpiece on the Mississippi
Attachment VI
3 December 07
To: Michael Milligen, City Manager
~-
From: David Ha is, Housing and Community Development Department
Re: Request for Investigator for Section 8 Program
Introduction
The purpose of this memorandum is to request authorization to create the new
position of Investigator for the Section 8 Program in the Housing Department.
Background
The Housing Department's Section 8 Program currently provides housing
assistance to 1077 households. Approximately 35% are elderly or disabled
individuals or heads of household. Over $3.7 million annually is paid to owners
of Dubuque rental properties, using federal (HUD) funds to subsidize the rents of
participants making no more than 50% of area median income.
To qualify, participants are documented by the Housing Department as income-
eligible. In addition, all places of residence for the three years prior to application
are checked, using police department sources. The cost for these criminal
background checks exceeded $5000 during the past fiscal year. Applicants are
disqualified for criminal activities meeting the definition of violent or assaultive
behavior, or for use or distribution of illegal drugs.
As a federally funded program, regulations require that persons living anywhere
in the country are eligible. However, the Housing Commission has promulgated
policies setting preference for admission to persons living in the City of Dubuque
at the time of application. In addition, pre#erence is accorded to the elderly,
persons with disabilities or who are participating in residential programs in
Dubuque ofFering supportive services, such as those provided by Hillcrest and
Maria House.
Discussion
In spite of the Department's rigorous background checks, however, fraudulent
activity can and does occur. This often results from the unauthorized occupancy
of an assisted household by another adult, often a male. These unauthorized
persons, in turn, can often participate in illegal activities which draw unfavorable
attention to the Section 8 Program. Other fraudulent practices include non-
reporting of income and failure to use the assisted unit as the principal place of
residence.
Investigator request
Proposed is creation of a Section 8 Program Investigator position. The purpose
of the investigator is to reduce the incidence of fraud committed by program
participants. While we continually respond to complaints of fraud or tenant non-
compliance in assisted units, because caseworkers handle 350+ family case
loads, they have insufficient time to conduct the painstaking research and
documentation needed to bring cases of misconduct to closure. As program
participants' rights are protected according to federal regulations, we must do a
thorough job in assembling the evidence needed to terminate benefits. This is
time-consuming and detail-oriented work, involving contacts with many other
service agencies as well as continuous communication with the COP unit
officers.
The Investigator would be a Corporal in the Police Department assigned to the
Community Oriented Policing Unit. Additional one-time costs of $4000 would be
required to equip an office at the Housing Department's Federal Building facility.
Funding
Funds for the position would be paid by the Section 8 Program. However, as
operating revenues provided by HUD are not sufficient to incur this additional
cost, administrative reserves would be utilized for this purpose. This means that
available funds would be exhausted over time, as the reserves would be
depleted by the recurring annual expense of the position. It is estimated that this
would occur in five years, were no other operational costs assessed against the
current reserves balance.
Recommendation
The Section 8 Program plays a significant role in providing for a quality of life for
our City's lowest-income persons and families. In most cases, participants utilize
the program for assistance at a time in their lives when other resources are
unavailable to them. For our non-elderly and non-disabled participants, we
estimate that average length of time on the program is less than three years.
As with most social service programs, a small segment of participants do abuse
the system and bring discredit upon it. To continue to administer this program in
a way that assists its beneficiaries while respecting the rights of property owners
and residents of our neighborhoods, we must reduce the incidence of fraud
associated with the actions of that small segment. For this reason, the
Investigator position is recommended for funding in this fiscal year.
~E~oF MEMORANbUM
DUB E
Masterpiece on the Mississippi
November 29, 2007
TO: Michael C. Van Milligen, City Manager Attachment vzz
FROM: Gus Psihoyos, City Engineer .~j~
SUBJECT: Washington Neighborhood Lighting
(Follow-Up to August 23, 2007 Memorandum)
INTRODUCTION
This memorandum is to provide information on the City's lighting standards and
possible upgrade options for the Washington Street Neighborhood.
BACKGROUND
It is the City's policy on street lighting to provide lighting at all public street
intersections. Mid-block lights on public streets are installed where block length
exceeds 600 feet in length or other street purposes (such as a curve in a roadway).
The wattage and mounting height varies by road width, use and area. Typically
residential area lighting has been a 70-watt, high-pressure sodium (HPS) light
mounted on a 20-foot tall metal pole, or 25-foot wood pole.
Variance from the City's lighting standards are considered for those areas where it
will contribute substantially to the efficiency, safety (not security), and comfort of
vehicular or pedestrian movements. Also, traffic volumes, accident rates, speed,
roadway geometrics, type and density of development are also important factors for
additional light installation.
Often citizens feel that there is a need for additional lighting for security reasons or to
light an alley. In such cases, it is a neighborhood decision if a private light is rented
from Alliant Energy. This monthly rate is then charged to one of the property owners
in the neighborhood.
DISCUSSION
What is the lighting standard used in the Washington Street Neighborhood?
Currently in the 44+-block area of Washington Street Neighborhood, there are
approximately 99 light poles (some are owned by Alliant Energy, some are owned by
the City of Dubuque) and these vary from 70 watts to 400 watts. (Note attachment A.)
What are options and the associated cost to increase that standard?
What are options and the associated cost to increase that standard?
Current initiative: Increase the wattage of all the existing lamps to a minimum of 100
watts
~ I - Lamp energy unit cost upgrade: $0.34 per month
`, ~`~' - Total Lamp Replacement (Based on 34 lights oin from 70 to 100 watt
9 9
Lamps): $11.56
- Consideration: Alliant will not charge for wattage increase since, as of June,
2007, their minimum wattage charge is 100 watts. The City will be paying the
100-watt rate for all of its 70-watt bulbs in the system. The charge shown
above is basically an energy rate change. This should improve the lighting in
the areas where there are currently 70-watt lamps.
~L Option 1: Add 100-watt lights mid-block at alley ends (Note attachment B).
i
~E~c~~t~
I ~ ~ ~~ 1 - Lamp unit cost: $5.26 monthly lamp charge, plus a $7.38 monthly pole charge
~~\"~^~ for each new pole needed.
~(,/' ~ Total monthly charge (Based on 39 Lamps and assuming one lamp charge
~. ~ ~ ~ and 2 pole charges per lamp added): 39 x (5.26 + 7.38+7.38) _ $780.78
('~ additional monthly charge.
If this option is chosen, the actual light and pole locations are determined by
Alliant which will affect the total monthly cost, therefore, the current estimate is
$780.78 per month for the additional 100-watt lighting; the actual cost would
be determined by the Alliant design.
- Advantages: Lighting will be more evenly distributed. (There would be no
upfront City cost for the installation of this Option if the City has Alliant install
these poles)
- Concern: Pole and wire clutter.
Option 2: In addition to option 1 (39 lamps), add 37 lights along North/South streets
+,,~~ .~ ~, r~ mid-block. Total of Option 1 and 2 is 76 lights. (Note attachment C)
I ~-) ~~_ - Lamp unit cost: $5.26 monthly lamp charge, plus a $7.38 monthly pole charge
~ M~;~ (n.,- for each new pole needed.
~~S' ~ ~ \~'- - Total monthly charge (Based on a total of 76 Lamps and assuming one lamp
~ char a and two ole char es er lam added 76 x 5.26 + 7.38+7.38
j. ~, c~`;~~1 $1521.52 additional monthly charge.
~~ ~~~ V~'~i.'
0., ~~ ~~ er~~
If this option is chosen, the actual light and pole locations are determined by
Alliant which will affect the total monthly cost.
Therefore, the current total estimate is $1521.52 per month for additional 76
100-watt lights; the actual cost would be determined by the Alliant design.
Advantages: Lighting will be more evenly distributed. (There would be no
upfront City cost for the installation of this Option if the City has Alliant install
these poles)
- Concern: Pole and wire clutter.
Engineering considered installing City-owned lights in this neighborhood, but since
this area is afully-developed older neighborhood, new underground utilities and
poles would be extremely difficult and costly. Alliant Energy also has instituted new
requirements that any new City-owned lights be metered (each meter pedestal is
about $350 to install). Also, the installation cost for each new City-owned light with
associated underground wiring is estimated to be approximately $7,500 to $9,000 per
location, therefore the cost to install City-owned lights would be approximately
$600,000 to $700,000. Alliant, under Option 1 or 2, will add this additional lighting on
wooded poles through separate monthly lamp and pole charges without the need for
a meter and no City upfront cost.
ACTION TO BE TAKEN
This memorandum is for informational purposes. If it is desired to pursue one of the
referenced options or if further information is needed, please contact me.
cc: Jenny Larson, Budget Director
David Harris, Housing & Community Development Director
David Ness, PE
Attachs.
Attachment A: Currently Washington Neighborhood lighting
Attachment B: Additional lights mid-block alley lighting
Attachment C: Additional lights mid-block street lighting
F:\USERS\Ischluet\GUS\MEMO\MVM Memos\Washington Neighborhood Lighting 11-30-07.doc
Dubuque
"I"HE CITY ~F
---~+r..
~~~~ ~-~+, ~ -AmerieaC'
Masterpiece c~r~ the Mississippi
2007
TO: Michael C. Van Milligen, City Manager_ Attachment VIII
FROM: Don Vogt, Public Works Directorc~
SUBJECT: Green Alley Pilot Program
DATE: December 6, 2007
INTRODUCTION
The purposes of this memorandum are to provide information and recommend your
consideration of a "Green Alley" Pilot Program for Dubuque.
BACKGROUND
The use of permeable pavement to absorb and filter stormwater is not new. The City of
Phoenix, Arizona paved a mile of urban highway with permeable, water-absorbing
pavement over twenty years ago to test the concept - in large part to avoid the cost of
installing a storm sewer under the highway. That section of highway is still in use today,
in good condition, and still absorbing stormwater. The City of Chicago recently tested
the concept by paving a number of its alleys with three different types of permeable,
hard-surface materials. Chicago has the most alleys of any city in the world, with 1,900
centerline miles. Like Dubuque's alleys, the vast majority do not have storm sewers
underneath them. As a result, Chicago's 3,500 acres of paved, previously-impermeable
alleys would always shed stormwater onto adjacent properties, sometimes flooding
nearby basements. Chicago also had a problem with alley stormwater that did find its
way to storm sewers under nearby streets, where it often could not enter already-
overloaded storm sewers and exacerbated street flooding. Chicago has stated that its
Green Alley Program is an opportunity to convert a substantial part of its infrastructure,
that was part of its stormwater management problem, into part of its stormwater
management solution. To date, Chicago has been very happy with its Green Alley
Program and plans to expand it in the future to more neighborhoods.
DISCUSSION
The reasons cited for using permeable pavement and constructing "green alleys" are
the same, no matter whether the city is Phoenix, Chicago, or Dubuque. First and
foremost, permeable pavement alleys can absorb and filter up to 80% of the rainwater
falling onto them. This is especially important to neighborhoods prone to periodic
flooding, where there are no storm sewers under the alleys and nearby storm sewers
r
1 ~
under the streets tend to be unable to handle all the water draining towards them.
Secondly, green alleys not only absorb, filter, and recycle rainwater into clean
groundwater, they are usually constructed with materials that include recycled concrete
aggregate, recycled asphalt, and recycled tires. Finally, green alleys have been found
to engender neighborhood and community pride, often fostering additional sustainable
practices on adjacent properties, including the installation of green roofs, rain gardens,
vegetated stormwater swales, and the use of permeable pavement in private property
driveways and patios.
Street and Sewer Maintenance Supervisor John Klostermann and I have not only been
consulting with City staff regarding this proposal, but also staff at the Iowa State
University's Center for Transportation and Research and Iowa State University's
National Concrete Pavement Technology Center. All have been very supportive
regarding this initiative. Their collective counsel included the following
recommendations: Pave two to four blocks of green alleys as part of a pilot program -
half with permeable asphalt and half with permeable concrete -then evaluate and
compare their performance over ensuing years; the green alleys must be relatively flat,
in order to retain and then absorb water; the green alleys should be in neighborhoods
with small yards and a disproportionately large percentage of impermeable surfaces,
including roofs, streets, driveways, and sidewalks, where they would prove to have the
most beneficial impact; a relatively porous base and subsoils, such as sand and/or
gravel, should underlie the alleys under consideration, so that the water absorbed by
the permeable pavement is not blocked immediately underneath by heavy soils such as
clay; and, the green alleys should be in neighborhoods where there is a history of
stormwater problems, including basement, street, and yard flooding.
Based on the above recommendations and parameters, I request your consideration of
hiring qualified contractors to pave two blocks of alleys with permeable asphalt and two
blocks of alleys with permeable concrete next summer. The alleys that best fit the
above parameters lie between 14t", 24tH White and Elm Streets. For next year's
proposed pilot program, I recommend paving the alleys between 16tH 20tH Washington,
and Jackson Streets. The Engineering Department has estimated the cost of the
project to be $182,000. Housing and Community Development Director David Harris
has informed me that, given the recommended location, up to $115,000 of Community
Development Block Grant funds could be made available for the pilot program.
ACTION STEP
Your consideration and endorsement of the Dubuque Green Alley Pilot Program is
requested.
CC: Gus Psihoyos, City Engineer
David Harris, Housing and Community Development Director
Attachment X
City of Dubuque, Iowa
Final Report
Interdepartmental Task Force on
Code Enforcement Activities
November 1, 2007
Facilitated bv:
Jeff Schott
Institttte of Pttblic Affairs
University of Iowa
CITY OF DUBUQUE, IOWA
FINAL REPORT
INTERDEPARTMENTAL TASK FORCE ON
CODE ENFORCEMENT ACTIVITIES
NOVEMBER 1, 2UU7
Mission
On September 6, 200'7, City Manager Michael C. Van Milligan convened a meeting of
various city departments to discuss ways to enhance the city's code enforcement efforts.
At that meeting, amulti-department task force was established to accomplish the
following mission:
To identify and develop initiatives, programs, processes and resource needs to
enhance City of Dubuque code enforcement activities.
Appendix A lists the participants in the initial September 6 meeting and the members of
the interdepartmental task force.
Process
The City Manager requested the Institute of Public Affairs (IPA) of the University of
Iowa to organize and facilitate a process that involved the following steps (work products
resulting from the steps are included in the referenced appendices):
Identify general purpose/task/mission of committee.
o Identify expectations of committee members .
o Assure communication (two-way) to deparhnent personnel regarding
committee activities/actions.
Identify specific activities/aspects of code enforcement to be evaluated by the
committee (Appendix B).
For each activity/aspect of code enforcement, identify under the current system
(Appendix C):
o Strengths
o Weaknesses/Constraints
o Trends
o Opportunities
o Threats
2
• From foregoing analysis, identify issues or problems to be addressed. For each
issue or problem, identify potential initiatives/programs/processes/resource needs
to address the issue or problem (Appendix D).
• Select recommended initiatives/programs/processes/resource needs.
• Preparation of final report.
Recommended Initiatives/Pro~rams/Processes
The following initiatives/programs/processes were recommended by the committee to be
implemented to enhance City of Dubuque code enforcement activities:
OVERALL ISSUES
COMMUNICATION/COORDINATION/INFORMATION TECHNOLOGY
1. All departments involved in code enforcement should utilize Incident Tracking
System software.
a. Provide training to appropriate departments and employees, including:
i. Training on use of software and its applications,
ii. Training on applicable enhancements,
iii. Training on application of data for program/management analysis.
2. Explore whether Incident Tracking System can interface better with other
department data bases.
a. Explore whether Permits Plus software can interface with Incident
Tracking System to enhance interdepartmental coordination and
communication.
3. Reinstate weekly inter-department tele-conferencing coordination meetings
including Health, Planning, Solid Waste, and Housing Departments. Include
other departments on an as-needed basis
4. Require licensing or registration of businesses so that departments have accurate
and current information regarding business/property ownership and contact
information. Licenses may or may not have a fee associated with them.
CUSTOMER SERVICE
1. Establish centralized call-in center to receive citizen complaints/calls for service.
a. If call-in center is not established, provide information regarding which
departments/phone numbers to contact regarding specific code
enforcement issues to citizens. Publicize through newsletters, web site,
neighborhood association meetings, and similar sources.
2. Assure that current city policy regarding handling of citizen complaint calls is
consistently implemented in all departments.
3
3. Provide information to citizens regarding reasons and processes for code
compliance through newsletters, web site, neighborhood association meetings,
and similar sources. Areas of emphasis include: littering, dead animal removal,
illegal dumping, illegal burning, placement of hazardous materials in the trash,
illegal depositing of materials (snow, grass clippings) in street, tracking of mud
onto city streets from construction sites, and rental housing codes.
4. Make presentations at meetings of neighborhood associations, landlord
associations, tenant associations, school districts, colleges, homebuilders
associations, Chamber of Commerce, and similar stakeholders regarding any
changes to code enforcement being made.
5. Provide more complete informational materials to new residents regarding
Dubuque services and rules, especially regarding trash collection and recycling.
STAFFING/TR.AINING
1. Prepare a list showing which departments handle which types of functional
complaint. Distribute the list to all call takers, line employees, and supervisors in
all departments handling or potentially handling citizen complaints/calls for
services.
2. Establish inspection outcomes (for example, all rental units inspected within X
years, all commercial/institutional properties inspected every Y years) expected
for all departments involved in code inspection. Determine staffing levels
necessary to accomplish inspection outcomes. Develop staffing plan with
priorities to meet identified needs.
a. Involve citizens/stakeholders in developing outcome measures.
3. Implement IT/wireless applications to enhance inspectors' productivity and
provide more field inspection time by reducing "paperwork."
4. Train front line "field" employees to work with citizens to encourage voluntary
code compliance; include this function in applicable job descriptions.
Train employees who are "in the field" on key code compliance concerns (e.g.,
illegal dumping in storm sewers); provide digital cameras so that designated
employees can document violations that they observe.
a. Consider training and using employees on "restricted duty" to enhance "in
the field" inspection/enforcement of certain designated code enforcement
activities.
6. Provide training to departments/employees to achieve more consistency in
departmental policies and procedures regarding key processes of code
enforcement, including:
a. Training on Dubuque's Nuisance Ordinance, enforcement/abatement
processes, public vs. private nuisances,
b. Notification of violators -serving of notice,
c. How much time to give violators for compliance,
4
d. Follow-up/enforcement actions,
e. Training in municipal infractions process.
7. Establish on-going customer service/code enforcement training program.
PROCESS/POLICY
1. Target areas for more intensive code enforcement but recognize:
a. Targeting specific areas requires additional resources/staffing so as to not
negatively impacting performance levels city-wide,
b. Requires multi-department application/coordination,
c. Develop criteria by which areas would be evaluated for more intensive
code enforcement.
2. All departments should require complete set of detailed building plans before
processing applications.
3. Develop program for communication/coordination with institutions (e.g. colleges)
regarding key code enforcement issttes.
4. Establish or take advantage of current ordinance provision that allows for fees to
be charged for multiple re-inspections of properties.
5. Continue those programs/services identified as `strengths" in Appendix C.
6. Review all recommendations/proposals six months after implementation (and
periodically thereafter) to assure they are meeting their intended purpose; modify
as needed.
Amend housing ordinance to allow fees to be charged for "no-show" inspections.
We talked about this at the last meeting; this is an increasing problem for
inspection productivity, as landlords cancel or don't show for scheduled
inspections.
FUNCTIONAL AREAS
"PROBLEM PROPERTIES"
1. Develop and implement "Chronic Offenders Ordinance" (in process).
2. Develop and implement "Crime Properties Ordinance" (in process).
3. Utilize weekly inter-departmental coordination meetings to focus on status of
"problem properties" code compliance (see Communication/Coordination #3).
4. Consolidate monthly "Problem Property" and Historic Preservation Commission
Property Task Forces into "Property Enforcement Teams," to meet on monthly
basis.
5. Determine political will and support for aggressive enforcement actions regarding
"problem properties:"
a. Council/Manager
b. Neighborhood groups
c. Landlord associations
d. General public
6. Submit budget proposal to increase funding to acquire/condemn additional
"problem properties" in FY 08-09.
7. Undertake Process Improvement methodology to evaluate, improve and shorten
code enforcement process.
ADA ISSUES
1. Provide additional training for inspectors.
ILLEGAL BURNING
1. Authorize on-duty firefighters to issue citations regarding illegal burning
violations, especially on weekends and evenings (in process).
ILLEGAL DEPOSITING OF MATERIALS (GRASS, SNOW, ETC) IN STREET/
ILLEGAL DUMPING/LITTERING
1. Authorize designated employees of appropriate departments (including Public
Works and Leisure Services) to issue municipal infractions.
JUNK-PRIVATE PROPERTIES
1. Use Public Works Department to clean up if private contractors not available.
LICENSES/PERMITS-FAILURE TO OBTAIN
1. Increase penalties for failure to obtain license/permit.
2. Require Building Permit card to be prominently displayed on exterior of structure
for which Building Permit has been issued. Any building permit should have a
"complete by" date to give definite violation date. Provide training and
encourage City employees to report building construction activities on sites for
which building permit card is not displayed.
LIQUOR LICENSES
Review policies and procedures regarding processes when project is not complete prior to
Council meeting or when new establishment is under constriction.
NON-PAYMENT OF UTILITY BILLS
1. Institute program of wireless remote meter reading.
BROKEN/INOPERABLE WATER STOP BOXES
1. Institute more aggressive shut-off policy regarding property owners with
unrepaired stop boxes.
NUISANCE TREES (PRNATE PROPERTY)
1. Confirm policy that complaints regarding trees on private property are private
nuisance and not public nuisance, therefore not a City concern.
RENTAL HOUSING INSPECTIONS
1. Establish "chronic offenders" program involving more frequent inspections
(included in "Chronic Offenders Ordinance -see Problem Properties #1).
6
2. Suspend or revoke rental housing license for non-compliance to make
property owners more responsible for their properties.
GARBAGE/TRASH PLACED EARLY/NOT COLLECTED INRIGHT-OF-WAY
1. Reduce time frame for enforcement/abatement of garbage/trash in right-of-
way.
2. Expand use of "chronic offenders/red tag" process for repeat violators.
ILLEGAL SEWER/WATER CONNECTIONS/SEWER LATERAL BREAKS
1. Authorize designated employees of appropriate departments (including Public
Works, Engineering, and Water Departments) to issue municipal infractions
(instead of Health Department).
Resource Needs
The following recommended initiatives/programs/processes are recognized as potentially
requiring resource needs for consideration with respect to the upcoming FY 08-09
budget:
• Establish centralized call-in center to receive citizen complaints/calls for
service.
• Establish inspection outcomes (for example, all rental units inspected within
X years, all commercial/institutional properties inspected every Y years)
expected for all departments involved in code inspection. Determine staffing
levels necessary to accomplish inspection outcomes. Develop staffing plan
with priorities to meet identified needs.
• Implement IT/wireless applications to enhance inspectors' productivity and
provide more field inspection time by reducing "paperwork."
• Establish on-going customer service/code enforcement training program.
• Submit budget proposal to increase funding to acquire/condemn additional
"problem properties" in FY 08-09.
• Undertake Process Improvement methodology to evaluate, improve and
shorten code enforcement process, especially regarding problem properties.
• Institute program of wireless remote meter reading.
Final Comments
It was a pleasure to assist the City of Dubuque with this process of enhancing code
enforcement activities. I was extremely impressed with the level of cooperation and
positive attitudes of the staff involved in this project.
Jeff Schott
Institute of Public Affairs
University of Iowa
November 1, 2007
7
APPENDIX A
CITY OF DUBUQUE
CODE ENFORCEMENT PARTICIPANTS
The following employees participated in the initial meeting. Those marked with an
asterisk continued to participate in the inter-departmental task force.
City Manager's Office
Mike Van Milligan
Jerelyn O'Connor
Jenny Larson
Cori Burbach*
Planning
Melinda Rettenberger
Susan Brennan*
Dave Johnson*
Police
Kim Wadding*
Russ Stecklein*
Finance
Ken Tekippe*
Jean Nachtman
Rick Till
Rose Hoerner (Utility Billing)*
Public Works
Paul Schultz*
Dave Sitzmann
Don Vogt
Teresa Behnke*
Water
Michael Brekke*
Brant Schueller
Ken Metcalf
Chris Kennedy*
Bob Green
Housing
8
David Harris*
Roger Benz*
Tami Ernster
Kathy Lamb
Fire
Dan Brown
Mark Ludescher*
Mike McMahon*
Building
Rich Russell*
Jeff Zasada*
Jean Noel
Legal
Crenna Brumwell*
Health
Mary Rose Corrigan*
Tim Link*
Chris Johnson
Rich Miller
Engineering
Deron Muehring
Jon Dienst
Jane Smith
9
APPENDIX B
ACTIVITIES/ASPECTS OF CODE ENFORCEMENT
ABANDONED VEHICLES/STREET STORAGE ON CITY PROPERTY
Direct: Police
Indirect: Fire, Parking
Consult: Legal
ADA ISSUES
Direct: Building Services, Engineering, Planning, Human Rights
Indirect: Fire, Health, Housing, Neighborhood Development, Parking
Consult: Legal
ALTERNATE SIDE OF STREET PARKIN
Direct: Police
Indirect: Public Works
ANIMALS-LNE
Direct: Police, Legal
Indirect: Health
COMMERCIAL/INDUSTRIAL PROPERTIES-INSPECTIONS OF EXISTING
BUILDINGS
Direct: Fire
Indirect: Building Services, Water
Consult: Legal
CRIME PROPERY ORDINANCE
Direct: Housing, Legal, Police
DUMPING IN STORM SEWERS
Direct: Engineering, Police
Indirect: Fire, Health
Consult: Legal
DUMPSTER PLACEMENT
Direct: Engineering (in ROW)
Indirect: Fire, Police, Public Works
Consult: Legal
10
FOOD ESTABLISHMENTS
Direct: Health
Indirect: Building Services
Consult: Legal
HAZARDOUS MATERIALS (IN TRASH)
Direct: Public Works
Indirect: Fire, Health, Police
Consult: Legal
HISTORIC PRESERVATION
Direct: Building Services
Indirect: Housing, Planning
Consult: Legal
ILLEGAL BURNING
Direct: Fire
Consult: Legal
ILLEGAL DEPOSITING OF MATERIALS (GRASS LEAVES SNOWI IN STREET
Direct: Engineering (Stormwater Management), Police
Indirect: Building Services, Public Works
Consult: Legal
ILLEGAL DUMPING/LITTERING
Direct: Engineering (Stormwater Management), Health, Police
Indirect: Public Works
Consult: Legal
JUNK VEHICLES-PRIVATE PROPERTY &OFF-STREET STORAGE
Direct: Planning, Police (Towing)
Consult: Legal
JUNK/GARBAGE (PRIVATE PROPERTY)
Direct: Engineering (Stormwater Management), Health, Housing
Indirect: Building Services, Public Works (Abatement)
Consult: Legal
JUNKYARD S /SCRAP YARD S
Direct: Planning
Consult: Legal
LEAD PAINT INSPECTIONS
Direct: Housing
Indirect: Health
Consult: Legal
LICENSES/PERMITS-FAILURE TO OBTAIN
Direct: Building Services, Engineering, Health, Housing, Parking, Parks, Police
Indirect: Fire, Water
Consult: Legal
LIQUOR LICENSES
Direct: Police
Indirect: Building Services, Fire, Health
Consult: Legal
NEW CONSTRUCTION-COMMERCIAL/INDUSTRIAL/INSTITUTIONAL
BUILDINGS
Direct: Building Services, Engineering, Fire, Planning, Water
Consult: Legal
NEW CONSTRUCTION-OTHER TYPES
Direct: Building Services, Engineering, Planning
Indirect: Water
Consult: Legal
NOISE
Direct: Health, Police
Consult: Legal
NON-PAMENT OF UTILITY BILLS
Direct: Finance
Indirect: Building Servies, Engineering, Health, Public Works, Water
Consult: Legal
NUISANCE TREES
Direct: Building Serivices, Engineering (Stormwater Management), Fire, Health,
Housing, Parks, Public Works (in ROW)
Consult: Legal
NUISANCES
Direct: Building Services, Engineering, Fire, Heaath, Housing
Indirect: Police, Public Works (abatement)
Consult: Legal ,
PARKING IN FIRE LANE
Direct: Fire, Parking, Police
Indirect: Pulbic Works
Consult: Legal
REMODEL CONSTRUCTION
Direct: Building Services, Fire
Indirect: Health, Housing, Water
Consult: Legal
RENTAL HOUSING INSPECTIONS
Direct: Building Services, Fire, Housing
12
Consult: Legal
RIGHT-OF-WAY PERMITS
Direct: Engineering
Consult: Legal
SEWERS:
ILLEGAL SEWER CONNECTIONS
Direct: Engineering, Health
Indirect: Building Services, Housing, Public Works
Consult: Lega
SEWER CONNECTIONS
Direct: Building Services, Health
Indirect: Engineering
Consult: Legal
SEWER LATERAL BREAKS
Direct: Health, Housing
Indirect: Building Services, Engineering
Consult: Legal
SIDEWALK CAFES
Direct: Engineering
Indirect: Fire, Health
Consult: Legal
SIGNS (PRIVATE
Direct: Building Services, Planning, Public Works
Indirect: Engineering
Consult: Legal
SPECIAL EVENTS
Direct: Parking, Parks, Police, Public Works, City Manager's Office
Indirect: Fire
Consult: Legal
STAGNANT WATER
Direct: Engineering, Health
Consult: Legal
STOCKPILED REFUSE IN ROW
Direct: Public Works
Indirect: Health
Consult: Legal
STORAGE CONTAINERS
Direct: Building Services, Fire
13
Indirect: Engineering
Consult: Legal
STORMWATER MANAGEMENT/EROSION
Direct: Engineering, Water
Consult: Legal
SUBDIVISION DEVELOPMENT
Direct: Engineering, Planning
Indirect: Building Services, Fire
Consult: Legal
SWIMMING POOLS-PRIVATE
Direct: Building Services
Consult: Legal
SWIMMING POOLS-PUBLIC
Direct: Health
Consult: Legal
UNSAFE BUILDINGS
Direct: Buildings, Housing
Indirect: Fire
Consult: Legal
UTILITY SHUTOFFS
Direct: Finance, Housing
Indirect: Fire, Health
Consult: Legal
VACANT COMMERCIAL/INDUSTRIAL PROERTIES
Direct: Building Service
Indirect: Fire
Consult: Legal
VACANT RESIDENTIAL PROPERTIES
Direct: Housing
Indirect: Fire, Health
Consult: Legal
WATER DEPARTMENT:
ACCESS TO METERS
Direct: Finance, Water
Indirect: Building Services
Consult: Legal
INOPERABLE STOP BOXES
Direct: Finance
Consult: Legal
14
SERVICE LINE REPAIRS
Direct: Housing, Water
Indirect: Building services, Engineering
Consult: Legal
WATER METER/BACKFLOW COMPLIANCE
Direct: Building Services, Water
Consult: Legal
WEEDS/TALL GRASS
Direct: Health, Housing
Indirect: Engineering
Consult: Legal
MINOR CODE ENFORCEMENT ACTIVITIES
ANIMALS-DEAD
Direct: Health, Police, Public Works
Consult: Legal
CONNECTION FEES-WATER/SEWER
Direct: Engineering, Finance
Indirect: Building Services, Police, Water
Consult: Legal
FENCES
Direct: Building Services
Indirect: Engineering, Planning
Consult: Legal
FIREWORKS
Direct: Fire, Police
Consult: Legal
15
APPENDIX C
STRENGTHS/WEAKNES SE S/OPPORTUNITIES/THREATS/TRENDS
RELATED TO CODE ENFORCEMENT
ABANDONED VEHICLES/STREET STORAGE-ON CITY PROPERTY
• Vehicles full of garbage (minor trend)
• Prompt attention (strength)
• Complaint-driven, not pro-active (weakness)
• Allow too much time for removal (72 hours)
ADA ISSUES
• Lack of training for all building inspectors (weakness)
• Time consuming (weakness)
• User friendly (strength)
• Inconsistency among departments (weakness)
ALTERNATE SIDE OF STREET PARKING
• Fnistrated violators when they receive ticket and snow plow/sweeper never makes
it to that street (weakness)
• Purpose is to clean streets adequately; more streets need to be added and more
equipment and employees budgeted as in pre-1980s (weakness)
• Signage needs to be changed for shorter alternate periods for sweeping as too
many are posted now (sweeper will never be able to get to all posted streets in
designated time frame) (weakness)
• Weak enforcement & lack of adequate sweeping will contaminate water in Bee
Branch daylighting project and possibly be in violation of Clean Water Act
(threat)
ANIMALS-DEAD
• Quick pickup by Public Works (if in ROW) (strength)
• Property owners want Health to pickup (weakness)
• No weekend help (weakness)
• Sometimes hard to cleanup/dispose of (weakness)
ANIMALS-LIVE
• Well-trained staff, good equipment (strength)
• Effective enforcement and processes (strength)
• Very busy (many wild animal calls) (weakness)
16
• Lack of quick response time. Sometimes, animal is gone when we arrive.
(weakness)
• Evicted people leave pets behind (trend)
• More people owning multiple pets (trend)
• Do we need to limit the number of pets a person household can hold? Do we
require a business license for over x animals?
• Police respond to these calls and have equipment available at the DLEC, which is
sometimes not timely enough.
ASSISTED HOUSING INSPECTIONS
COMMERCIAL/INDUSTRIAL PROPERTIES-INSPECTION OF EXISTING BLDGS
• Difficult to track new businesses; if they don't take out building permit we don't
know they've opened (weakness)
• Need to coordinate with Fire/Building on changes in occupancy requirements
• Need regular inspections (weakness)
CONNECTION FEES-WATER/SEWER
CRIME PROPERTY ORDINANCE
• Needs tweaking to be more applicable and effective
• Very useful for police. Upgrade in progress.
DUMPING IN STORM SEWERS
• Often called after fact (weakness)
• Violates BMP's and stormwater plan (trends)
• 16th St Detention Basin has filled with materials and sediments that will test as
toxic when scheduled to be removed for landfill disposal, causing significantly
higher tipping fees and transportation costs for taxpayers.
FENCES
FIREWORKS
FOOD ESTABLISHMENTS
• Local program; enforcement process outlined by State Code & rules (strength)
• Increased workload/number of establishments (weakness)
• Growth and many ownership changes (trends)
• Education of operators (opportunities)
• State mandates (threats)
HAZARDOUS MATERIALS IN TRASH
• Most serious problems & volumes under control (strength)
• More promotion needed for overlooked items buried in trash
HISTORIC PRESERVATION
• Enforcement issues (weakness)
17
ILLEGAL BURNING
• Difficult to catch violators (weakenss)
• Educate on alternative disposal for items wanting to be burned (opportunities)
• Possibly allow 2 wk burning period (threat)
• More enforcement needed; burning is evident in most neighborhoods, especially
in fall (weakness)
• How many citations issued?
• The seriousness of related health concerns is not grasped by the public (weakness)
ILLEGAL DEPOSITING OF MATERIALS (GRASS SNOW, ETC) IN STREET
• Difficult to catch offenders (weakness)
• In lieu of paying for yard waste disposal, people look for other places to dispose
of it (trend)
• Strong promotion enforcement needed
• Customers who bag yard waste complain about cheaters who blow into the street
• How many citations issued in last 12 months?
• No real progress seen in controlling mud in streets eroding from residential
building sites and trucks tracking it into streets; BMP needs to be used (weakness)
ILLEGAL DUMPING/LITTERING
• New organization formed this year: Keep Dubuque County Clean & Green- pilot
state-wide program. Anti-littering billboards and hotlines promoted (strength)
• Needs more police enforcement
• Recognition & awards available to enforcement personnel
• How many tickets written in last year?
ILLEGAL USES-ZONING VIOLATIONS
JUNK VEHICLES-PRIVATE PROPERTY
• Keep complainant informed of process, status of complaint, outcome (strength)
• Communication w/ violator to resolve problem quickly (strength)
• Send written notice and order to owner in simple English to avoid
misunderstandings (strength)
• Timely follow-up to ensure compliance w/ specified timeline (strength)
• Will issue citation if violator does not comply within reasonable time (strength)
• Obtain continuing Court Order to quickly resolve subsequent violations for some
infractions (strength)
• Some violations take longer to resolve due to appeal process, special exceptions,
Court continuances, etc. (weakness)
• Some take longer due to lack of info about property owner/occupant
• Varied nature of violations, severity of offenses, cooperation of violator and
complainant means that you can't apply one process to all situations
JUNK-PRIVATE PROPERTIES
• Process works if it's followed (strength)
• Multiple departments working on this; inconsistency in enforcement (weakness)
18
Who will clean up problems on private property? What is junk vs treasures?
(weakness)
More foreclosures (trend)
Refusal to pick up certified mail (trend)
• More informing, enforcement & staff needed
LICENSED JUNKYARDS/SCRAPYARDS
• Consistency in enforcement (strength)
• Standard procedures applied uniformly (strength)
LEAD PAINT INSPECTIONS
LICENSES/PERMITS-FAILURE TO OBTAIN
• Behind in data entry, mistakes in data entry/records (weakness)
• Difficult to police (weakness)
• More people not getting proper permits; decreasing revenue (trend)
• Pet owners trying to circumvent system (trend)
• Effectiveness (animals): Don't license impounded. We give animal back because
people license them. Process needs to be modified.
• Many unlicensed rentals; databases need to be integrated between Utility Billing,
Housing, Solid Waste, Assessor, & made available through GIS.
LIQUOR LICENSES
• 2 City Council meeting per month; oftentimes project is not complete prior to
Council mtg (weakness)
• Approve before construction is complete/Code is met (trend)
• Violations are not corrected or plans are not followed if license is approved prior
to completion (threat)
NEW CONSTRUCTION-ALL OTHER TYPES
• Permits late/not at all. No inspections called for (weaknesses)
• Green City Initiative (opportunity)
• More inspections needed (weakness)
NEW CONSTRUCTION-COMMERCIAL/INDUSTRIAL/INSTITUTIONAL BLDGS
• Green City (opportunity)
NOISE
• Code limits times for various noises (strength)
• Lack of scientific expertise to mediate (weakness)
• Difficult to enforce if not present (weakness)
• Neighbors use noise complaints to retaliate on zoning, new bldgs, etc (trend)
NON-PAYMENT OF UTILITY BILLS
• Ability to put service in landlord's name after tenant becomes delinquent
(strength)
• Landlords don't always cooperate (weakness)
• No outdoor meter access (weakness)
19
• Broken/inoperable stop boxes (weakness)
• Process of civil citations, etc. very time-consuming (weakness)
• Hire company to repair stop box, shut it off, and refuse service until balance is
paid (opportunity)
• Assess amount of repairs to property tax (opportunity}
• Need to try something different with landlords & tenants
• Special solid waster services refused (Large Item Collection) if bills are not paid
to current. This takes up significant time for Public Works staff. (weakness)
• Most IA municipal utilities require a deposit under certain circumstances; this
may help cut our losses especially from renters moving out (trend)
• Water shut-offs appear to be used more assertively in other IA municipalities to
reduce past-due balances and reduce long-term costs to good paying customers
(trend)
NUISANCE TREES
• Time commitment is large & expensive; expensive to remove/trim (weakness)
• Not tree expert (weakness)
• Often need professional survey to determine ownership (weakness)
• More & more complaints (trends)
• Private matter (opportunities)
• Expectations that City needs to solve health/safety issue between property owners
(threat)
• We can't/don't want to be involved. Ordinance being tweaked.
NT JT4 ANC"F.4
• Current ordinance (strength)
• Impossible to define (weakness)
• More foreclosures (trend)
• Everything is a health/safety hazard (trend)
• Abatement is handled in a timely manner (strength)
PARKING IN FIRE LANE
• Police response is good on alley blockage for garbage collection
POLLUTION-AIR
• IDNR (strength)
• Need IDNR to investigate; local staff not qualified to inspect (weakness)
POLLUTION-WATER
• Need IDNR to investigate (weakness)
REMODEL CONSTRUCTION
• We can address ADA. We need more stringent time frames.
RENTAL HOUSING INSPECTIONS
• We can adjust standards to require better maintenance
• Need to revoke some licenses and inspect more often
20
SEWERS:
• Coordination of multiple dept. records (weakness)
• Lack of accurate records (weakness)
ILLEGAL SEWER CONNECTIONS
• Multiple depts. enforcing (trend)
• Public Works enforce (opportunities)
SEWER CONNECTIONS
• More sewer connections (strength}
• Expensive for citizens (weakness)
SEWER LATERAL BREAKS
• Health enforces based on information from Public Works (weakness)
• Health does enforcement for correction (trend)
SIGNS (PRIVATE)
• Never-ending removal process
STAGNANT WATER
• Community education (strength)
STOCKPILE REFUSE IN ROW
• Improvements being made (strength)
• Biggest problems during college move-ins and move-outs (trend)
• New tenants require significant education (opportunity).
STORAGE CONTAINERS
• Has cleaned up community, 99% compliance (strength)
• May eliminate all containers (trend)
STORMWATER MANAGEMENT/EROSION
• The importance of these management issues and relevant laws must be promoted
and enforced.
• How many citations issued in last year?
STREET TREES
• Little staff to enforce/educate community (weakness)
SUBDIVISION DEVELOPMENT
• Development rules i.e. grass & mud upkeep) (weakness)
SWINIMINGPQOLS-PUBLIC
• Effective enforcement program through contract w/ IDPH (strength)
• Emerging infectious diseases & existing bather behavior (threat)
UNSAFE BUILDINGS
21
• Safer community (strength)
• Slow process (weakness)
• Fire dept access (opportunity)
• Need more inspections, tighter schedules
UTILITY SHUT-OFFS
• Need greater compliance
• Need to consider deposits, maybe only in property owner's name if x number of
problems w/ tenants
• Ability to put service in landlord's name after tenant becomes delinquent
(strength)
• Landlords don't always cooperate (weakness)
• Broken/inoperable stop boxes (weakness)
• Need to be enforced more assertively for non-payment as seems to be practice in
other IA communities (trend)
VACANT COMMERCIAL/INDUSTRIAL PROPERTIES
• Will help clean up community (strength)
• Difficult to define, many gray areas, slow process (weakness)
VACANT RESIDENTIAL INSPECTIONS
• Can't determine if foreclosure or owner (weakness)
• Need to be more active in purchasing or condemning
WATER DEPT:
ACCESS TO METERS
• Consistency among departments -Communication.
INOPERABLE STOP BOXES
• Consistency among departments -Communication.
SERVICE LINE REPAIRS
• Consistency among departments -Communication.
WATER METER/BACKFLOW COMPLIANCE
• Consistency among departments -Communication.
WEEDS/TALL GRASS
• Ordinance & written procedures (strength)
• Effective process by Health Dept (strength)
• Rentals & vacant abandoned buildings (weakness)
• No length limit makes it subjective & some complaints/disagreements w/
judgments (weakness)
• Large fields/lots, areas on edge of farmland, steep hillsides (weakness)
• Rainy months (weakness)
• Half cut areas (weakness)
22
• Unable to find contractors to cut because of insurance premiums requirements
(weakness)
• Subdivisions: developers don't cut lots or follow covenants (weakness)
• City-owned properties, IDOT properties (weakness)
• Inconsistent enforcement (weakness)
• State Code for notification/publication (weakness)
• More foreclosed properties (trend)
• Citizens want quick action/resolution (trend)
OVERALL ISSUES
• Inspectors need more better backing from upper management. Difficult to
enforce code without backing.
• Tracking
• Communication
• More smoothly run process
• Consistency
• Inspections
• Public knowledge: many initial complaints are directed to police and then referred
to proper enforcement agencies.
• Prioritize code areas with greatest problems or with potential for greatest impact
• Incidents need to be logged into Incident Tracking by all departments that can
help contribute to an understanding of the problems and past actions taken at
problem locations.
• Most chronic issues relate to low-income rental properties, their landlords and
tenants. Behavior change, not just education is needed.
• Increased street sweeping is needed to help maintain sanitation, care for
downtown environment, and help improve perceived quality of life in some
neighborhoods.
• College students are another demographic that are involved in a number of
chronic code enforcement areas.
• What do otir citizens/stakeholders see as the greatest code enforcement problems?
Would a survey be appropriate?
23
APPENDIX D
POTENTIAL INITIATIVES/PROGRAMS/PROCESSES/RESOURCE NEEDS
TO ADDRESS PRIORITY POLICIESISSUES/PROBLEMS/WEAKNESSES
OVERALL ISSUES
COMMUNICATION/COORDINATION/INFORMATION TECHNOLOGY
• All departments involved in code enforcement to utilize Incident Tracking System
software
o Provide training to appropriate departments and employees, including:
^ Training on use of software and its applications
^ Training on applicable enhancements
^ Training on application of data for program/management analysis
• Reinstate weekly inter-department tele-conferencing coordination meetings
including Health, Planning, Public Works, and Housing Departments -
include other departments on an as-needed basis
• Designate a staff person to monitor the status of code enforcement activities to
assure appropriate department(s) are following through, assure inter-
departmental coordination, collect and manage overall data collection and
analysis related to code enforcement
• Explore whether Incident Tracking System can interface better with other
department data bases
• Adopt ordinance requiring licensing of businesses so that departments have
accurate and current information regarding business/property ownership
and contact information
CUSTOMER SERVICE
• Establish and emphasize policy that departments taking calls from citizens will
take the necessary information from the citizen and be responsible for forwarding
the information to the appropriate department for action (as opposed to telling the
citizen to contact the appropriate department)
• Establish policy to notify complainants (who provide names and phone number or
e-mail address) with periodic updates regarding the status of their case.
Establish centralized call-in center (311?) to receive citizen complaints/calls for
service.
• Provide information regarding which departments/phone numbers for citizens to
contact regarding specific code enforcement issues. Publicize through
newsletters, web site, neighborhood association meetings, and similar sources.
24
Provide information to citizens regarding reasons and processes for code
compliance through newsletters, web site, neighborhood association rr~eetings,
and similar sources. Areas of emphasis include: littering, dead animal removal,
illegal dumping, illegal burning, placement of hazardous materials in the trash,
illegal depositing of materials (snow, grass clippings) in street, tracking of mud
onto city streets from construction sites, rental housing codes
• Make presentations at meetings of Neighborhood Associations, landlord
associations, tenant associations, Chamber of Commerce, and similar stakeholders
regarding any changes to code enforcement being made.
• Provide informational materials to new residents regarding Dubuque services and
rules, especially regarding issues such as trash collection
STAFFING/TRAINING
• Prepare a list showing which departments handle which types of fiinctional
complaint. Distribute the list to all call takers, line employees, and supervisors in
all departments handling or potentially handling citizen complaints/ calls for
services
Establish inspection outcomes (for example, all rental units inspected within X
years, all commercial/institutional properties inspected every Y years) expected
for all departments involved in code inspection. Determine staffing levels
necessary to accomplish inspection outcomes. Develop staffing plan with
priorities to meet identified needs.
o Involve citizens/stakeholders in developing outcome measures
• Implement IT/wireless applications to enhance inspectors' productivity and
provide more field inspection time by reducing "paperwork"
• Train front line employees to work with citizens to encourage voluntary code
compliance
• Train employees who are "in the field" on key code compliance concerns (e.g.,
illegal dumping in storm sewers); provide digital cameras so that employees can
document violations -that they observe.
• Provide training to departments/employees to achieve more consistency in
departmental policies and procedures regarding key processes of code
enforcement, including:
o Training on Dubuque's Nuisance Ordinance, enforcement/abatement
processes, public vs. private nuisances
o Notification of violators -serving of notice
o How much time to give violators for compliance
o Follow-up/enforcement actions
o Training in municipal infractions process
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PROCESS/POLICY
• Target areas for pro-active more intensive code enforcement but recognize:
o Targeting specific areas requires additional resources/staffing without
negatively impacting performance levels city-wide
o Requires multi-department application/coordination
• All departments to require complete set of building plans before processing
applications.
• Clarify policies pertaining to issuance of enforcement actions (municipal
citations) versus seeking voluntary compliance
• Develop program for communication/coordination with colleges regarding key
code enforcement issues
FUNCTIONAL AREAS
"PROBLEM PROPERTIES"
• Develop and implement "Chronic Offenders Ordinance"
• Utilize weekly inter-departmental coordination meetings to focus on status of
"problem properties" code compliance (see Communication/Coordination)
• Continue monthly "Problem Property" and HPC Property Task Forces
• Determine political will and build political support for aggressive enforcement
actions regarding "problem properties
o Council/Manager
o Neighborhood groups
o Landlords
o General public
• Submit budget proposal for funding to acquire/condemn "problem properties"
in FY 08-09 (or per year)
• Issue citations on a daily or continuing basis ("each day a violation") regarding
"problem properties"
• Educate decision-makers and public regarding issues/obstacles/time frame
involved due to state laws and due process with regard to code enforcement of
"problem properties"
• Undertake Process Improvement/LEAN methodology to evaluate, improve and
shorten code enforcement process
ADA ISSUES
• Provide additional training for inspectors
ILLEGAL DUMPING IN STORM SEWERS
• Provide training and encourage city employees to report any instances of illegal
dumping in storm sewers they may observe in the City.
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ILLEGAL BURNING
• Authorize on-duty firefighters to issue citations regarding illegal burning
violations, especially on weekends and evenings (in process)
ILLEGAL DEPOSITING OF MATERIALS (GRASS, SNOW ETC) IN STREET
• Authorize employees of appropriate departments (including Public Works) to
issue citations
ILLEGAL DUMPING/LITTERING
• Authorize employees of appropriate departments (including Public Works) to
issue citations
JUNK-PRIVATE PROPERTIES
• Identify private contractors who can provide clean-up services regarding junk on
private properties, especially large quantities
• Use Public Works Department to clean up if private contractors not available
LICENSES/PERMITS-FAILURE TO OBTAIN
• Increase penalties for failure to obtain license/permit
• Require Building Permit card to be prominently displayed on exterior of stricture
for which Building Permit has been issued; provide training and encourage city
employees to report building construction activities on sites for which building
permit card is not displayed.
LIQUOR LICENSES
• Review policies and procedures regarding processes when project is not complete
prior to Council meeting or when new establishment under construction
NON-PAYMENT OF UTILITY BILLS
• Increase special fee for properties without outside meters (no outdoor meter
access)
• Institute program of wireless remote meter reading
BROKEN/INOPERABLE WATER STOP BOXES
• Hire private company to repair stop box, shut it off, and refuse service until
balance is paid
• Institute more aggressive shut-off policy regarding homeowners with unrepaired
stop boxes
NUISANCE TREES (PRIVATE PROPERTY)
• Confirm policy that complaints regarding trees on private property are private
nuisance and not public nuisance, therefore not a city concern
RENTAL HOUSING INSPECTIONS
• Establish "chronic offenders" program involving more frequent inspections
• Take advantage of current ordinance provision that allows for fees to be charged
for multiple re-inspections of rental property
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Revoke rental housing license for non-compliance to make property owners more
responsible for their properties
Require education/training regarding Housing Code and other city requirements
in order for landlords to obtain housing license
GARBAGE/TRASH PLACED/NOT COLLECTED 1N RIGHT-OF-WAY
• Reduce time frame for enforcement/abatement of garbage/trash in right-of--way
• Establish "chronic offenders" process for repeat violators
• Increasing inspection requirements (Vacant & Abandoned Buildings, lead paint,
storm water management -leads to more extended period for conducting regular
inspections (weakness)
ILLEGAL SEWER/WATER CONNECTIONS
• Authorize employees of appropriate departments (including Public Works) to
issue citations
• Public Works to enforce illegal sewer connections (instead of Health Dept.)
SEWER LATERAL BREAKS
• Authorize employees of appropriate departments (including Public Works) to
issue citations
• Public Works to enforce (instead of Health Dept.)
VACANT RESIDENTIAL INSPECTIONS
• Need to be more active in purchasing or condemning
WEEDS/TALL GRASS
• Amend ordinance to specify length of tall grass to become a violation???
• Other initiatives?
ADDITIONAL ISSUES
ALTERNATE SIDE OF STREET PARKING
• Increase fines for illegal parking
• More aggressive towing of illegal parked vehicles policy
• Revise regulations and signage to specify specific days for sweeping specific
streets; establish shorter alternate periods for sweeping; more vigorous
enforcement of illegal parking on those specified days
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