Enhanced Neighborhood Support Report Copyright 2014
City of Dubuque Action Items # 5.
ITEM TITLE: Enhanced Neighborhood Support Report
SUMMARY: City Manager submitting a status report on current community efforts to
invest in people and neighborhoods to have a high quality of life and
preserve the ability of citizens to feel and be safe; and recommending
modification of the City's current street lighting policy, and the addition of
security cameras in the current and future fiscal years.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve
ATTACHMENTS:
Description Type
❑ Enhanced Neighborhood Support-MVM Memo City Manager Memo
❑ ENS Part 1:Overview Supporting Documentation
❑ ENS Part 1:Overview maps Supporting Documentation
❑ ENS Part 2:Short term Actions Supporting Documentation
❑ ENS Part 2: N2N Memo and map Supporting Documentation
❑ ENS Part 2: Police memo and map Supporting Documentation
❑ ENS Part 2 Cameras memo and maps REVISED Supporting Documentation
❑ ENS Part 2: Lighting Memos and Maps REVISED Supporting Documentation
❑ ENS Part 2: Housing memo and maps Supporting Documentation
❑ ENS Part 2: Legal Memo Supporting Documentation
❑ ENS Part 3:City Initiatives Supporting Documentation
❑ ENS Part 3:Quality Life Enf Maps Supporting Documentation
❑ ENS Part 3:Zoning Enf Map Supporting Documentation
❑ ENS Part 3: HUD NDRC grant map Supporting Documentation
❑ ENS Part 3: Bee Branch project brochure Supporting Documentation
❑ ENS Part 3: Planning Services Memo Supporting Documentation
❑ ENS Part 3:Wash Nbad Strategies map Supporting Documentation
❑ ENS Part 3: Monitoring checklist Supporting Documentation
❑ ENS Part 4:Community Resources Supporting Documentation
❑ In Your Life Mentoring Supporting Documentation
THE CITY OF Dubuque
U E I
erica .i
Masterpiece on the Mississippi 2007-2012-2013
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Enhanced Neighborhood Support
DATE: October 1, 2015
Based on recent acts of violence, you had asked for a status report on current
community efforts to invest in people and neighborhoods to have a high quality of life
and preserve the ability of citizens to feel and be safe.
Departments have provided updates on their activities and the activities of some of our
partners. These have been summarized in four sections by Planning Services Manager
Laura Carstens. Also included are some immediate steps that can be taken, like
additional streetlights and security cameras at a cost in excess of$500,000 installed in
the current fiscal year. A more in depth discussion on the efforts underway will be
conducted at an October 19 City Council Work Session.
Like many cities across Iowa and the U.S., Dubuque is experiencing events that impact
public safety and quality of life. This report will discuss City staff recommendations for
Enhanced Neighborhood Support in four parts: 1) Overview, 2) Short-Term Actions, 3)
Neighborhood-based City Initiatives; and 4) Community Partnerships.
The compilation of our recommendations is a community-wide approach for Enhanced
Neighborhood Support, a long-term strategy that focuses on neighborhood investment
and support. This is not a new plan, but a continuation and an enhancement of what the
City and our partners have been doing and will continue to do. It is grounded in the
Public Safety Element of the City's Comprehensive Plan. It is built on people, planning,
partnerships, and performance.
Enhanced Neighborhood Support is a special effort by the City of Dubuque to address
common neighborhood problems such as crime, nuisances, and problem properties
with the overall goal of improving neighborhood resiliency. Enhanced Neighborhood
Support is a campaign by the City of Dubuque working with partners in the private
sector, neighborhood organizations, not-for-profits, and social and human service
organizations to build a stronger and more resilient Dubuque. Enhanced Neighborhood
Support is a community wide effort.
The timing of the performance on that plan is heavily influenced by the availability of
funding. The City has a Downtown Urban Renewal District that provides funding within
the boundaries of that district to carry out certain activities. The City is a Community
Development Block Grant (CDBG) entitlement city, meaning that Dubuque receives an
annual allocation of Federal CDBG funds. They can only be spent within the
parameters defined by the U.S. Department of Housing and Urban Development. One
of the parameters is the funds are allowed to be spent within CDBG target areas
identified by concentrations of low- and moderate-income areas. All grants the City
receives have limitations on how they are spent, and some even have geographic
restrictions. For instance, the State Sales Tax Increment Grant is restricted to being
spent in the Bee Branch Watershed. The City has other sources of funding that are not
restricted to certain geographic areas and those funds, as available, will be used to
further these plans within and outside the Downtown Urban Renewal District and the
CDBG target areas. One in particular, revenues from Housing Tax Incrementing
Financing Districts, are available to be spent anywhere in the City to help with
affordable housing needs.
Funding sources greatly influence how quickly the City can implement certain strategies
in what areas. The City has identified $527,000 in Tax Incrementing Financing funding
available in the Downtown Urban Renewal District for capital expenses like security
cameras and some streetlighting, though most streetlighting is not a capital expense
because it usually is installed by Alliant and the City pays a monthly fee out of the
operating, not capital budget.
The City has also identified $100,000 in available Community Development Block Grant
funds available for capital projects in the CDBG target areas. There is some overlap
between the Downtown Urban Renewal District and the CDBG target areas, but some
of the CDBG target areas are outside of the Downtown Urban Renewal District.
The City has also created a Housing Tax Increment Financing District in the Timber
Hyrst subdivision and is considering additional housing TIF districts. These create
incentives for residential development to occur within the Dubuque City limits and by
state law, at least 38.1 % of the money generated must be spent throughout the
community to create affordable housing. One of the ways to use these funds is the City
program to purchase and rehabilitate dilapidated rental property and other vacant and
abandoned buildings to create affordable homeownership opportunities and to help
stabilize neighborhoods. The City can also create incentives for private developers and
partner with other organizations to help stabilize neighborhoods.
Road Use Tax funds can be used to pay the Alliant Energy monthly electrical charge for
streetlights and the City general fund can be used with the most flexibility throughout the
community.
The City also has incentive tools available to help developers doing private projects
through TIF rebates and property tax abatement.
2
The City has received a petition stating, "This is a petition to get more and better lighting
on the block of 16th (and) Iowa and all along West 17th Street." This recommendation is
responsive to that request.
City Engineer Gus Psihoyos is recommending a modification to the City's current
streetlight policy stating that a streetlight be placed every 600 feet. The new policy
would be every 300 feet, when practical. The recommendation is to begin immediate
implementation in the Downtown Urban Renewal District and CDBG target areas. This
would include installation of 320 new LED lights and the conversion of 45 existing lights
to LED. These LED lights are a brighter whiter light.
City Engineer Gus Psihoyos is also recommending the addition of 93 security cameras
in this fiscal year and to continue the installation over time in future budget years.
These have proven to be a great tool for the Police Department. These security
cameras will be deployed in the Greater Downtown Urban Renewal District, because
that is where funding is available.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
l 4(.
Mic ael C. Van MilligenW+f'
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Crenna Brumwell, Assistant City Attorney
Maureen Quann, Assistant City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Laura Carstens, Planning Services Manager
Gus Psihoyos, City Engineer
3
Part 1 : Overview -- Enhanced Neighborhood Support
Like many cities across Iowa and the U.S., Dubuque is experiencing events that impact
public safety and quality of life. This report will discuss City staff recommendations for
Enhanced Neighborhood Support in four parts: 1) Overview, 2) Short-Term Actions, 3)
Neighborhood-based City Initiatives; and 4) Community Partnerships.
The compilation of our recommendations is a community-wide approach for Enhanced
Neighborhood Support, a long-term strategy that focuses on neighborhood investment
and support. This is not a new plan, but a continuation and an enhancement of what the
City and our partners have been doing and will continue to do. It is grounded in the
Public Safety Element of the City's Comprehensive Plan. It is built on people, planning,
partnerships, and performance.
Enhanced Neighborhood Support is a special effort by the City of Dubuque to address
common neighborhood problems such as crime, nuisances, and problem properties
with the overall goal of improving neighborhood resiliency. Enhanced Neighborhood
Support is a campaign by the City of Dubuque working with partners in the private
sector, neighborhood organizations, not-for-profits, and social and human service
organizations to build a stronger and more resilient Dubuque. Enhanced Neighborhood
Support is a community wide effort.
PUBLIC SAFETY STRATEGIC PLAN
The Public Safety Policy Statement in the 2012 Comprehensive Plan provides the
context for an overall enhanced community-wide public safety strategic plan. The
framework for this plan is provided here, starting with the existing goals under the Public
Safety Element in the Comprehensive Plan and developing specific strategies, action
steps, and budget recommendations relative to our enhanced efforts. Public Safety
Goals highlighted below have the most relevance to the long-term strategy.
Public Safety Goals must address acceptable and appropriate levels of risk and
response. As the city grows and equipment and facilities age, the need for quality
public safety services continues and may increase. In addition to fire, police,
emergency communications, and emergency medical services, public safety has a
broad definition that includes water, sewer, public health, facility design and
maintenance, and inspection services for zoning, housing, building, engineering, health
and environmental codes and regulations. Current and potential residents and
businesses are attracted to the community in part because they wish to have a sense of
security about their lives, families and properties. Public safety efforts should seek to
reduce the amount and effect of external harm to individuals and damage to property,
as well as to promote an atmosphere of personal security from external events.
Goal 1. To ensure the fair, equitable and uniform enforcement of rules,
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Part 1 : Overview -- Enhanced Neighborhood Support
regulations and laws.
Goal 2. To maintain appropriate readiness response capabilities in all areas of
public safety.
Goal 3. To prevent, control and investigate volatile, at risk situations, and
criminal behavior.
Goal 4. To create a safe community environment through increased awareness
and education in order to eliminate violent crime, gang activity, drug use,
juvenile crime, and domestic violence.
Goal 5. To prevent, control, suppress and investigate fires, affect rescue, mitigate
hazardous material incidents, limit collateral damage, and manage
emergencies.
Goal 6. To prevent or minimize the impacts of natural or man-made disasters.
Goal 7. To provide emergency first responder and advanced life support medical care
to the community.
Goal 8. To provide review and inspection services that regulate the safe and
sanitary construction and maintenance of buildings and structures.
Goal 9. To educate the community in all areas of public safety.
The Public Safety Policy Statement in the City's 2012 Comprehensive Plan provides the
context for our recommendations for Enhanced Neighborhood Support. Key to the
success of these activities will be measuring their impact and outcomes. Goals and
areas of focus will determine Key Performance Indicators, which are measurable and
can be presented in a dashboard format for the community, City staff, partner
organizations and the City Council to periodically review. As this dashboard format is
developed and the strategic plan implemented, best practices and past successes and
failures will be evaluated in order to determine ongoing action steps.
COMMUNITY FOCUS
The overall focus area of our recommendations for Enhanced Neighborhood Support
moving forward is the City limits -- because Enhanced Neighborhood Support should be
a citywide effort and requires a community-wide commitment to be successful and
sustainable. We recommend two initial investment subareas that have high
concentrations of employment centers, residential neighborhoods, and anchor
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Part 1 : Overview -- Enhanced Neighborhood Support
institutions for partnerships and service access where we can leverage existing funding
opportunities. Enclosed are city maps with the 2 subareas and other attributes.
Greater Downtown Urban Renewal District: Initial investment is recommended because
the subarea has been designated by the City Council to reverse conditions of slum and
blight, to foster economic development, and to stimulate neighborhood reinvestment.
The district has approximately $529,000 available to invest in the installation of security
cameras as well as enhanced street and alley lighting.
Community Development Block Grant (CDBG) Target Areas: Initial investment is
recommended in these subareas where over 50% of households are below 80% of area
median income, including on the west and south sides. The CBDG program has
approximately $176,000 for installation of enhanced street lighting in residential areas.
CDBG funds would be invested outside the Greater Downtown Urban Renewal District.
SHORT-TERM ACTIONS
The report will focus on these Short-Term Actions with funding opportunities:
1 . Feedback and activities of neighborhood residents, including future of Neighbor 2
Neighbor Initiative
2. Enhanced Police presence and Community Oriented Policing activities
3. Additional Security Cameras and Code Blue Phones
4. Enhanced street and alley lighting, augmented by:
• Tree trimming — public and private trees
• Private lighting shining on public areas
5. Negotiated acquisition of challenged properties
6. Renovation/rehabilitation of residential properties
7. Communications
• See something, say something
• Measurements
• Identify different audiences
LONG-TERM INITIATIVES
The report will describe a broad spectrum of neighborhood-based City initiatives and
community partnerships to improve public safety, equity, and quality of life in our city.
Neighborhood-based City Initiatives
1 . Quality of Life Enforcement
2. Nuisance Ordinance Enforcement
3. Zoning Issues
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Part 1 : Overview -- Enhanced Neighborhood Support
4. Landlord and Tenant Accountability
5. Property Maintenance Code
6. Acquiring abandoned properties
7. Commercial building renovations and increased commercial and residential
occupancy
8. Results of municipal infractions in court/ways to support City Attorney's Office
9. Resiliency grant impact on these neighborhoods
10. Bee Branch status (permeable alleys, enhanced lighting, security cameras)
11 . Effectiveness of Washington Neighborhood Strategy
12.Voluntary Compliance Agreement — affirmatively furthering fair housing
13.Monitor potential for disparate impact
Community Partnerships
1 . Inclusive Dubuque
• My Brother's Keeper
• More diverse city employee base
• Department efforts to create mutually reinforcing activities
• Equity profiles
• Access to services
2. Equitable Support for Residents
• Circles
• Family Self-Sufficiency
• DREAMS Center
• Jobs programs/Opportunity Dubuque
• Campaign for Grade Level Reading
• HEART program
• Reengagement Center
• Before/after school programs
• Transportation
• Neighborhood recreation opportunities
• Park maintenance renovation
• Neighborhood beautification
• Crescent Community Health Center
• Multicultural Family Center
• Carnegie-Stout Public Library
3. Crime Stoppers or other way to solicit citizen crime information
• Dispatch non-emergency number, Signage, City website
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1. 1:
Part 2: Short-Term Actions - Enhanced Neighborhood Support
Following is a status report and/or description of the Short-Term Actions. Additional
materials in the form of staff memos, various maps of relevant data, and other
supporting documentation are enclosed as well.
1. Feedback and activities of neighborhood residents, including future of
Neighbor to Neighbor Initiative
Neighbor 2 Neighbor (N2N) is a resident-driven City-supported program, aimed at
promoting interaction, collaboration and strong relationships among neighbors in an
effort to make our neighborhoods healthier, safer, and friendlier. It was developed by a
team of City staff in response to neighborhood concerns, recommendations from the
Safe Community Task Force, as well as City Council Goals and Priorities around safety
and neighborhood engagement. The City currently has a pilot program. The enclosed
memo from the Neighbor 2 Neighbor Team provides more information on the initiative
and its proposed expansion. A Neighbor 2 Neighbor map also is enclosed.
2. Enhanced Police presence and Community Oriented Policing activities
The enclosed memo from Police Chief Mark Dalsing briefly discusses the Police
Department's response to a recent homicide as well as extra actions since an increase
in firearms incidents in 2014 and 2015. A map of shots fired is enclosed.
A more flexible response was utilized where areas with the most recent incidents were
targeted for extra staffing, with adjustments made as other hot spots were identified.
Throughout much of the summer Patrol officers often were able to partner with other
officers to cover any hot spots. The memo describes the officer expansion plan,
additional territory, and public service announcement (PSA) information.
The memo also describes the Community Oriented Policing (COP) Division, in place
since 1995. Community Policing calls for a more detailed examination of underlying
issues and seeks more long-term solutions through engaging neighbors and systems
partners. Since its inception numerous Police officers have taken a tour of duty through
the COP Division. More than half of the department's supervisor staff and nearly two-
thirds of the command staff have been COP officers.
3. Additional Security Cameras and Code Blue Phones
Security Cameras
The City currently has numerous traffic cameras controlling intersections that have
traffic signals and these are frequently used by the Police Department to determine
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Part 2: Short-Term Actions - Enhanced Neighborhood Support
what occurred during traffic accidents and to solve crimes. The City also has numerous
security cameras at places like the City parking ramps, the Port of Dubuque, Comisky
Park and new restrooms at 5th and Bluff. The Safe Community Task Force
recommended the use of security cameras. The Police Department has been able to
make several good criminal cases and arrests with the use of the City's traffic and
surveillance camera system as well as social media.
Many of the components needed to connect our traffic signals together over fiber optic
lines for coordination and remote management are the same components needed for
security cameras. The traffic signal fiber optic network currently has 375 cameras that
feed back to the Traffic Operations Center (TOC) located in City Hall. There are a
number of locations where we can take advantage of this existing infrastructure. The
enclosed memo from City Engineer Gus Psihoyos provides details about additional
locations for security cameras and a series of aerial photos depicting the additional
locations described in his memo. Also enclosed are a map of existing security cameras.
Code Blue Phones
Over 60 emergency blue light phones manufactured by Code Blue are located in 7
parking ramps and lots, along the river walk and at outside locations in the Millwork
District and the Port of Dubuque. The call boxes provide a "one button" push for help
with intercom communication to 911 services. Many of the call boxes are located
adjacent to surveillance cameras. High intensity, energy efficient lights provide visibility
for the phones both day and night.
4. Enhanced street and alley lighting, augmented by.
a. Tree trimming— public and private trees
b. Private lighting shining on public areas
Street Lighting
The City's policy on street lighting is to provide lighting at all public street intersections
and to provide mid-block lights on public streets where block length exceeds 600 feet in
length or other street safety issues, such as a curve in the roadway. Lighting is
considered for those areas where it will contribute substantially to the efficiency, safety
and comfort of vehicular or pedestrian movements. Many factors such as traffic
volumes, accident rates, speed, and roadway geometrics are important in determining
the need for installation of additional lighting.
With the recent requests, inquiries for increased street lighting and reports the
Engineering Department is considering a City wide standard at 300 foot maximum for
street light interval. Engineering staff used this criteria when looking at the eligible areas
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Part 2: Short-Term Actions - Enhanced Neighborhood Support
for use of the Greater Downtown Urban Renewal District and CDBG funding to enhance
lighting. Both funding sources are restricted to infrastructure such as lights, poles,
conduit, fiber and cameras, and cannot be used for operating costs.
The number of poles and lights can be installed in several scenarios with varying costs.
The areas requested for additional and enhanced lighting with a proposed new City 300
foot maximum interval would be analyzed with the Interstate Power & Light Company
electric tariff which shows rates for various pole rentals per month charges, lamp and
fixture sizes and charges per month and customer-owned facilities.
For both CDBG areas and Greater Downtown Urban Renewal District, there are
potentially 299 80 Watt LED lights that could be added to the City's system on existing
Alliant Energy poles over approximately 4-5 months. There may be 3-4% of the
locations that lights would not be able to be installed due to conflicts with clearances
from primary and secondary power lines or other utilities that may already be on the
poles. In those cases a replacement location may be determined in the field. However,
it must be noted that the two sources of funding do not cover the annual operational
costs, of$31 ,251 if all of these 299 lights were added to the operational costs annually.
Engineering staff has also identified 162 areas where lights would be required to meet
the 300 foot interval standard. Future Capital Improvement Projects over the next five
years need to include the City purchase of 162 poles, lamps and fixtures with the meter
charge and electrical supply from Alliant Energy. The cost for the additional 162 lights
would vary greatly depending on the selected method for installation and such variables
such as vicinity of electrical service in the area, City vs Alliant installation, etc. would all
have to be individually evaluated before a recommendation would be provided.
The enclosed memo from City Engineer Gus Psihoyos provides details about the street
lighting recommendations. The enclosed map shows locations of existing street lights
that have been entered into the City's geographic information system (GIS).
Tree Trimming
In late September, 2015, Parks Division staff met with Police COP Officers at Orange
Park. Their common goal was to understand areas of concern where trees were
causing issues with the available street lighting. The officers identified specific trees or
areas where tree trimming would have a positive effect. Additionally, the Engineering
Department provided snapshots from surveillance cameras where tree trimming would
assist in the camera coverage. The Parks Division then created priority tree trimming
areas where efforts would start and radiate from.
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Part 2: Short-Term Actions - Enhanced Neighborhood Support
Through September 28, 2015, 41 trees were trimmed using best management practices
and 4 trees were removed. The trees removed were declining, had been pruned heavily
from the power lines that were above causing issues with the tree health, and/or were
on the removal list due to Emerald Ash Borer. The Parks Division will be checking back
with both Engineering and Police on effectiveness of tree trimming and continuing to
cover more areas in the Washington Neighborhood.
Private lighting
As part of the Washington Neighborhood Revitalization Strategy, the City established a
Yard Lighting Initiative. This program provides a match to private property owners in a
targeted area who install either front yard lighting or rear yard lighting that improves
lighting levels on sidewalks and alleys. The enclosed memo from Assistant City
Manager Cindy Steinhauser provides more information as well as recommendations.
5. Negotiated acquisition of challenged properties
Housing and Community Development Director Alvin Nash has provided a
comprehensive overview of his department's role in providing Enhanced Neighborhood
Support in the enclosed memo. In particular, the Department's C.H.A.N.G.E.
(Comprehensive Housing Activities for Neighborhood Growth & Enrichment) program
will be utilized to purchase, rehab and sell 50 vacant homes over the next five years
using Tax Increment Financing (TIF) of about $4.3 million. So far, 34 marginal
properties are identified for acquisition. To date, we have acquired 7 properties and 6
are in progress. Planned developments under the C.H.A.N.G.E. Program also include:
• Development of senior housing
• Workforce rental housing
• Single family rental property development
• Court Petition of properties
In the enclosed memo, Assistant City Attorney Crenna Brumwell describes the process
to petition for title to abandoned property under the framework outlined in the enclosed
statute. Ideally, when a petition is filed the property owner(s) will remedy the
violations/issues and the City will not end up with the property. However, when they fail
to act the City will take title.
To date the City has taken title to 4 properties. The City has been awarded 3 additional
properties, but the cases are not final yet. Petitions have been filed and the cases are
pending for 6 properties on Bluff Street. The properties are listed in her enclosed memo.
Properties are always under review to determine if the property is a good candidate for
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Part 2: Short-Term Actions - Enhanced Neighborhood Support
this process. The City initiates reviews and will also take referrals from community
members. The enclosed map shows the status and location of petition properties.
6. Renovation/rehabilitation of residential properties
In his enclosed memo, Housing and Community Development Director Alvin Nash
describes the Department's partnerships and lists successful housing rehabilitation
projects. For example, Community Housing Initiative (CHI) and the City have partnered
in the Washington Neighborhood on a $1 .3 million project to acquire at least 20
residential units, rehabilitate them and re-sell them to homebuyers over a three-year
period. CHI has currently acquired 14 properties; 7 have been rehabilitated and sold. A
map of federally-funded housing rehabilitation projects since 2010 is enclosed.
7. Communications
• See something, say something
• Measurements
• Identify different audiences
Goal #9 under the Comprehensive Plan's Public Safety Goals is, "to educate the
community in all areas of public safety." The Public Information Office will work with
other City departments and divisions working on activities and initiatives related to
public safety and enhanced neighborhood support to better inform residents and
stakeholders about these new and ongoing activities. Communication efforts will focus
on explaining what the City has been doing to support neighborhoods and public safety,
what the City plans to do in the future to support neighborhoods and public safety, and
what residents and stakeholders can do to support neighborhoods and public safety in
their community.
The goal of these communications is to address concerns of residents related to
incidents of violence and criminal activity and other quality of life concerns. Related
objectives include:
• Increase awareness of City initiatives, programs, and services to prevent crime
and address safety concerns and associated outcomes;
• Increase understanding of the City's comprehensive approach to public safety,
as outlined as one of the 14 key elements of the City's Comprehensive Plan;
• Provide accurate and timely information and data related to criminal activity in the
community; and
• Encourage residents and stakeholders to be engaged in their neighborhoods and
community.
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Part 2: Short-Term Actions - Enhanced Neighborhood Support
Strategies and tactics to achieve the goal and objectives will evolve as individual
programs and initiatives are finalized and additional information becomes available.
Some efforts are already underway:
• Radio Dubuque contacted Police Chief Mark Dalsing in mid-September and
expressed interest in producing and airing a series of public service
announcements (PSAs) encouraging residents to notify authorities when they
witness crimes or suspicious activity. Dalsing, Public Information Officer Randy
Gehl, Police Lieutenant Scott Baxter, and other Police Department staff drafted a
series of PSA messages that can be read by various community leaders and
local law enforcement officials to be finalized and recorded by Radio Dubuque
and aired on their stations. The messages have a variety of themes: report
suspicious and criminal activity, tips to prevent crime, using the City's new
smartphone app (MyDBQ) to submit crime tips or report issues, know your
neighbors, leaving porch and yard lights on at night, teaching children safe
habits, etc. The spots are expected to begin airing the week of Oct. 5, 2015.
Once these messages are finalized for the radio PSAs, they will also be
considered for possible television spots on CityChannel Dubuque.
• A two-page handout will be developed to summarize City efforts under way to
address resident concerns related to incidents of violence as well as offer crime
prevention tips. The handout will be available for City staff to distribute to and
use when meeting with constituent groups. It will also be considered for
distribution in a future utility bill mailing.
• The Public Information Office is exploring options to better promote MyDBQ, the
City's smartphone app, as a tool for residents to submit crime tips and service
requests related to issues that can impact neighborhood safety and quality of life.
• The City's yard lighting reimbursement program is under review and will again be
promoted in the November/December issue of the City News utility bill newsletter
and promoted through social media.
As additional public safety related projects and initiatives are finalized, details will be
promoted to residents through existing/traditional channels including news releases,
social media (Facebook, Twitter, NextDoor), neighborhood associations, CityChannel
Dubuque, and the City News newsletter.
An additional consideration includes the development of a future issue of the City Focus
magazine dedicated to the exploration of public safety issues and related City efforts.
6
THE CITY OF �Dubuque
DT B E Ali-Ami en�caCiCiry
Masterpiece on the Mississippi
2007
TO: Michael C. Van Milligen, City Manager
FROM: Neighbor2Neighbor Team
Mark Dalsing, Manisha Paudel, Jerelyn O'Connor, Kevin Klein,
Scott Baxter
SUBJECT: Neighbor2Neighbor Expansion
DATE: September 29, 2015
Introduction
Our team developed a pilot program, titled Neighbor2Neighbor (N2N.) This memo is to
provide you an update and propose an expansion of the program.
What is Neighbor2Neighbor?
Neighbor2Neighbor (N2N) is a resident-driven City-supported program, aimed at
promoting interaction, collaboration and strong relationships among neighbors in an
effort to make our neighborhoods healthier, safer, and friendlier. This block-specific
program can be associated and/or supported by the representing Neighborhood
Association, or organized independently.
Each N2N program will focus on a specific block, coordinated by a resident of that
block. The block coordinator will collaborate with other residents within the block to
identify areas of focus to make their block a much better place to live for all. Each
participating block/segment of a neighborhood may be unique, as area needs and
expectations are different from block to block.
How did it start?
Following a series of high profile disturbances in the summer of 2013, Mark Dalsing,
Kevin Klein, and Manisha Paudel discussed program ideas to respond to neighborhood
concerns, recommendations from the Safe Community Task Force, as well as City
Council Goals and Priorities around safety and neighborhood engagement.
Dubuque residents had also proposed the idea to develop a program that strengthens
and fosters relationships among neighbors. It has been found that simply getting to
know neighbors significantly contributes to increased safety and quality of life in a
neighborhood. So, staff in the Human Rights, Neighborhood Development, Economic
Development and Police Departments collaborated to generate the concept of the N2N
program. As this is aimed to be a resident-led program, several meetings were held
with approximately 30 community members to discuss the concept of N2N, name of the
program, and ideas for implementation. Based on the residents' input, several
adjustments were made to the pilot program because we feel it is upmost importance
that this effort is resident led.
The national program, Neighborhood Watch, was implemented in Dubuque a number of
years ago, but participation dropped precipitously and the program was discontinued.
Neighborhood Watch is traditionally crime focused. N2N is a more comprehensive
proactive approach which focuses on building relationships among neighbors and
making our neighborhoods healthier, safer and friendlier.
Pilot Program
In November, 2014 six residents committed to participate in the pilot program to
coordinate N2N in their blocks and an official launch meeting was held. These pilot
blocks are located throughout Dubuque. -- one on the 2500 block of Elm, one on W.
Locust, one on Martin Drive, one at Kennedy Manor, one on Sunnyview Drive near
Senior High. The block coordinators have reached out to their neighbors to discuss and
plan activities relevant and meaningful to them. Our team has developed a number of
resources for the block coordinators to use — Participation Outline, registration form,
pledge form, sample invitation form, resource checklist, tips for hosting a neighborhood
gathering, and information on the neighborhood assessment to be conducted by the
police department. One block coordinator dropped out of the program completely and
two delayed participation due to extenuating circumstances, although they remain
committed to the program. A meeting was held with the block coordinators in August
2015 to assess the program. Generally, the block coordinators were enthusiastic about
the program, wanted to create a network among themselves for support, and wanted to
continue participation.
What's Next?
An additional seven block coordinators from throughout the community have been
identified who want to start N2N on their blocks. The staff team is recommending that
the program be expanded to include these additional seven N2N initiatives. A map is
attached which indicates the locations of the current N2N initiatives as well as the
location of the newly proposed N2N initiatives. In addition, staff is proposing budget
improvement packages through the FY 2017 budget process to further expand the N2N
program.
Encl. Map of N2N locations
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09/29/2015
THECM Oi
DUB E N E N D O A N N N N
Masterpiece on the Mississippi
September 30, 2015
TO: Michael C. Van Milligen
City Manager
FR: Mark M. Dalsing
Chief of Police
RE: Dubuque Police Department Response to Acts of Violence
INTRODUCTION
This memo will briefly discuss the Dubuque Police Department's response to a recent
homicide as well as extra actions since there was an increase in firearms incidents in 2014
and 2015.
BACKGROUND
I have previously provided you memorandums in April and July in regard to our response
to shots fired and other incidents involving violence. This memo will briefly touch on those
as well as our response since the September 1 sc murder investigation.
In late 2014 there were several shots fired incidents in the Washington Neighborhood. We
responded with adjusted staffing and overtime to have a constant presence beyond the
normal territory cars in the area from 9:00 am through 5:00 am. This project ran for
approximately six weeks from late November 2014 through the start of 2015.
Beginning in the spring of 2015 we again saw an increase in shots fired calls, but this time
in a less centralized area, which created a challenge to use directed patrol. To overcome
the geographic challenge, a more flexible response was utilized where areas with the most
recent incidents were targeted for extra staffing, with adjustments made as other hot spots
were identified. When an area was identified, the department directed extra staff
immediately to the area and then used that area as an extra patrol area for the immediate
time period after an event. The officers' primary responsibility was high visibility through
moving patrol, stationary patrol, and foot patrol.
Throughout much of the summer we were often able to partner the Patrol officers with
other regular duty officers, including CID, and COP to make a greater presence, and
because of summer break, the School Resource Officers (SRO's) were regularly used to
cover any hot spots. We have also been proactively utilizing the traffic and security
1
cameras very well through this year's incidents. As locations were identified, 911
Dispatchers were keeping the nearest cameras up on their monitors and immediately
alerting officers if there were any groups forming or any other suspicious activity observed.
Throughout much of the early summer we were able to apply effective responses by using
available staff and not adding officers on overtime. Patrol supervisors assigned an officer,
generally a Corporal, to be the point person. This officer exclusively patrols the "hot spots"
and called in additional cars as issues were identified. One of the greatest challenges was
the need to pull these cars for other calls for service, during the time of year which is
generally very busy with incidents occurring much later into the night.
As overall activity increased throughout the summer months, we posted for up to 144
separate overtime hours in July/August and 180 hours in August/September. These
positions were directed by the on-duty supervisor and assigned to the hot spot as identified
that day. While not all positions were filled, the extra staffing was very beneficial in keeping
cars in areas while the regular duty officers were called to other calls.
Beginning September 13th after much planning, we implemented two additional Patrol
Investigators as a Neighborhood Response Team. For approximately three and a half
years we have had two Patrol Investigators assigned to do more in depth case
investigation for their fellow Patrol officers. These new Patrol Investigators will be assigned
to permanent hot spot policing. They will work closely with the existing Patrol Investigators,
Patrol, CID, and COP as well as the neighbors and neighborhood resources, to have a
more involved and ongoing presence in the neighborhoods. These investigators will focus
on our target areas as they are identified, while developing relationships with the residents
so they can work both on prevention as well as successful resolution of crimes. These
positions were created within the Patrol Division and from their allotment of staff and do
not negatively impact operations. It is a goal to grow this unit by several more investigators
over the next several years.
Throughout this year we have also focused on several other available options and
resources beyond traditional policing and TAD projects, to include the use of civil forfeiture,
as well as enforcement through our partner organizations like Housing, Zoning, and other
City Departments to address ongoing issues.
While we had very limited cooperation on most of the cases, we were still able to make
several good criminal cases and arrests, often with the use of the City's traffic and
surveillance camera system as well as social media. The City's traffic and surveillance
cameras were the first and best lead to assist in the successful arrest after the most recent
murder. If we did not have cameras in that area, it would have been an extremely difficult
case to resolve.
With social media we have several resources that have been successful. Beginning in
January 2015 we launched ID4PD on the City of Dubuque's webpage where we post
images from surveillance video of suspects. In the first few days of creating ID4PD, we had
several thousand page views. Sixteen cases have been posted (some with multiple
2
suspects) and we received 56 potential identifications, with many of these leading to
criminal charges.
We also launched "Submit a Tip," on the department's webpage on October 2010 and it is
a regular source of tips. So far in 2015 we have had 105 tips submitted.
Crimestoppers is another source for citizens to submit tips. Since 2003 there has been an
average of 72 tips submitted each year. The frequency of the tips usually depends on the
publicity of the crime. As an example, Dubuque County Sheriff's Office Sergeant Dave
Boardman, the local coordinator, advised me that the publicity around criminal mischief at
Eagle Point Park resulted in the highest number of tips in any given month.
Community policing will also remain an important component in our response. The
Dubuque Police Department has had a formal Community Oriented Policing (COP)
Division since 1995. At the time three officers were assigned to foot and then bike patrol in
the greater downtown area. Since then the unit has grown to four COP officers, a Housing
Corporal, and four School Resource Officers were reassigned from Criminal Investigations
Division (CID) to COP. In 2009 a Professional Standards Lieutenant and Crime
Prevention/PIO Lieutenant position were created, with Professional Standards assigned to
COP and Crime Prevention assigned to Staff Bureau. Earlier in 2015 these two positions
switched divisions as their duties were found to be more in line with the new divisions'
goals and responsibilities. Overseeing the entire COP division is a Captain whose position
was created in 2006.
While many people think of COP as the bike officers they see in the neighborhoods,
Community Policing is much more than that. It is an overall philosophy that is espoused
throughout the organization. Traditional policing involves response to calls with a speedy
resolution before moving on to the next call. Community Policing calls for a more detailed
examination of underlying issues and seeks more long-term solutions through engaging
neighbors and systems partners. While calls for service volume often limits officers to
traditional policing, they are encouraged and directed to seek long term solutions to
recurring issues and to identify the best practices and partners to help in the long term
resolution.
Since its inception numerous Dubuque Police Department officers have taken a tour of
duty through the Community Policing Division. More than half of the department's
supervisor staff and nearly two-thirds of the command staff have been COP officers. There
are also several officers in other divisions who have also done a tour in COP. Where this is
an important factor is that the community policing philosophy goes beyond those currently
assigned to the division and is reflected in the overall day to day operations of the
department.
The City has also taken steps to enhance staffing levels to adjust to the city's growth and
needs. Between fiscal years 2008 and 2012, the City added fifteen officers. Under the plan
developed by then Chief of Police Wadding, five of the officers were added for a new
3
territory, five for general Patrol assignment, three Traffic Officers, one School Resource
Officer (SRO) and one Housing officer. The plan was as follows:
FY2008 FY2009 FY2010 FY2011 FY2012
2 General Patrol 1 General Patrol 1 General Patrol 1 General Patrol
1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex 1 Patrol/Annex
1 Housing 1 Traffic 1 Traffic
1 Traffic 1 SRO
5 Total 4 Total 3 Total 2 Total 1 Total
15 Total
While the plan has been fully implemented on paper, we have not yet recognized the full
benefit of the extra staffing. Through the expansion plan and normal attrition of officers, we
have hired 69 officers since FY2008. Even with the mass hiring we currently have four
vacancies, four officers at the academy and three in the Field Training program and not
eligible for solo patrol. The greatest impact of the deficit is in Patrol and the Traffic Division.
We currently only have one active Traffic Officer of the three allocated, and the other
staffing deficits are in the Patrol Division.
As mentioned earlier, part of the officer expansion plan was for the purpose of adding a
new territory. For many years the city was divided into six patrol territories but due to
annexation, the size of west side territories grew to a point that they were difficult to cover
with one car. Part of the officer expansion plan called for adding five officers (one per each
of the five patrol shifts) to cover annexed land. Enough officers were hired by the fall of
2009 that we could redraw territory boundaries and create the new territory, which is
staffed 24/7.
Community engagement and interaction as always is a major component of successful
crime prevention and community policing. Besides the regular attendance at neighborhood
association meetings, community committees and the like, the department worked with
organizers and attended the September 6th memorial/peace rally at Jackson Park, met with
members of the Marshallese community September 11th, had members on the organizing
committee and several staff present at the September 18th BBQ in DBQ event, recently
held a follow-up meeting with citizens post-peace rally, and will be heavily involved in
several upcoming events.
Additionally for the past few years we have been advocating the importance of 911 as the
best resource during emergencies, but also promoting the non-emergency number as well
as other ways citizens can call for service or submit tips. To this end, a local radio station
will be doing a series of public service announcements (PSA's) that they will begin
recording and airing beginning the first part of October. Rather than just law enforcement,
we are asking select citizens to take part in PSA's to reflect that crime is a community
problem and not just a law enforcement problem.
4
CONCLUSION
The Dubuque Police Department is very cognizant of the impact these crimes have on the
community. We are working diligently towards prosecution in all of these cases and
appropriately using our resources to combat the activity. Most importantly we recognize
the emotional impact these crimes have on community members and do everything we
can to show community members that the Dubuque Police Department will do everything
within our power to help them feel safe.
ACTION REQUESTED
This is an informational memo and no action is requested.
5
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Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Gus Psihoyos, City Engineer
SUBJECT: Additional Security Camera and Lights
DATE: September 30, 2015
INTRODUCTION
This memorandum is in response to your request to locate additional areas where
camera and lights can be installed to improve the security of the citizens of Dubuque in
the current fiscal year. The City currently has numerous traffic cameras controlling
intersections that have traffic signals and these are frequently used by the Police
Department to determine what occurred during traffic accidents and to solve crimes.
The City also has numerous security cameras at places like the City parking ramps, the
Port of Dubuque, Comisky Park and new restrooms at 5t° and Bluff. The Safe
Community Task Force recommended the use of security cameras.
DISCUSSION
In January 2014, the City Council approved the content of Administrative Policy No.
5.05 titled Safety and Security Camera Acceptable Use Policy (Attachment I). A
comprehensive 5 year plan is under development to strategically locate cameras and
lighting to add safety and security improvements. The installation will be prioritized
based on, high congestion areas, areas where existing CIP improvements are planned
and areas with high rates of criminal investigations and crime rate and areas where
funding source restrictions can be met. A key component to these cameras is the
communication conduit. Fiber optics communications offer the highest speeds and are
often used at traffic signals and other City owned buildings. Locations where these
infrastructure improvements can jointly benefit are also higher on the priority.
The City currently has approximately $527,000 available in the Greater Downtown
Urban Renewal Tax Increment Financing District.
Many of the components needed to connect our traffic signals together over fiber optic
lines for coordination and remote management are the same components needed for
security cameras. The traffic signal fiber optic network currently has 375 cameras that
feed back to the Traffic Operations Center (TOC) located in City Hall. There are a
number of locations where we can take advantage of this existing infrastructure.
1
The following are suggested camera improvements that can be accomplished in the
current fiscal year.
Misc. Cameras to add to the traffic network
Attachment II shows where 40 camera locations can be added to the existing traffic
network with only minor upgrades. The cost for City staff to install these cameras is
$142,000.
Jackson Park Improvements
This improvement consists of 14 new LED light poles and conduit in the park. A new
lighting controller and network rack would feed the lights and cameras. Three additional
cameras will be pointed east to cover 15th and 16th Streets.
This project consists of the following:
14 new lights and conduit
Fiber Optics into the Park
New lighting controller/ fiber optic hub
28 Cameras in the park plus 3 on Iowa Street
Total Cost $185,000
West Locust Fiber/Camera and Flow Monitoring Improvements
A CIP for fiber and camera improvements already exists for West Locust. This location
was highlighted as a priority location last year. The project currently ends at the
intersection of Rosedale and West Locust. This project could be extended up West
Locust to include the intersections of Clarke Drive and the intersection of Clarke Drive
and North Grandview. These two additional locations have very high cost/benefit ratio.
Existing funding for the lower portion of West Locust could be exchanged for Greater
Dubuque URD funding. The URD funding could cover the lower half so that street
construction funding could cover the upper half of the project that reaches Grandview
Avenue and Clarke Drive.
Benefits of this project include:
• Future fiber connection to connect Clarke Drive, North Grandview and Asbury
Road.
• Fiber loop to Asbury Road, University Avenue and Kaufmann Avenue fiber in the
future.
• A future fiber connection point for Senior High School.
• This is considered a priority location for cameras
This project consists of the following:
2
3000 feet of fiber optic cable
2 light poles
6 Cameras
Fiber Hub Cabinet near Senior High School.
Total Cost $45,000
Comisky Park Area Cameras
A major renovation is planned for Comisky Park in the upcoming years. In the interim,
this project includes replacing the 5 existing cameras at Comisky Park and adding two
additional cameras on the existing large Musco light poles. Infrared emitters would also
be added to each camera for night viewing. Fiber would be brought down 24th Street
from White Street. A fiber hub cabinet would be located just outside the Comisky Park
building. This fiber would serve as a future loop to the Bee Branch Project. Three
cameras would also be added to the Bus Barn building to view activities at 24th Street
and Central Avenue.
Improvements include:
10 camera at $2500 each
500 feet Fiber Optic conduit
1000 feet fiber optic cable
Fiber Hub Cabinet
Bus Barn Electronics
This project is estimated at $50,250. The seven cameras in the park will be reused and
incorporated back into the park during future renovations.
Additional cameras could be added to the fiber route from White Street to the Comisky
building. This would add a light pole and 2 cameras (one facing north and one facing
south) at White Street and Jackson Street.
Improvements include:
4 cameras
2 Light Poles
600 feet of conduit for camera and power
This improvement to the Comisky Park Project is estimated at $22,000
Lower Bee Branch Camera Improvements
Fiber optic duct already exists along the north side of 16th Street. This improvement
would run fiber optic cable in the existing duct and install a new fiber hub cabinet at
intersection of 16th and Sycamore. One light pole and three cameras would be added at
the intersection of 16th and Sycamore. One light pole and camera would be added to
both 14th Street and 15th Street. These cameras would be aimed to look west down
both of these streets.
3
This project consists of the following:
2400 feet of fiber optic cable
Fiber Hub Cabinet at 16th and Sycamore
3 light poles
5 Cameras
Total Cost $50,500. This project would be funded as part of the Bee Branch Creek
Watershed Flood Mitigation Project.
Replacement of Outdated Downtown Street Lights
This project consists of replacing the white painted street lights in the downtown area
with new galvanized 25 foot poles with LED luminaires. The new poles will have the
capability to install security cameras in the future if needed.
Total Cost $45,000
Video Monitoring Systems in DLEC
Currently there is one recycled computer and monitor in the 911 dispatch center. All
other police interaction with the cameras occurs in the TOC. The Police Department
would greatly benefit from having monitoring stations at the Captains desk and Criminal
Investigations Division.
Captains Desk Video Workstation $ 7,500
Criminal Investigations Division Workstation $12,500
Total Cost $20,000
Back End Server and Rack Upgrades
These monitoring systems continue to grow; additional space and equipment on the
back end will be required to support this growing program.
Support Staff
These camera and networking systems require constant maintenance.
• Fiber optics installations are typically good for 10-15 plus years with minimal
maintenance.
• Network Switches typically have a 5 year replacement schedule. Field switches
that are subject to weather related damage require more maintenance than
indoor switches.
• Network Server has many moving parts, and cameras are constantly writing to
the hard drives. These typically have a 3-4 year replacement schedule.
• Cameras have a 5 year replacement schedule. Traffic cameras are exposed to
the weather and often times take direct/indirect strikes from lightning. They also
require cleaning and focusing throughout the year. Camera technology changes
about every 6 months.
4
2 TOC engineering staff currently operate and maintain the inside systems. They also
maintain and operate the entire TOC traffic and security network. Two traffic
technicians take care of the field work. This camera system has been very successful
and is growing at a rapid rate. Additional staffing will be required to keep it properly
maintained and operating smoothly.
ACTION TO BE TAKEN
I respectfully request approval of the installation of additional security cameras in the
current fiscal year.
cc: Jenny Larson, Budget Director
David Ness, Civil Engineer 11
Chris Kohlmann, Information Services Manager
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Masterpiece on the Mississippi 2007•2012•2013
TO: Michael C. Van Milligen, City Man a er
FROM: Gus Psihoyos, City Engineer
SUBJECT: Enhanced Street Lighting Plans and Policy Revisions
DATE: October 5, 2015 REVISED MEMO from September 29, 2015
INTRODUCTION
This memo is an update and correction of the September 29, 2015 memo with respect
to number of lights and poles/lights that potentially could be added in the two areas of
funding, those being the Community Development Block Grant (CDBG) and Greater
Downtown URD (TIF) districts. The updated and corrected numbers were a result of a
combined review of the existing Alliant Energy light and pole locations, as well as the
city's light locations. All other sections and information in the September 29, 2015
memo remains the same.
The memorandum responds to your September 2, 2015 request for an enhanced long
term street lighting plan for the City in general with a short term plan for the Jackson
Park, Washington Neighborhood, north end areas, as well as to the petition received by
Cit Council on September 8, 2015 for additional and improved lighting in the area of
16t and Iowa, W 17th Streets. We have investigated the placements and costs of poles,
lights, additions and upgrades to the City's lighting in these areas.
A plan for Jackson Park lighting will be included in another memo that will include
additional security cameras for the park.
BACKGROUND
The Engineering Department's past projects to enhance lighting include:
• Washington Neighborhood — 38 mid-blocks, 100 watt high pressure sodium
(hps) alley intersection lights added in an area bounded by 11th to 22nd and Elm
to Central Avenue. This project was completed September 2009 and Alliant has
since updated all lights in this area to 80 watt LED.
• In 2012, 89 additional lights were added to the Millwork District. Those lights are
94 watt LED which is spaced closer than our standard separation giving each
block at least one but sometimes up to three additional mid-block lights as well
as our standard intersection lights.
• Also in 2012, 48 lights were added on the Lower Bee Branch project with 62 watt
LED lights.
• In 2013, Engineering worked with Alliant Energy to change out and add 80 watt
LED lights on existing poles at the following locations:
o Pilot area on Jackson between 20th to 26th Streets-changed out 5
locations to LED lights, bringing the total to 9 additional lights in this area.
o Police requested areas between 18th to 19th Streets, from Central Avenue
to Washington Street to be included as part of the aggressive change out
to LED lighting. This included changing out 8 existing lights to 80 watt
LED and adding three additional 80 watt LED lights.
• In 2014, the Crescent Community Health Center requested an upgrade-to the
lighting along E. 18th Street from Elm to Central Avenue and an upgrade to the
lighting at 18th & Central Avenue. Two (2) lights were added along 18th Street,
one (1) Elm between 17th and 18th, and the existing light at 18th and Central was
upgraded.
• In 2014, Engineering staff continued working with Alliant for the city-wide change
out from 70 and 100 watt HPS to 80 watt LED. On January 5, 2015 the City
Council adopted the new Interstate Power and Light Company franchise
agreement in which Alliant adopted a program to convert all Alliant street lights in
the City to LED lights within five (5) years of the effective date of the franchise.
• The Year 1 (2014-2015) alleys for the City's Green Alley Program included 21
alley segments with the addition of thirty-two (32) 80 watt LED lights.
• The Elm Street Reconstruction Project in 2014 between 9th and 12th streets
added nine (9) 94 watt LED lights. These lights are primarily pedestrian scale
and were designed with the same spacing as the lights in the rest of Historic
Millwork District.
• The 9th and 11th Street One-way to Two-way project in 2013 converted all
remaining HPS street lights on 9th, 10th and 11th streets between Locust Street
and Kerper Boulevard to 94 watt LED.
• The pedestrian scale lights around the City Hall parking lot were retrofitted to use
54 watt LED fixtures instead of HPS fixtures. This project included twelve (12)
street lights.
• The existing Alliant street lights between Iowa and Bluff from 14th to 17th Streets
have all been upgraded by Alliant Energy to 80 watt LED fixtures.
2
• Two (2) new 135 watt LED lights have been added to Orange Park in the area of
E 18th and Washington Street.
• In early 2015, the traffic circle lights on Washington Street at 15th 161h 18th and
19th Streets were updated from 180 watt HPS to 180 watt LED
• In early 2015, thirty-two (32) existing HPS lights were converted to 140 watt LED:
Twenty-five (25) on Central Avenue from 11 th to 20th, five (5) on White Street
from 11 t"— 20th one (1) at 20th and Jackson and one (1) at Five Points.
• The Green Alley Project Year 2 (2015-2016), has 23 alley segments, added
twenty-seven (27) additional alley intersection lights.
Current Projects:
• The City's Green Alley Program Year 3, to be constructed in 2015-2016, contains
27 alley segments, 10 of which already have lighting installed as part of the
Washington Neighborhood Alley Light Project. The remaining alley segments will
need nine (9) additional lights, two (2) mid-alley lights and one (1) new light and
pole installation.
Future projects include:
The remaining 165 alleys for years 2021-2033, could add as many as 165 to 330
lights at the estimated cost of$18,291 to $36,582. Assuming an Alliant pole
would be available to add a street light, a street light would be required at each
intersection.
• Additional 62 watt LED lighting will be installed as part of the Upper Bee Branch
Open Waterway project. There are seventy (70) pedestrian/bridge type lights and
forty-five (45) street lights proposed for the entire upper part of the Bee Branch.
• Crescent Community Center at 18th and Washington has recently requested
more additional lighting in the area of E 17th and Elm Street, along E 18th Street
and a request for a Code Blue Emergency Call Box in the area of 18th and
Central Avenue. These request will be investigated with lights added where
existing poles are located with the possibility of adding a pole if needed. City
Engineering staff will meet with Crescent Community Center staff to further
review the request, proposed improvements and time table for installation.
The City's policy on street lighting is to provide lighting at all public street intersections
and to provide mid-block lights on public streets where block length exceeds 600 feet in
length or other street safety issues, such as a curve in the roadway. Lighting is
considered for those areas where it will contribute substantially to the efficiency, safety
and comfort of vehicular or pedestrian movements. Many factors such as traffic
volumes, accident rates, speed, and roadway geometrics are important in determining
the need for installation of additional lighting.
3
RESULTS
With the recent requests, inquiries for increased street lighting and reports the
Engineering Department is considering a City wide standard at 300 foot maximum for
street light interval and has used this criteria when looking at the eligible areas for use
of the Greater Downtown Urban Renewal District or CDBG funding to enhance lighting.
Those funds have restricted usage and must be used to purchase infrastructure such as
lights, poles, conduit, fiber and cameras. The number of poles and lights can be
installed in several scenarios with varying costs. The areas requested for additional and
enhanced lighting with a proposed new City 300 foot maximum interval would be
analyzed with the Interstate Power& Light Company electric tariff which shows rates for
various pole rentals per month charges, lamp and fixture sizes and charges per month
and customer-owned facilities.
Both funding sources are restricted for Capital Improvement Projects only and not
recurring for operating costs.
For both CDBG and URD funded areas identified, there are potentially 195 lights that
could be added to the City's system. These lights would be added to existing Alliant
poles. Alliant Energy would need approximately 3 months to have all 195 lights
installed. Of those 195 locations identified, there may be 3-4% that lights would not be
able to be installed due to conflicts with clearances from primary and secondary power
lines or other utilities that may already be on the poles. In those cases a replacement
location may be determined in the field. However, it must be noted that the two sources
of funding do not cover the annual operational costs, of $20,381 if all of these 195 lights
were added to the operational costs annually.
Engineering staff has also identified 131 areas where lights would be required to meet
the 300 foot interval standard. Future Capital Improvement Projects over the next five
years need to include the City purchase of 131 poles, lamps and fixtures with the meter
charge and electrical supply from Alliant Energy. The cost for the additional 131 lights
would vary greatly depending on the selected method for installation and such variables
such as vicinity of electrical service in the area, City vs Alliant installation would all have
to be individually evaluated before a recommendation would be provided.
Since the Greater Downtown Urban Renewal District funded area overlaps in some
areas of the CDBG eligible districts, the City could purchase poles, lights and fixtures for
the identified locations, then utilize the URD funding to add security cameras if
approved.
CONCLUSION
At this time we would recommend the installation of 195 80 Watt LED lights in the
designated CDBG and URD area. The annual operating cost for the 195 lights would
be approximately $20,381.
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TO: Michael C. Van Milligen, City Manager
FROM: Cindy Steinhauser, Assistant City Manager
SUBJECT: Yard Lighting Initative
DATE: September 25, 2015
Introduction
The purpose of this memo is to recommended changes to the Yard Lighting Initiative
Background
As part of the Washington Neighborhood Revitalization Strategy, the city of Dubuque
established a Yard Lighting Initiative. This program provides a match to property
owners in a targeted area who install either Front yard lighting or Rear yard lighting that
improves lighting levels on sidewalks and alleys. The program description is as follows:
Front yard lighting - Owners will be eligible for a rebate of up to half of $500.00
(maximum rebate of $250) towards the cost of purchase and installation of energy
efficient electric, gas and solar lighting fixtures installed in their front yard or attached
the house if lighting levels improve on the sidewalk.
Rear yard lighting - Owners will be eligible for a rebate of up to half of $200.00
(maximum rebate of $100) towards the cost of purchase and installation of energy
efficient electric, gas and solar lighting fixtures installed in their rear yard. The light
fixtures may be attached to the rear of the home or to owner's garage on the alley.
All required inspections and permits must be completed to be eligible to receive the
rebate from the city.
Fixtures using incandescent bulbs and motion-sensitive lighting fixtures are not eligible.
Neighborhood residents interested in taking advantage of this opportunity need to
complete the following specific steps for implementation of this new program.
To be eligible to receive the rebate, first contact the Building Services Department to
arrange for a preliminary inspection of your site. Once approval of your plan is received
and the work is finished, complete the attached form and return it to the Building
Services Department along with any requested supporting documentation.
Discussion
City staff, including Housing and Community Development Director Alvin Nash, Building
Services Manager Rich Russell and myself met to review the program and discuss
ways to improve the program to encourage more homeowner participation. The FY 15
budget currently has $5,000 in this program and there have been no applications
received for the fiscal year. Based upon our discussion we recommend the following
changes and enhancements to this program:
Program Revisions
• Rename Neighborhood Enhancement Lighting Program
• Expand the coverage area to city-wide and increase promotion in older areas
that typically have heavier tree canopy that can impact light levels.
• Include the Neighborhood Enhancement Lighting Program into all city housing
rehabilitation projects. Funds from the program will be used to match city rehab
dollars to install front and rear lighting on these projects.
• Expand Owner/Occupied rehabilitation program to allow homeowners to use
rehab dollars to match the installation of front and rear lighting under this
program.
• All other program terms remain the same
Marketing and outreach
• Building Services work with Public Information Office to revise program handouts
and include in all requests for new or remodeled residential permit requests
• Expand marketing efforts to include promotion through Housing and Community
Development Rehabilitation program.
Once these changes are approved and implemented our goal will be to assess mid-year
to look at addition program revisions to improve participation.
Recommendation
I recommend City Council approval of the proposed changes to this program.
Cc: Alvin Nash, Housing and Community Development Director
Rich Russell, Building Services Manager
Laura Carstens, Planning Services Manager
Gus Psihoyos, City Engineer
Jerelyn O'Connor, Neighborhood Development Specialist
2
THE CRY OF Dubuque
DUB E �r
Masterpiece on the Mississippi
a better way of living
To: Michael Van Milligen, City Manager
From: Alvin Nash, Director of Housing
Re: Enhanced Neighborhood Support
Date: September 29, 2015
Report: Department of Housing and Community Development
Background
Enhanced Neighborhood Support, ENS, is a special effort by the City of Dubuque to
address common neighborhood problems such as crime, nuisances, and problem
properties with the overall goal of improving neighborhood resiliency. ENS is a
campaign by the City of Dubuque working with partners in the private sector,
neighborhood organizations, not-for-profits, and social and human service organizations
to build a stronger and more resilient Dubuque. ENS is a community wide effort.
City Manager has instructed the Housing and Community Development Department,
along with ten other City departments, to enhance efforts to support neighborhoods
throughout the city and to create a sense of urgency to address community problems
head-on. It is important City employees become proactive in their regular activities as
civil servants. Prevention and preparation are the best tools to address neighborhood
concerns and will result in a more immediate, efficient and cost-effective response.
During the June 2015 budget planning cycle, the City Manager made clear his
expectations for all City staff to adopt a unified approach to addressing code and zoning
violations. Training was provided to all City Inspectors and staff were instructed to
report concerns or violations to the appropriate department, taking affirmative action to
address and correct problems. The key City departments assigned to this enhanced
neighborhood support are: Police, Housing and Community Development, Public
Works, Building Services, Neighborhood Services, Planning and Zoning, Emergency
Communications, Fire and Rescue, Emergency Communications, Leisure Services and
Engineering.
Enhanced Neighborhood Support is provided in part through effective enforcement.
This includes enforcement of housing code and zoning ordinances, as well as
1
enforcement of public nuisances related to health and wellbeing such as accumulation
of solid waste, stagnant water, vermin and pests, noise and disturbances of the peace
or violations of law. The Police Department encourages community involvement and
has a neighborhood presence through patrol, community oriented policing, and criminal
investigations.
Another approach to ENS is crime prevention by way of environmental design and
community building policies and philosophies. To design safe environments, the City
utilizes cameras and lighting, enhancing law enforcement efforts and crime prevention
by strategically placing lighting in darkened areas, and managing shrubbery and tree
overgrowth. Alleys and short streets that have restricted views have been opened up,
minimizing the opportunity for out of sight activities. The City offers a number of user-
friendly parks and recreation areas and encourages citizen involvement in
neighborhood planning and development. The City's Police Department strives to
implement the Community Oriented Policing philosophy to encourage law enforcement
and community residents to work closely and creatively to address crime and increase
quality of life. Residents are encouraged to take a pro-active role in addressing
community problems, and the City has created more accessible reporting tools in the
form of online and mobile applications.
Guiding Documents and Management Tools
1 . City Council Goals and Priorities
2. Housing and Urban Development (HUD) Voluntary Compliance Agreement
(VCA)
3. C.H.A.N.G.E. Comprehensive Housing Activities for Neighborhood Growth &
Enrichment - Purchase, rehab, and sale of marginal properties
4. City of Dubuque Housing Code
5. Best housing practices across country
Resources
Based on research and availability of planned funding, the following resources will be
used to advance Enhanced Neighborhood Support: Economic Development Housing
Tax Increment Financing (TIF)„ Iowa Finance Authority (IFA), Downtown Urban
Renewal District TIF, Community Development Block Grant (CDBG), private
investments, rebates, historic tax credits, urban revitalization tax abatement, City of
Dubuque's general fund, low income tax credits, lending institutions, foundations, HUD
and others.
Partnerships
The City anticipates the following partners will compliment and provide support for
neighborhood enhancement: the Greater Dubuque Development Corporation, private
developers, banks and lending institutions, Community Foundation, Heritage Works,
Community Housing Initiatives, Four Mounds Heart Program, Northeast Iowa
Community College, and Inclusive Dubuque.
2
Progress to Date of Enhanced Neighborhood Support
The C.H.A.N.G.E. (Comprehensive Housing Activities for Neighborhood Growth &
Enrichment) program will be utilized to purchase, rehab and sell 50 vacant homes over
the next five years using Tax Increment Financing, TIF, of about $4.3 million. To date,
we have acquired seven properties and six are in progress.
Community Housing Initiative (CHI) and the City of Dubuque have partnered to operate
a program of acquisition, rehabilitation and re-sale of residential properties in the
neighborhood. CHI has committed a minimum of$800,000, with the City providing
$500,000. This $1 .3 million project will be used to acquire at least twenty residential
units, rehabilitate them and re-sell them to homebuyers over a three-year period. CHI
has currently acquired fourteen properties. Seven of those properties have been
rehabilitated and sold; five households were eligible for Trust Fund down payment
funds. One property currently being rehabbed is being purchased by a local police
officer through the Officer AT Home (OATH) program, a new program the City has
established. CHI has also built a relationship with the local men's shelter, the Dubuque
Rescue Mission. Through a partnership with Gronen Restoration, CHI employs
homeless men to assist with basic rehabilitation work. CHI provides an on-site
supervisor while the men realize income as well as the self-esteem that comes from
working for a day's pay. CHI has also partnered with the HEART Program to perform
some of the renovations. To date, CHI has spent $418,000 on acquisition and
$913,000 on rehabilitation.
The City has signed a Memorandum of Understanding with the Four Mounds HEART
program. The Four Mounds Youth Development program is to rehab vacant housing
units and turn them into affordable home ownership. The City has committed $525,000
to the HEART program. There are currently three houses in the process of being
rehabbed.
Housing Rehabilitation Program
767 University — is being sold to Habitat to build a single family home
1501-1503 Bluff— Currently there is an offer of$75,000 for its purchase
2300 Jackson — All exterior concrete is complete, all interior framing is complete,
plumbing, electrical and HVAC is roughed in, front porch is being built, windows
installed, beginning all exterior work (siding, facia, etc.)
2056 Washington — Listed for $75,000 with Cindy Stecher of Remax
396 W. Locust — Going to City Council for approval to sell to a developer
321/323 E. 22nd —Waiting for SHPO to approve deconstruction; Rehab is no
longer involved
2300 Washington — Habitat house; working with Section 8 participant on
purchasing the property
1598 Washington — CHI Property — rehab is on-going; will be part of the OATH
Program
1513 Washington — CHI Property — rehab is on-going
2073 Jackson — CHI Property - $72,000 sale price
2139 Jackson — CHI Property - $92,900 sale price
3
1461 Jackson — Inside gutted
Greater Dubuque Development Corporation has granted the Rehabilitation
Department $10,000 to help promote and recruit residents to participate in the
HOME Workshop
OATH (Officers AT Home) Program — Council has approved this program and
promotional materials are being developed.
Planned Developments Under C.H.A.N.G.E. Program
Development of senior housing
Workforce rental housing
Single family rental property development
Court Petition of properties - See attached September 28, 2015 memo from
Crenna Brumwell
34 marginal properties identified for acquisition
Future Considerations of Enhanced Neighborhood Support
• Adoption of the International Property Maintenance Code (IPMC): Provides for
inspector discretion and ability to deny repairs if not done in a workmanlike
manner, something that is not currently allowed under the existing housing code.
• Development of not-for-profit Rental Management: A must for rental property is
professional management; consideration should be given property owners and
landlords to have a standard of management procedures and operating policies.
• Shorten the housing inspection cycle for marginal and nuisance properties from
five years to two years
• Greater accountability by landlords and residents: Just as we have marginal
properties we also have marginal property managers and marginal residents.
We will seek ways to hold residents more accountable for noise, trash, and other
violations.
• We will recommend a process for the Removal of Rental Licenses properties that
have not been brought to code.
• A comprehensive review of best housing practices across the nation in order to
attract companies and workers to relocate to Dubuque.
• Increase inspections:This includes inspections of alleys to ensure that they
remain clear of debris, trash and nuisance items.
• Provide support to the expansion of the Dream Center, creating opportunity for
youth engagement.
4
CDBG 2016 ACTIVITIES
PROJECTED SOURCES FY2016 FY2016 FY2016
Entitlement 954,011 954,011 954,011
Program Income 291,629 291,629 291,629
Unexpended Funds 413,387
Total Sources 1,245,640 1,245,640 1,659,027
opose
Housing Development Programs: Accomplishments FY 2016 Amendment 1 Amd 2
First Time Homebuyer Program 8 households 40,000 40,000 65,000
Historic Preservation Rehab Grant 2 households 10,000
Homeowner Rehab Program 11 housing units 159,234 159,234 365,790
Housing Code Enforcement 400 housing units 88,140 88,140 88,140
Housing Rehabilitation Services and Staff 358,852 358,852 362,852
Lead Hazard Control Program 3 housing units 30,000
Purchase/Rehab/Resale DREAMS 50,817 50,817 6
Rental Unit Rehabilitation 10 housing units 1 87,424
Housing Totals 697,043 697,043 1,009,206
Economic Development Programs: 0
E.D. Financial Assistance Program 18 low/mod jobs created 0
Harvest Kitchen& Bar 0
Microenterprise Assistance Program 50,000
Economic Development Totals 0 0 50,000
Neighborhood and Community Development Programs 0
Accessible Curb Ramps 12 Accessible Ramps 12,600 12,600 20,742
Information &Referral- Project Concern 3000 people 0
Multi-Cultural Family Center accessability/LMA 13,400 13,400 76,259
Neighborhood Infrastructure Improvements 3 streets, 7 sidewalks 114,124 114,124 47,750
Neighborhood Recreation Program 5730 persons 14,560 14,560 114,124
Neighborhood Support Grants 2000 people 10,000 10,000 20,037
Four Mounds HEART 16,380 16,380 10,000
Senior Center 600 people 11,284 11,284 20,927
Washington Tool Library 450 people 8,710 8,710 12,387
Zoning Inspection/Enforcement 45 housing units 21,820 0 8,710
Purchase of Services 10,076 0
Almost Home 11,744 10,076
Dubuque CommunityY Domestic Violence Program 11,744
Neighborhood&Comm. Develop. Totals 222,878 222,878 352,756
Administration 0
Neighborhood Development Services and Staff 78,319 78,319 78,319
Housing Administration 70,945 70,945 70,945
CDBG Admin. Services and Staff 97,801 97,801 97,801
Administration Totals 247,065 247,065 247,065
Contingency 78,654 78,654
TOTAL CDBG 1 1,245,640 1,245,640 1,659,027
Balance 0 0
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1
CRENNA M . BRUMWELL �ES .
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ASSISTANT CITY ATTORNEY
To: Alvin Nash, Housing & Community Development Director
DATE: September 28, 2015
RE: Summary of Activities on Property Condition
I am writing to summarize a number of activities I am currently working on which focus
on improving conditions within neighborhoods within the City of Dubuque.
Petition for Title to Abandoned Properties
In the autumn of 2014 the City began using a provision within the Iowa Code (Section
657A.10A) to petition for title to abandoned property. The City files a petition for title,
serves notice on all parties with an interest in the property, and after approximately sixty
(60) days a hearing is scheduled on the petition. The City has the burden to prove the
property is abandoned under the framework outlined in the statute. A copy of the
statute is enclosed.
Ideally, when a petition is filed a party with an interest in the property will act to remedy
the violations/issues at a property and the City will not end up with title to the property.
However, when interested parties fail to act the City will take title.
To date the City has taken title to four (4) properties. The properties are:
595 Angella Street
2525 Windsor Avenue
395 E. 16th Street
1849 Jackson Street
The City has been awarded three (3) additional properties, but the cases are not final
yet. The properties are:
607 W. 8th Street
2008 Foye
321 Valeria
OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA
SUITE 330, HARBOR VIEW PLACE, 300 MAIN STREET DUBUQUE, IA 52001-6944
TELEPHONE (563)589-4381 /FAx (563)583-1040/EMAIL cbrumwel@cityofdubuque.org
Petitions have been filed and the cases are pending for the following properties:
971 Bluff Street
1025 Bluff Street
1509 Bluff Street
1511 Bluff Street
1589 Bluff Street
1591 Bluff Street
Properties are always under review to determine if the property is a good candidate for
this process. The City initiates reviews and will also take referrals from community
members.
Nuisance Tracking
The City has begun reviewing data on calls for service, complaints to the City's Citizen
Support Center, and issues reported to the Public Works Department. The goal is to
identify problem properties where further intervention or enforcement is necessary to
curb issues within neighborhoods.
Property Owner Accountability
I, in conjunction with the Housing & Community Development and Building Services
Department, will be reviewing the City's ordinance on Vacant & Abandoned Buildings to
determine where gaps exist and how gaps can be eliminated. For example, the
Housing & Community Development Department is seeking information on similar
ordinances within other communities in Iowa while I am researching on communities
outside of Iowa and model ordinances provided by professional organizations. The
information will be summarized and compared to the current ordinance. I have already
identified some definitions used in other communities I believe can have some impact
on our work and efficiencies.
Housing TIF Opportunities
A work group of City staff continue to identify possible housing TIF opportunities and
respond to inquiries from developers as to how housing TIF can be used to create
funding for both public improvements and low moderate income family housing
assistance.
Conclusion
It is my intent to provide further updates on the above items periodically to the City
Council as additional information is available and developments occur within the
community.
Thank you.
OFFICE OF THE CITY ATTORNEY DUBUQUE, IOWA
SUITE 330, HARBOR VIEW PLACE, 300 MAIN STREET DUBUQUE, IA 52001-6944
TELEPHONE (563)589-4381 /FAx (563)583-1040/EMAIL cbrumwel@cityofdubuque.org
657A.10A Petition by city for title to abandoned property.
1. a. In lieu of the procedures in sections 657A.2 through 657A.10, a city in which an
abandoned building is located may petition the court to enter judgment awarding title to the
abandoned property to the city. A petition filed under this section shall include the legal
description of the abandoned property. If more than one abandoned building is located on a
parcel of real estate,the city may combine the actions into one petition. The owner of the
building and grounds, mortgagees of record, lienholders of record, or other known persons who
hold an interest in the property shall be named as respondents on the petition.
b. The petition shall be filed in the district court of the county in which the property is located.
Service on the owner and any other named respondents shall be by certified mail and by posting
the notice in a conspicuous place on the building. The action shall be in equity.
2. Not sooner than sixty days after the filing of the petition,the city may request a hearing on
the petition.
3. In determining whether a property has been abandoned,the court shall consider the
following for each building that is located on the property and named in the petition and the
building grounds:
a. Whether any property taxes or special assessments on the property were delinquent at the
time the petition was filed.
b. Whether any utilities are currently being provided to the property.
c. Whether the building is unoccupied by the owner or lessees or licensees of the owner.
d. Whether the building meets the city's housing code for being fit for human habitation,
occupancy, or use.
e. Whether the building is exposed to the elements such that deterioration of the building is
occurring.
f. Whether the building is boarded up.
g. Past efforts to rehabilitate the building and grounds.
h. The presence of vermin, accumulation of debris, and uncut vegetation.
i. The effort expended by the petitioning city to maintain the building and grounds.
j. Past and current compliance with orders of the local housing official.
k. Any other evidence the court deems relevant.
4. In lieu of the considerations in subsection 3, if the city can establish to the court's
satisfaction that all parties with an interest in the property have received proper notice and either
consented to the entry of an order awarding title to the property to the city or did not make a
good faith effort to comply with the order of the local housing official within sixty days after the
filing of the petition, the court shall enter judgment against the respondents granting the city title
to the property.
5. If the court determines that the property has been abandoned or that subsection 4 applies,
the court shall enter judgment awarding title to the city. The title awarded to the city shall be free
and clear of any claims, liens, or encumbrances held by the respondents.
6. If a city files a petition under subsection 1, naming the holder of a tax sale certificate of
purchase for the property as a respondent,the city shall also file the petition, along with a
2015 Iowa Code
1
verified statement declaring that the property identified in the petition contains an abandoned
building, with the county treasurer. Upon receiving the petition and verified statement,the
county treasurer shall make an entry in the county system canceling the sale of the property and
shall refund the purchase money to the tax sale certificate holder.
2004 Acts, ch 1165, §10, 11; 2010 Acts, ch 1050, §ll, 12; 2013 Acts, ch 30, §261
Referred to in§448.13
2015 Iowa Code
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
Following is a status report and/or description of the long-term neighborhood-based City
initiatives that are part of the public safety strategic plan. Additional materials in the form
of staff memos, maps of relevant data, and other supporting documentation are
enclosed.
1. Quality of Life Enforcement
Enhanced Neighborhood Support is provided in part through effective enforcement.
Quality of life enforcement includes many elements beyond public safety services
provided by the Police and Fire Departments. Several City Departments are involved,
including: Health Services (nuisance control of weeds, garbage, junk), Public Works
(street maintenance/cleaning, garbage/junk/illegal dumping), Housing & Community
Development (housing code enforcement, nuisance control), and Planning Services
(zoning issues related to vehicle storage and property usage). A series of maps for
quality of life enforcement by these City Departments is enclosed.
Although quality of life issues are more difficult to measure, together, all of these efforts
create enhanced quality of life and add to the perception of security and safety in
neighborhoods along with a sense of community pride, high public safety, and a
message of non-tolerance of destructive behavior and surroundings.
2. Nuisance Ordinance Enforcement
As noted above, the City has stepped up Nuisance Ordinance enforcement by
reviewing data on calls for service, complaints to the City's Citizen Support Center, and
issues reported to the Public Works Department that occur within a 30-day period for a
specific location. The goal is to identify problem properties where further intervention or
enforcement is necessary to curb issues within neighborhoods.
Application and enforcement of the Nuisance Ordinance and other City Codes also has
been a coordinated effort. Outcomes are monitored regularly to determine the
effectiveness of these efforts. City staff has been meeting regularly with property
owners, business owners, and residents in the Washington, Downtown and Valley View
Neighborhoods regarding these issues.
3. Zoning Issues
The Planning Services Department focuses on fostering and building partnerships
through facilitation of public and private development in and around the city. This activity
also includes zoning enforcement — when zoning becomes an "issue". The Zoning
Enforcement Officer is focused on responding to requests and complaints in a timely
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
and compassionate manner, and working to bring properties into compliance voluntarily
whenever possible. Citations and court orders are used when appropriate, however.
Zoning complaints are concentrated in residential districts, primarily for improper vehicle
storage and illegal/junk/abandoned vehicles. From 2014 through September 23, 2015,
the Zoning Enforcement Officer handled 584 total cases and closed 514. Over 375
cases were vehicle related. Enclosed is a map of zoning enforcement during this period.
4. Landlord and Tenant Accountability
The Housing & Community Development and the City Attorney's Office are reviewing
the feasibility of a policy for holding marginal tenants accountable for their behavior.
Complaints of noise, trash, community discord, violence, domestic common space, etc.
are the responsibility of all residents living in units common to that space. The policy
would fine the total unit for trash, noise and similar nuisance violations. Staff must
consider how to deal with tenants and alternative living units on both a short-term and
long-term basis; i.e. animals, moving, relocation, medical issues, liability of property.
The City also must consider "reasonable accommodation", which means necessary and
appropriate modification and adjustments not imposing a disproportionate or undue
burden, where needed in a particular case, to ensure to persons with disabilities the
enjoyment or exercise on an equal basis with others of all human rights and
fundamental freedoms.
The Housing & Community Development and the City Attorney's Office also are
reviewing the feasibility of a policy for holding marginal landlords accountable, through
the removal of rental unit licenses from problem structures. Staff is evaluating: why
remove a rental license, wow to remove a rental license, and when to remove a rental
license. Below is the outline of the draft policy.
Develop a criteria for revoking rental license
1 . Non —compliance with court order for repairs.
2. Flagrant Negligence of Life/Safety Issues by owner.
3. Third response by police on tenant. Owner is not cooperating.
Process for revoking of rental license
1 . Notification of date for implementation of revoking or suspending license to
owner and tenant. Owner giving appeal rights.
2. Obtain tenant information.
A. Number of occupants.
B. Lease agreement
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
C. Utilities / Credit Rating / Delinquent bills
D. Referrals by other landlords
3. Available unit listing
4. Security Deposit Fund
5. Emergency Housing Appeals Board Meeting
A. Denial of request
B. Granting of request
6. Truck rental re-imbursement
7. Temporary Housing
8. Forced Eviction: would require tenants to move be considered forced eviction by
the city. Would we be required to give at least a thirty day notice that before the
beginning of a new month? Would we give any assistance to tenants who were
part of the reason for the license revocation or suspension?
6. Property Maintenance Code
The Housing & Community Development and the City Attorney's Office are reviewing
the feasibility of a conversion from the current Housing Code to the International
Property Maintenance Code. This is in line with a University of Iowa study that
recommended this course of action. Specifically, the report noted: "The IPMC is similar
to Dubuque's current code in many ways, but addresses additional health and safety
conditions in the home and uses more specific language. Overall, the IPMC would
modernize the city's code and apply the most up-to-date health, safety and welfare
understanding to existing renter-occupied and owner-occupied properties alike."
The current Housing Code has not had a comprehensive overhaul since its adoption in
the 1970s. The IPMC is updated every 3 years by the International Code Council (ICC).
The Building Services Department and the Fire Department currently use ICC codes.
6. Acquiring Abandoned Properties
See Short-Term Action #5 in Part 2 for the City's efforts to acquire abandoned buildings.
7. Commercial building renovations and increased commercial and residential
occupancy
Since the establishment of the Downtown Housing Incentive Program, 297 quality
residential units have been added to the downtown area. This brings a 24-hour
presence to a more commercial-centric area of town. Our facade program has
improved the aesthetic of the downtown area, with over 30 properties taking advantage
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
of this program, bringing historic buildings back to their original look. This program
eliminates conditions of blight, encourages revitalization efforts and retains or creates
employment opportunities and/or new housing units within the district. This program
also addresses building code deficiencies as part of each approved project.
Additionally, to enhance and encourage storefront/business opportunities, the Economic
Development Department is in conversations with Iowa Microloan, a 501 (c)(3) nonprofit
that provides loans of$5,000 to $50,000 to small business entrepreneurs in Iowa if they
have a workable business plan but have difficulty in accessing loans from conventional
lenders. This micro-finance program can help to address financing gaps for small
business entrepreneurs and can be one way of fighting poverty in underserved
communities.
8. Results of municipal infractions in court/ways to support City Attorney's Office
The City Attorney's Office prosecutes civil citations and simple misdemeanors for
events occurring in the City of Dubuque. Violations such as disorderly conduct,
nuisances, social host, building and housing violations, and other code violations often
affect the perception of safety and the environment in our community and in our
neighborhoods.
The City Attorney's Office is analyzing ways to most effectively enforce these lower
level crimes and municipal infractions. The processes that will be examined for
improvement include but are not limited to: increased communication with the City
Attorney's Office and other departments regarding properties or individuals frequently
involved in disturbances and code enforcement issues, thorough preparation for pre-trial
conferences and trials, including past history of violations at the property or against the
individual, departmental staff presence at pre-trial conferences and trials, and follow-up
at property or with violator after judgment is obtained to ensure that defendants have
complied with all court orders obtained by the City.
9. Resiliency grant impact on these neighborhoods
In June 2015, the U.S. Department of Housing and Urban Development (HUD) invited
40 states and communities to compete in the second and final phase of the National
Disaster Resiliency Competition. The competition will provide approximately $1 billion
in funding for disaster recovery and long-term resilience for communities that
experienced a Presidentially-declared major disaster in 2011 , 2012, and 2013. Over the
past few months, the City of Dubuque has worked with the State of Iowa to develop an
4
Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
application for a watershed management approach to control and reduce the effects of
extreme rainfall events on the most vulnerable populations within the State.
Dubuque's portion of the application focuses on Bee Branch Creek Watershed, which
has experienced six Presidential Disaster Declarations since 1999. The series of
extreme flooding events, combined with aging housing stock, has contributed to lower
housing and commercial property values. This has taken its toll on neighborhood
residents. Many homeowners have experienced flooding on such a regular basis that
they have fallen behind with repairs, suffer from chronic mold and mildew problems, and
live with the residual effects of floodwater.
Over the past 14 years, the City has made significant infrastructure investments in a
watershed management strategy designed to daylight the Bee Branch Creek and
reduce run-off and flash flooding in the flood prone-area. The City of Dubuque's portion
of the NCRC application requests $28.1 M in funding to continue vital infrastructure
improvements necessary to protect the homes and businesses in the watershed. The
application also includes a request for $10.9M to assist with the rehabilitation of homes,
rental units, and multi-family housing. This portion of the application is called the Bee
Branch Healthy Homes Resiliency Program and is designed to support residential
properties that have flood damage from the 2011 storms in the low to moderate income
areas of Dubuque that are strategically aligned with and extending to and from the Bee
Branch Creek restoration project.
The program will combine education and outreach to improve housing, repair damages,
and make homes more resilient to future flooding. Each housing unit will undergo an
inspection designed to identify the seven principles of a healthy home (dry, clean, pest-
free, safe, contaminant-free, ventilated, and maintained), and model resiliency work will
address: foundation repairs; foundation raising or shifting to accommodate water levels;
water and sewage services; furnace replacement; basement windows; mold and mildew
remediation; lead remediation; water heater replacement; soil modification; lateral
connection repairs; asbestos; sidewalk and curb cuts; sump pumps; and downspouts.
The program will also address individual homeowner's needs to help support a more
resilient community through increasing education, awareness, and resources needed to
successfully live in an urban watershed.
Due to the nature and funding of the grant, assistance will be limited to the areas in
orange on the attached map. These are areas within the Bee Branch Watershed that
have been identified as most impacted and distressed by the flood of 2011 and also
have an identified unmet recovery need. If funded, the Bee Branch Healthy Homes
Program will coordinate local partners to integrate the program's resiliency outreach into
5
Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
neighborhood-wide educational programs and engagement, including outreach to
neighborhood associations, schools, and businesses. The City will continue to provide
support through Dubuque's climate adaptation and resiliency work, provide technical
expertise, and integrate the program into the development of Dubuque's climate
adaptation plan.
At the same time, community engagement efforts will engage residents in sustainable
living education, target vulnerable or traditionally unengaged populations, and develop
partnerships with nonprofit and religious service providers, as well as monitoring health
outcomes in the impacted areas. The overall goal is to create a community able to
quickly recover from disaster with minimal impact on vulnerable populations.
10. Bee Branch status (permeable alleys, enhanced lighting, security cameras)
The Bee Branch Watershed Flood Mitigation Project is a multi-faceted approach to
address the severe and frequent flash flooding experienced in the Bee Branch
Watershed. Between 1999 and 2011 , six Presidential Disaster Declarations were issued
with total damage estimates of almost $70 million. The project consists of several
infrastructure improvements that will reduce the volume of stormwater, slow the rate of
stormwater through the upper watershed, increase the safe conveyance of stormwater
through the flood-prone area, and provide floodwater protection to the City's water
treatment plant on Hawthorne Street.
The $200 million flood mitigation project will protect nearly 1 ,400 homes and businesses
that are prone to flooding and prevent an estimated $582 million in damages over its
100-year design life. Two major phases of the project are currently under construction.
Almost one mile of the buried Bee Branch storm sewer is being replaced with a creek
and green space similar to the one that traversed the area over 100 years ago. Taking
the stream out of the concrete will allow stormwater to move through Dubuque's North
End Neighborhood without flooding adjacent properties. To reduce the amount of
impervious surfaces, approximately 240 alleys in the watershed will be converted to
permeable green alleys. This conversion is expected to reduce stormwater runoff within
the watershed by up to 80 percent. To date, approximately 40 alleys have been
converted.
11. Effectiveness of Washington Neighborhood Strategy
The Washington Neighborhood has been a major focus for reinvestment efforts by the
City and our partners. In 2005, the City of Dubuque kicked off Washington Revitalize!
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
Our strategy included developing a vision and a neighborhood plan -- starting with a
belief that homeownership is a key component.
Entitled "Community Assessment and Revitalization Strategies," the plan included a
market analysis, land use plan, transportation and human service strategies, all with the
aim of accelerating the improvement of the Washington Neighborhood. The enclosed
memo from Planning Services Manager Laura Carstens recounts the effectiveness of
this plan. A composite map of the plan's neighborhood strategies is enclosed as well.
12. Voluntary Compliance Agreement — affirmatively furthering fair housing
There is a Voluntary Compliance Agreement (VCA) between HUD and the City of
Dubuque. The Agreement was signed on March 31 , 2014 and represents an
agreement for the City to adhere to federal rights laws and regulations, including Title 4
of the Civil Rights Act of 1964 and Section 109 of Title 1 of the Housing and Community
Development Act of 1974. Additionally, the City is obligated to affirmatively further fair
housing (AFFH) pursuant to Section 104 of Title 1 of the Housing and Community
Development Act of 1974. The City of Dubuque receives funds from HUD through the
Section 8 Housing Choice Voucher Program and the Community Development Block
Grant Program (CDBG). This agreement ensures that these programs, along with other
federal funds received by the City continue and will not be negatively affected as a
result of this agreement.
The agreement involves a close review and changes to our Choice
Voucher Administrative Plan, the 5-Year Consolidated Plan, training for staff and
volunteers in civil rights and fair housing rules and non-discrimination training with
regard to employment and educational opportunities for all citizens. To date, the City is
in complete compliance with the VCA and in addition to two training sessions, we have
finished changes to the Administrative Plan, the Annual Plan and the Consolidated Plan
as required. We have also began efforts to further fair housing with our C.H.A.N.G.E
program, Housing Rehab program, FSS and the Circles program. Compliance of this
VCA is extremely important to the City of Dubuque and the future of affordable housing
in Dubuque but the image of Dubuque being a welcoming and inclusive community. We
have an opportunity to make a difference and to further define fairness, opportunity and
inclusiveness for the City of Dubuque.
13. Monitor potential for disparate impact
As we continue with our neighborhood support activities, we also will be cognizant of
the possibility that well-intentioned actions might have unintended negative
consequences on segments of our population, particularly around race and ethnicity.
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Part 3: Long-Term City Initiatives - Enhanced Neighborhood Support
We will be using the attached checklist to help us think through potential impacts up
front and make adjustments as needed. Human Rights Director Kelly Larson will be
available to assist with analysis and questions.
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A multi-phased, fiscally responsible investment to mitigate
flooding, improve water quality, stimulate investment, and
enhance quality of life within the Bee Branch Watershed.
• The Bee Branch Watershed is the area hit hardest by flash flooding during significant rain
�' • events with much more than "just a little water in the basement."Too frequently, it is
flooding that inundates water heaters,furnaces, and electrical boxes, and can cause fires.
It rushes down streets from curb to curb --stalling vehicles, stranding motorists, displacing
manhole covers, and damaging pavement,water mains, and stormwater and sanitary
•• • • sewers.The Bee Branch Watershed Flood Mitigation Project is a multi-faceted approach to
• addressing the severe and frequent flash flooding experienced in the watershed.
The 1
Imagine waiting out a tornado warning with yourof yourbasement
suddenly, heavy rains produce III I water starts pouring into the basement
around I II you stay in the basement at the risk of eloctrocution, or I I Or go
upstairs I risk the tornado? I ' ' I this difficult decision.
at:
40 Flood disasters have repeatedly impacted residents and employees of the businesses within
the watershed. Between 1999 and 2011, six Presidential Disaster Declarations were issued
with total damage estimates of almost$10 million. I
• The flooding in the Bee Branch Watershed also has had a major impact on public
infrastructure and City services both within and outside the flood-impacted area. Direct public
sector costs include emergency response activities, street and utility infrastructure repairs,
and debris clean-up and removal. The disruption of essential City services and street closures Aw
due to flooding and damage also has a negative economic impact on the entire community.
-.c
• Based on a 2009 Federal Emergency Management Agency(FEMA)study, 1,313 homes and
businesses in the watershed are prone to flooding, including 10 businesses that employ over Streetflooding
1,400 people and have over$500 million in annual sales.
• The Bee Branch Watershed Flood Mitigation Construction Project will prevent an estimated TI-8 c
$582 million in damages over the 100-year design life of the project and create an incentive DUrry OPB �I
for individuals and businesses to reinvest in this vital area of our community. Masterpiece on the Mississippi
- 1
Infrastructure Improvemen
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Carter Rd. and W. 32nd St. Detention Basins - Complete
The Carter Road Detention Basin,completed in 2004,is located in the northwest portion of the Bee Branch
Watershed.An earthen dam approximately 350-feet long by 40-feet high was created to hold back stormwater and
slowly release it to allow time for the downstream flood-prone area to drain.The basin can hold 59.3 million gallons
of stormwater runoff and is designed to reduce peak flow of runoff during a 100-year rain event by 98 percent.
The storage capacity of the W. 32nd Street Detention Basin, completed in 2009,was more than doubled from 15
million gallons to 32 million gallons of water.A combination of wild flowers, prairie grass and wetland vegetation was
planted to maximize its ability to retain runoff and reduce flows and volumes to downstream properties.
Bee Branch Creek Restoration - Under Construction
The Bee Branch Creek Restoration involves replacing almost one-mile of storm sewer with a creek and green space
that resembles the one that traversed the area approximately 100 years ago.This"day-lighting"of the buried Bee
Branch Creek will allow stormwater from flash floods to safely move through the area without flooding adjacent
properties. It is split into two distinct sections: the Lower Bee Branch, completed in 2011, and the Upper Bee Branch
which is currently under construction. The Upper Bee Branch is expected to be completed in 2017.The Bee Branch
Creek Railroad Crossing which involves the placement of large diameter pipes under the Canadian Pacific railroad
yard is scheduled for 2019.The pipes will allow stormwater to drain more efficiently from the Upper Bee Branch
Creek to the existing Lower Bee Branch Creek and 16th Street Detention Basin.
Impervious Surface Reduction (Green Alleys) - Under Construction
Green alley reconstruction focuses on reducing the volume of stormwater in the watershed.Traditional concrete,
asphalt, and packed gravel surfaces are impervious.An impervious surface does not allow stormwater to soak into
the ground. Instead, these types of surfaces create run-off that can exceed the capacity of the storm sewer system
contributing to flooding during major rain events.Green alleys feature permeable pavement. Permeable pavement
has pores or openings that allow water to pass through the surface and filter gradually into the soil below. In short,the
n-$ volume of runoff is reduced by allowing stormwater to soak into the ground.
To reduce the amount of impervious surfaces, permeable pavement was installed in the Hisoric Millwork District and
approximately 240 alleys in the watershed will be converted to green alleys.Twenty-three alleys were completed in
2014 with another 50 planned for 2015 and 2016. The remaining alleys in the Bee Branch Watershed are scheduled
to be reconstructed between 2024 and 2038.This conversion is expected to reduce stormwater runoff within the Bee
Branch Watershed by up to 80 percent.
Storm Sewer Improvements - Planned for 2018 and 2021
To help prevent the effects of flash flooding as witnessed in the past, storm sewer improvements will be made at
several locations within the watershed. In 2018, the north end storm sewers between White St. and Elm St.from 25th
St.to 30th St.will be expanded up to ten times their current capacity. Stormwater can form what resembles a river on
22nd St.To increase capacity,larger pipes will also be installed from 22nd St.west across Central Ave. In 2021,larger
pipes will be installed from EI m St. to W. Locust Street and along Dorgan PI.to safely convey more stormwater from
the West Locust Sub-Watershed to the restored Lower Bee Branch Creek.
Cost and Funding
Funding forthe Bee Branch Watershed Flood Mitigation Project comes from multiple sources including
financial assistance from the State of Iowa and Federal government,private donations,general obligation
bonds,and funds allocated from the local Stormwater Utility. ■ ,
In addition to$20.6 million in state and federal contributions, the City is participating in other state funding
programs. Through the State Revolving Fund(SRF)program, the Iowa Environmental Commission authorized
the City to reallocate$9.4 million that was to be paid in interest on the loan associated with the Water and
Resource Recovery Center upgrade project to instead be used to construct more than 70 green alleys in the ,
Bee Branch Watershed.
Also through SRF, the Iowa Finance Authority authorized the City to reallocate$1.4 million that was to be paid
in interest on the loan associated with the Upper Bee Branch Creek Restoration to make improvements in the -
Catfish Creek Watershed to protect the water quality of the Catfish Creek and prevent soil erosion.
Additionally, in December 2013,the project was awarded$98.5 million from the Iowa Flood Mitigation Board in
the form of state sales tax increment financing*spread over 20 years.This is the largest amount ever awarded
to the City of Dubuque and will enable the City to issue debt to implement the comprehensive flood mitigation
plan much sooner than previously anticipated at a lower cost to Dubuque citizens and businesses.
Infrastructure Improvement Status Cost
Carter Road Detention Basin Completed in 2003 $1,076,315
West 32nd Street Detention Basin Completed in 2009 $4,158,589
Lower Bee Branch Creek Restoration Completed in 2011 $21,274,685
Historic Millwork District Complete Streets Completed in 2012 $7,977,311
Flood Mitigation Gate Replacement Est. Completion-2016 $2,099,000
Upper Bee Branch Creek Restoration Est. Completion-2017* $79,223,636
*Railroad Crossing Est. Completion- 2019
Flood Mitigation Maintenance Facility Est. Completion-2018 $5,804,000
22nd St. Storm Sewer Capacity Improvements Est. Completion-2018 $3,906,000
North End Storm Sewer Capacity Improvements Est. Completion-2018 $1,340,640
17th St. Storm Sewer Capacity Improvements Est. Completion-2021 $8,400,000
Water Plant Flood Protection Est. Completion-2023 $4,700,000
Impervious Surface Reduction(Green Alleys) Est. Completion-2038 $57,420,000
Total cost, excluding $197,360,176
interest on debt:
Stormwater Utility Fee
How will the Bee Branch Watershed Project impact stormwater utility fees?
Dubuque's stormwater utility fee for fiscal year 2016 is$6.38 per month for the average single-family home in Dubuque. (Properties that are exempt from
property taxes, such as non-profits, only pay 50%of the stormwaterfee, as do low-income individuals.) Due to the costs associated with maintaining the
current stormwater management system and implementing the Bee Branch Watershed Project, the City is projecting annual increases to the stormwater
utility rate to reach$9.00 per month on July 1,2021. Prior to the state grant program, the rate was projected to rise to$9.00 per month on July 1,2016,
and the improvements would have taken 50 years or more.With the state grant,they will be completed in 25 years with most completed over the next
seven years.The protection will be provided sooner at a lower cost to Dubuque residents and businesses.
Stormwater Utility Fee Schedule: $6.38 $6.81 $7.27 $7.76 $8.29 $9.00
Ci SUSTAINABLE
.J DUBUQUE This project supports the Sustainable Dubuque principles of:
viable • livable equitable
Health Local Foods Community Knowledge ,��� Community _ Reasonable Mobility
because we will have a because of its role in �'-"L► Health & Safety because it includes the
communi orchard with educating residents and because it will rotect construction of amulti
-
apple,cherry,and pear stakeholders about disaster nearly 1,400 homes and use trail that will provide
trees as well as planters preparedness,community businesses from repeated an integral link to our
with asparagus,rhubarb, resiliency,and how to be flash flooding and the existing trail system.
strawberries,and herbs. responsible watershed in-home hazards that go
residents with it.
A Clean Water � Native Plants & 6% Regional Economy � Community Design
through the use ofthe Animals because we firmly believe because of the original
permeable pavement because the design includes this project will encourage 16-member citizen task
systems and capturing over 1,000 trees,plants,and investment in the Bee force that recommended
pollutants and sediment shrubs and will be a home to Branch Watershed, daylighting the creek and
before it reaches the a variety of wildlife including creating employment helped with the project's
creek and the river. game fish and birds. opportunities and landscape and amenity
increased property values. concepts.
WHAT IS
1WATERSHED?
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Bee Branch Project Updates
To receive Bee Branch Project-related updates and alerts via email and/or text, subscribe to the
Bee Branch Notify Me at www.cityofdubuque.org/notifyme. We also invite you to like the Bee
- Branch Project on Facebook at www.facebook.com/beebranchdbq and/or follow it on Twitter at
®� wwwAwitter.com/beebranchdbq.
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cityofdubuque.org/beebranch I facebook.com/beebranchdbq I twitter: @beebranchdbq I #beebranchbuzz
THE CITY OF Dubuque
DUB
E A11-America City
1
Masterpiece on the Mississippi
2007•2012•2013
MEMORANDUM
TO: Michael C. Van Milligen, City Manager
FROM: Laura Carstens, Planning Services Manager
SUBJECT: Enhanced Neighborhood Support— 22. Effectiveness of Washington
Neighborhood Strategy
DATE: October 2, 2015
INTRODUCTION
This memo provides the requested response to item 22. Effectiveness of Washington
Neighborhood Strategy for the Report to City Council on Enhanced Neighborhood
Support.
DISCUSSION
The Washington Neighborhood has been a major focus for reinvestment efforts by the
City and our partners. We were faced with a neighborhood in decline, in the heart of our
downtown. In 2005, the City of Dubuque kicked off Washington Revitalize! Our
strategy included developing a vision and a neighborhood plan -- starting with a belief
that homeownership is a key component—when faced with these demographics for this
55 square block area:
• 450 single family and duplex residences
• Age of housing: 86% built before 1939
• Residences valued at 44% of city-wide average for single-family homes
• Income: 68% population earned less than 80% of area median income
• 70% of all housing units were renter-occupied
• 47% of all units were occupied by families (related persons)
• Renters comprised 95% of all households earning less than $10 000
• 13% housing vacancy rate
• Single, female-headed households twice the city-wide rate
A neighborhood visioning process was completed in 2007. We defined the problem,
did an asset inventory of the neighborhood to identify strengths and potential partners.
We recognized importance of"local governance" and saw as a first priority the
organization of a neighborhood association to partner with.
In 2009, a Citizen Coordinating Committee working with consultants developed a
neighborhood plan with strategies to improve three main areas: Economic
Development, Families Youth & Education, and Housing. Entitled "Community
Assessment and Revitalization Strategies," the plan included a market analysis, land
use plan, transportation and human service strategies, all with the aim of accelerating
the improvement of the Washington Neighborhood. The plan's composite map of
neighborhood strategies is enclosed.
This strategic plan serves as a road map for revitalization initiatives and activities in the
neighborhood. We targeted church, school and business leaders to be part of the effort.
We encouraged a mix of household incomes. We increased investment in public
infrastructure. This plan is seeing great success, but has been weighed down in the
past several years with neighborhood crime, despite a decline across the city.
The Washington Neighborhood Development Corporation (WNDC) formed in 2009
to execute the Washington Neighborhood Strategic Plan with the support of numerous
community partners. Its mission was to empower people and revitalize the Washington
Neighborhood in a sustainable manner by leveraging public and private resources to
promote housing, economic opportunity and human potential.
To make the case for neighborhood investment by current and future residents and
businesses, consultants met with a variety of stakeholders, including residents, city
officials and staff, business owners, realtors, social service agencies, WNDC staff and
board members, landlords and school officials. From these conversations came a
neighborhood marketing plan in 2012.
A 2013 market analysis of the Washington Neighborhood indicates the 55 square
block area is primed for growth:
• Population has seen a 9% increase since 2009, providing more support for retail
• Education attainment levels have risen sharply
• Median household income has increased 9% since 2009
• Homeownership has been increasing
Other key retail market indicators within the larger Washington Trade Area:
• Retail supply grew from $150 million in 2007 to $211 million in 2013.
• Retail demand remained steady at about $145 million during this time frame.
• The total retail "surplus" (supply being greater than demand) increased from $2.5
million in 2007 to $67 million in 2013.
Neighborhood assets include community service and faith-based agencies such as:
Multicultural Family Center, Project Concern, Neighborhood Resource Center,
Washington Tool Library, Presentation Lantern Center, Operation New View, Maria
House, and Dream Center.
2
The financial impact of over $34 million in total City, private, and other investments in
the Washington Neighborhood has made possible these additional neighborhood
assets: Walgreens, Crescent Community Health Center, Orange Park, Green Alleys,
Prescott School, and Engine House No. 1 (with Head Start and wellness center).
The Washington Neighborhood's historic buildings, central location and wide range of
housing stock provide key assets to build upon. The neighborhood is in the center of
Dubuque's urban core and borders the Historic Millwork District, Bee Branch Creek
project, and Downtown. Portions of the neighborhood are or will soon be listed in the
National Register of Historic Resources.
The Central Avenue Corridor is predominantly a mix of historic commercial storefronts
and upper story residential. It serves as the Washington Neighborhood's primary
business corridor with a variety of retail and service businesses, professional offices as
well as vacancies.
The Fagade Grant Program is designed to create the financial incentives needed to
eliminate conditions of blight, encourage revitalization efforts and to retain or create
employment opportunities and/or new housing units within the district. These fagade
improvements have the capacity to create an environment for entrepreneurship;
business development; and the creation of new jobs. Through continued partnerships
with Dubuque Main Street we hope to continue making this funding source available for
Washington Neighborhood investors.
The Washington Neighborhood is in the heart of the Target Area for the Lead
Abatement and Green & Healthy Homes programs, which have brought over $16
million in funding to the community -- not only creating 72 safer, healthier homes, but
also providing employment and education to the community. The program engages
social services and supports for the impacted households; this targeted approach
creates stability in at-risk neighborhoods.
Revitalization at Work: From 2005-2012, the City invested $9 million in the
Washington Neighborhood, leveraging over $12 million in private investment and over
$13 million in other government investments. The Iowa Finance Authority has awarded
$1 .2M for promotion of homeownership in the Washington Neighborhood since 2003.
There are 50 new homeowners in the neighborhood; 29 properties were converted from
rentals or were vacant buildings.
Best practices. In addition to the efforts above, the City has engaged in several best
practices. In 2014, Global Green provided a Sustainable Neighborhood Assessment. In
2015, the Central Avenue Corridor was the focus of Dubuque's participation in the
inaugural City Managers' Design Academy. The City has engaged students at Iowa
State University in fagade and streetscape projects in the Central Avenue Corridor.
Partnerships. A key partnership between Community Housing Initiatives, Dubuque
Bank & Trust and the City of Dubuque has committed $1 .8 to restore housing units in
the Washington Neighborhood. Community Housing Initiatives has been working with
3
the City of Dubuque since 2006, and completed the redevelopment of the 36-Unit
Washington Court apartments in 2009. CHI has made a long term commitment in the
Washington Neighborhood, focusing on the rehabilitation of aging housing stock. This
revitalization goes well beyond aesthetic improvements to the built environment. These
investments in affordable and market-rate housing and other amenities have benefited
existing residents of the Washington Neighborhood and attracted new residents.
Many public, private and civic efforts have coalesced during recent years to address
community needs and emphasized physical infrastructure with new developments, as
noted above. However, the Washington Neighborhood Development Corporation and
the Washington Neighborhood Association are no longer in place.
Enclosure
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Monitoring for Disparate Impact
In order to monitor for potential disparate impact of decisions, particularly related to race
and national origin, please use this analysis before decisions are made and monitor
actual impact as decisions are implemented. The analysis is designed to help us think
through how to predict potential negative impacts and adjust our approach to
avoid/limit/address those impacts.
Step 1: Clarify the Purpose & Key Outcomes
Define what the proposal you are analysing seeks to accomplish in terms of key
outcomes.
Step 2: Involve Stakeholders and Analyze Data
Gather information from community and staff on how different communities will benefit
from or be burdened by the potential action.
Step 3: Determine Benefit and/or Burden
Analyze issue for impacts and align to maximize equity outcomes in the community.
Step 4: Advance Opportunity or Minimize Harm
Develop strategies to create greater equity for affected groups or to minimize
unintended consequences.
Step 5: Raise Awareness, Be Accountable
Continue to communicate with and involve stakeholders. Document unresolved issues.
Track impact over time so that you can see who is in fact impacted and if it is
disproportionately affecting people of color.
Step 6: Report Back
Share information learned from analysis and unresolved issues with City Manager and
Human Rights Director.
Part 4: Community Partnerships - Enhanced Neighborhood Support
Following is a status report and/or description of the long-term community partnerships
that are part of the public safety strategic plan. Supporting documentation is enclosed.
1. Inclusive Dubuque
Please see the enclosed memos from Human Rights Director Kelly Larson with respect
to information on the following topics that are related to Inclusive Dubuque: My Brother's
Keeper, More diverse city employee base, Department efforts to create mutually
reinforcing activities, Equity profiles, and Access to services — as well as the following
overview and update on Inclusive Dubuque.
An important part of community safety is preventative efforts, including efforts to insure
people have what they need to meet their potential. Inclusive Dubuque is a local
network of leaders from faith, labor, education, business, nonprofit, and government
committed to a common cause: a community where all people feel respected, valued,
and engaged. Partners gather monthly to share their perspectives on diversity, equity,
and inclusion in Dubuque.
Local government plays a role in supporting the Inclusive Dubuque vision in two basic
ways. The first is by partnering with other institutions and communities to address
larger issues that government alone cannot address, such as how we are doing as a
community in effectively delivering education, employment, housing, health,
transportation, arts & culture, and safety opportunities in ways that work for all
communities within our larger community. To this end, several partners have worked
throughout 2015 to develop a Community Equity Profile - an extensive process to
discover how diverse groups are affected by various systems in our community. This
involved gathering readily available quantitative data from sources such as the U.S.
Census, and intentionally supplementing it with community surveys and community
dialogue sessions.
To date, 60 dialogues have been held with 584 attendees, and 1 ,995 surveys have
been completed. Over 300 people have signed up to stay connected to Inclusive
Dubuque efforts going forward. Equity profile snapshots for economic wellbeing,
housing, education, health, safe neighborhoods, and transportation are available at
www.inclusivedbq.org. The Arts and Culture snapshot will be released shortly, followed
by a summary report covering all of the areas to be released in November. Next steps
will include gathering feedback to develop priorities and outline initiatives moving
forward.
1
Part 4: Community Partnerships - Enhanced Neighborhood Support
Second, local government plays a role by internally examining our own policies,
programs, services, and practices to determine whether the services we deliver are
being delivered effectively to all segments of the community and whether we are
effectively recruiting and retaining a diverse workforce. In January of 2015, we
established an Inclusive Dubuque Core Team within the City organization. The team
has met with each department and has identified ways in which the organization is
already contributing toward the Inclusive Dubuque vision, and has also identified areas
for improvement. The team also is developing an equity toolkit based on a model from
the Government Alliance on Race and Equity. We introduced the basic concepts
behind the toolkit as part of staff training in August and September, focusing first on
departments covered by the Voluntary Compliance Agreement. Next steps will include
revisiting departments to develop initial department level plans, prioritizing those with
the highest public contact in areas related to the Equity Profile.
Inclusive Dubuque held dialogues in June to gather input on Safe Neighborhoods. 95
people attended the dialogues. In addition, 262 people took surveys giving additional
input and context to the Equity Profile that will be shared in the community beginning in
November. Dialogues were also held on housing, transportation, education, health,
economic well-being and arts/culture - all of which contribute to resilient neighborhoods.
2. Equitable Support for Residents
Circles Program
The Dubuque Circles Initiative is celebrating its 5th year in September, 2015.
Overall Program Update
Since 2010 the Circles program has hosted 12 Getting Ahead classes, of which 121
participants have graduated. We currently run 2 sessions each year with 12 participants
per session. We completed a session on June 16th with 8 individuals graduating that
class, 6 of whom will be matched into the Circles process.
The Circles Coach has been hosting Bridges out of Poverty Workshops since 2012,
reaching out to a total of 1 ,591 community members trained in the constructs of
Bridges. Community-wide Bridges workshops are held once a year for the general
public through a partnership with National Consultant for Aha! Process, Jim Ott. A
community workshop was held on June 11 , 2015 and attended by 195 community
members.
The Circles Initiative has matched 30 Circles to date. A match includes one low-income
family and two to three volunteer allies forming a team of support. Eleven matches have
2
Part 4: Community Partnerships - Enhanced Neighborhood Support
completed their commitment and met the goals set. Six ended their commitment early
due to relocation or work commitments. The Circles Coach is currently working with 13
matches and 6 new ones are in process. This includes 33 allies within the matches.
Each team works on a specific track that will get them to prosperity; it is either
employment driven or education driven. We have designed a new strategy that
intentionally gets the teams focused on their goals through a 5 phase process: Assess,
Address, Obtain, Maintain, Sustain.
The City funds the Circles Coach position by utilizing City Funds along with funding from
the Community Foundation of Greater Dubuque through a partnership with Project
Hope which provides funding from Dubuque Works. The Initiative also receives support
from the community and closed the fiscal year with donations totaling $14,394.79.
This model has been reviewed by the national CirclesUSA model during their annual
conference and has received positive feedback by other sites who would like to pilot it
as well.
Weekly Circles Meetings Update
Circles hosts community engagement meetings every Tuesday night at Prescott
Elementary School (approximately 50 meeting per year) with an average attendance of
34 community members on any given Tuesday night (this average does not take into
account children, meal providers, guest speakers and Getting Ahead participants).
These meetings are organized by the community through the support of a Circles
Guiding Coalition. Agenda, meals and childcare are provided as a part of these
meetings. We maintain 5 teams (committees) of the Guiding Coalition with 20 volunteer
members.
In 2014 we recorded 3,312 volunteer hours put into the efforts of the Circles Initiative;
this often does not reflect the one-on-one time spent together by the matched Circles as
they work on goals. From January-June 2015 we logged 1 ,648 volunteer hours. Meals
are donated by the community each week with an estimated value of $7,500410,000
invested into the program annually.
Community meeting partnerships established for the second quarter of the 2015
calendar year include Inclusive Dubuque with the equity profile, Iowa State Extension
with the Juntos program, Iowa Farmer's Market, John Deere, Clarke College, North
East Iowa Community College and City of Dubuque Sustainability grant.
Family Self-Sufficiency
3
Part 4: Community Partnerships - Enhanced Neighborhood Support
Family Self-Sufficiency is a program that uses stable housing as a platform for
participants to make long-lasting sustainable change in their lives. FSS Coordinators
work one-on-one with families to create an individualized training and services plan, and
over the course of the five-year contract, connect families to resources in the community
to help them achieve their goals and gain economic self-sufficiency.
Since January 1 , 2015, we have served a total of 136 participants
As of September 30, 2015 we have 106 families participating
0 Of these 106 families, 65 of them have a combined escrow balance of
about $112,863
0 One of our current participants purchased a home that was rehabbed
through our Neighborhood Revitalization program. He qualified for the
Washington Neighborhood incentives through NR, as well, and is utilizing
our HCV Homeownership program.
Since January 1 , 2015, 6 families have completed their contracts and graduated.
0 All of the graduates earned escrow (highest = $7,137.80; lowest =
$949.69)
0 Total escrow payout from these 6 families was $28,681 .65
0 One graduate used her escrow for a down payment on a home in
September, and is no longer receiving housing assistance.
0 One graduate purchased a home in April 2014 with HCV Homeownership
assistance, and had used an Interim Escrow Withdrawal to purchase a
vehicle to commute to work.
0 One graduate used their escrow to pay off court fines to release her
driver's license and is now driving for the first time in 4 years.
Since 1997, we have graduated 98 families from FSS
0 Combined escrow payout of$276,506.61
0 17 of the 98 graduated in FY15 & thus far into FY16
0 Average earned income of graduates increases 651 % during their time on
FSS
Dream Center
The Dubuque Dream Center was formally established on July 23, 2013, and opened the
doors for services and programs on September 22nd. The Center provides structured
programs and activities where youth and teens build relationships with caring adults,
have a safe place to belong, and participate in value driven programs and activities in
the downtown area of Dubuque, Iowa. All programs and activities offered at the Dream
Center have volunteer or staff leaders that have committed to In Your Life Mentoring, a
strategy to impact lives through genuine relationships with youth and their families.
Currently the center serves about 100 kids. Enclosed is a brochure about the Dream
center's "In Your Life" Mentoring Program.
4
Part 4: Community Partnerships - Enhanced Neighborhood Support
Jobs programs/Opportunity Dubuque
Project HOPE, NICC and the Dubuque Community Schools have partnered to support
Re-engage Dubuque. In the past 12 months 98 students, ages 16-21 who left school
without graduating have been reengaged. 30% were students of color and nearly all of
the re-engaged students are experiencing poverty. Project HOPE, NICC and Iowa
Works are developing a targeted workforce pathway strategy to ensure more adults and
opportunity youth are school and work ready. Project HOPE is partnering with Operation
New View to increase participation in the Earned Income Tax Credit program beginning
in 2016.
Every Child, Every Promise (ECEP) partnered with the Dubuque Y and Dubuque
Community Schools to support Summer Academy 2016 serving 220 at-risk readers in
grades K-2. ECEP partners with Dubuque Community Schools and dozens of other
nonprofit providers to provide high-quality afterschool programming at two Title 1 Middle
Schools (Washington and Jefferson). More than 500 students take part in the program
from September thru May each year.
Below are the statistics for Opportunity Dubuque
359 students accepted
2012: 88 2013: 157 2014: 52 2015: 62
311 students graduated 92% graduated
2012: 85 2013:134 2014: 19 2015: 18 (19 in training)
235 contacted graduates employed OR continuing education 96%
Campaign for Grade Level Reading
AmeriCorps Partners in Learning was awarded a 3 year federal grant fully focused
around the Campaign for Grade Level Reading. The grant year began in the Fall 2014
and will run until Summer 2017. In partnership with the Dubuque Community School
District (DCSD), 27 AmeriCorps members were trained on the District's reading
inventions and strategies and placed at 11 of the DCSD's elementary schools.
AmeriCorps members tutored 1 ,041 K-3rd grade students during the 2014-2015 school
year. They tutored 544 students 30 times or more. The students who worked with
AmeriCorps members 30 times or more are the students who worked with AmeriCorps
consistently and whose data we assessed. Out of the 544 students, 362 students
(67%) improved their Composite Score from the Fall 2014 DIBELS to the Spring 2015
DIBELS. Other impactful data shows that 96% of the 544 students AmeriCorps tutored
consistently attended school 90% of the time or more. School attendance is a critical
piece to the equation in regards to reading proficiently by grade level.
5
Part 4: Community Partnerships - Enhanced Neighborhood Support
Our AmeriCorps/Leisure Services Summer Reading Program was piloted in Summer
2014 at 4 parks. The Summer Learning AmeriCorps VISTA housed at Leisure Services
developed a curriculum of STEAM (Science, Technology, Engineering, Arts and Math)
literacy activities and reading used at 8 playgrounds during the Summer of 2015. The
program was called Playground Explorations. The program was implemented by the
Leisure Services Playground staff, AmeriCorps members and other relevant community
partners.
Every Child Every Promise (ECEP) partnered with the Dubuque Y and Dubuque
Community Schools to support Summer Academy 2016 serving 220 at-risk readers in
grades K-2. St Marks Youth Enrichment also ran a summer reading literacy program.
Free Little Libraries were built, donated and placed at all the City of Dubuque Fire
Stations. The promotion of these libraries led to the Dubuque community to more being
placed throughout the community. Currently there are 26 Free Little Libraries. That
number grew based on the work of Leisure Services AmeriCorp VISTA's promotional
work. It places libraries in neighborhoods across the city where the public can place
and/or take books 24 hours a day.
AmeriCorps members support summer programming at the Carnegie Stout Public
Library, Multicultural Family Center's Future Talk Program, Leisure Services Playground
Reading Program, Dubuque Community School District's Summer Literacy Program
and St. Mark Youth Enrichment. AmeriCorps trained 24 members and placed them at
these summer partner organizations. A book drive was sponsored by AmeriCorps
VISTA members that led to 6,949 books being donated and redistributed to 711 homes
in need to build their own personal libraries. The Dubuque Community School District is
in full swing of their attendance awareness campaign.
A mid-point assessment for Dubuque's work on the Community Solutions Action Plan
(CSAP) was recently submitted to the Campaign for Grade Level Reading by the
Greater Dubuque Community Foundation.
HEART Program
The Housing Department's partnership with the Four Mounds HEART (Housing
Education and Rehabilitation Training) Program will continue to prosper, modeled on
the HEART project initially funded with an IFA Trust Fund grant in 2004. This program
rehabilitates dilapidated housing with students from the alternative high
school/behavioral classroom providing the labor and obtaining training in the following
areas: masonry, carpentry skills, welding, painting, lead remediation, deconstruction,
minor home repairs, etc., for academic credit. HEART students worked on several City
homes in the neighborhood throughout the year and is currently working with CHI
6
Part 4: Community Partnerships — Enhanced Neighborhood Support
properties. To date, HEART has partnered with the City and CHI on twenty-six
properties.
Reengagement Center
Project HOPE, NICC and the Dubuque Community Schools have partnered to support
Re-engage Dubuque. In the past 12 months 98 students, ages 16-21 who left school
without graduating have been reengaged. 30% were students of color and ready all of
the re-engaged students are experiencing poverty.
Students Re-engaged and Enrolled
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Before/After School Programs
Leisure Services offers after school programming at Prescott, Lincoln, Marshall and
Fulton Elementary Schools from 3:30-5:45 p.m. free of charge to all participants. The
programs are currently serving 109 children. Additionally Leisure Services offers After
School Sports programming at each of the elementary schools. This means
programming in all neighborhoods throughout the city. The sports include flag football,
volleyball, basketball and track. The program in 2014-15 school year served 1137
children.
ECEP partners with Dubuque Community Schools and dozens of other nonprofit
providers to provide high-quality afterschool programming at two Title 1 Middle Schools
(Washington and Jefferson). More than 500 students take part in the program from
September thm May each year. Multicultural Family Center and Leisure Services
provides programming for LEAP program participants.ln the community before and/or
7
Part 4: Community Partnerships - Enhanced Neighborhood Support
after school type programs are offered by the YMCA, Dream Center, Boys and Girls
Club and more.
Transportation
The neighborhoods shown in the map are the residential areas most frequently served
by public transportation through Jule Transit. These neighborhoods have bus service
every thirty minutes and are areas with high transit demand and ridership. Bus stops are
located every two to four blocks based on accessibility of curb areas. Jule Transit
service was increased in these areas in January 2014 during the route restructuring.
Future plans include capital improvement program (CIP) requests for solar-powered,
push-button bus stop lighting and on-stop seating in areas with sufficient space for the
additional infrastructure. Because of the need and demand for transit in these
neighborhoods, when route changes are considered, negative impacts to residents of
these neighborhoods including connections to job opportunities and medical
appointments in other areas of the city are avoided.
Neighborhood Recreation Opportunities
The Leisure Services Department offered 898 recreation programs in Fall 2014 through
Summer of 2015. All non-contractual programs are eligible for a 50% reduced rate for
those low income families who qualify. In addition to these programs, the Department
also provides free; After School Programs at Lincoln, Marshall, Prescott, and Fulton
Schools, neighborhood programs and open gyms at Lincoln and Prescott Schools, 18
Summer Playgrounds sites, and a neighborhood Playtime for Tots 3 year old Preschool
Program at Comiskey Park.
The largest program is the summer playgrounds which are offered free. This program
has been modified over the last 2 summers to infuse learning skills (reading, math,
science, engineering, etc.) throughout the summer. In 2015, this 8 week program
served 982 children between the ages of 7 and 13. Of these 982 participants 631 were
in lower income neighborhoods. Staff is constantly working to improve the current
programs as well as develop and search out new ideas on programs for those children
who need it most.
Park Maintenance Renovation
In the current FY2106 budget, $367,000 is budgeted for renovation of Comiskey Park.
Currently in FY2020 there is $250,000 budgeted to add restrooms to Jackson Park.
Neighborhood Beautification
8
Part 4: Community Partnerships - Enhanced Neighborhood Support
City continues to support neighbor initiated efforts to beautify their neighborhoods.
These efforts are supported through the Neighborhood Grant Program, planning and
organizing support, and connecting residents to other volunteer resources.
Beautification efforts have included numerous neighborhood clean-ups, yard clean-ups,
flower planting, community gardens, murals, and park improvements.
Multicultural Family Center
The primary goal of the Multicultural Family Center (MFC) is to be a location for, and a
model of multicultural learning in the Dubuque community. They pursue that goal by
sponsoring events that showcase Dubuque's diversity, celebrations of culturally
significant days, programs that teach culturally distinct content and programming that
promotes long-term learning. A sampling of activities over the last months have
included Taste of the World, Spice Cultural Cooking Nights, Cinco De Mayo,
Multicultural Holiday Celebration, Marshallese Constitution Day, Juneteenth, India
Independence Day, Dia de los Muertos, Hip hop dance, Capoeira, Salsa dance,
Spanish language classes, Future Talk, and Teen empowerment including teen night
and mentoring. Additionally the MFC staff works with cultural groups and organizations
such as NAACP, LGBTQ+, LULAC, DACU, AA, Black Men's Coalition, Inclusive
Dubuque, Coalition for Non-Violence, faces and voices, AMP and more. MFC
volunteers prepare used computers that are redistributed to families in need of
technology. Last year over 300 volunteers donated their time and talents, contributing
thousands of hour to the MFC and its efforts.
The mission of the Multicultural Family Center is to empower all families and community
members to reach their potential and build unity out of diversity. The City pays for
staffing, all costs related to the building, and provides background checks for
volunteers. The Board works with programming and fundraising for those programs and
activities.
Crescent Community Health Center
Since October 2006, Crescent Community Health Center has been implementing the
Federally Qualified Health Center (FQHC) model to provide health and dental care
access to the uninsured and under-insured populations within the Dubuque community
and surrounding area.
Every year as the number of patients and patients' visits continues to grow, Crescent
continues to be a needed service, not only in the Washington Neighborhood, but
throughout the city of Dubuque. As Crescent begins planning for its 10th year
anniversary in 2016, the Board of Directors is embarking on a strategic planning
process that will also include the facility's master planning process.
9
Part 4: Community Partnerships - Enhanced Neighborhood Support
Crescent has expanded to include health and wellness services in the Engine
HouseM/ellness Center at 18th St and Central Ave, along with moving their finance and
support services to facilities in the Lamar building on Elm St in order to provide more
space for expanding patient care.
With the Affordable Care Act (ACA), health care access and availability is rapidly
changing along with patient outcomes and costs. Crescent is proposing nine new staff
positions to accommodate new patients, ACA compliance rules, and most importantly,
outreach and enrollment for access to healthcare for the entire community. Public
Health Specialist Mary Rose Corrigan will be working with Crescent to develop Key
Performance Indicators (KPIs) for measuring impact on neighborhood and community
initiatives to improve public safety and quality of life.
3. Crime Stoppers or other way to solicit citizen crime information
(Dispatch non-emergency number, Signage, City website)
Crime Stoppers is one source for citizens to submit tips. Since 2003 there has been an
average of 72 tips submitted each year. The frequency of the tips usually depends on
the publicity of the crime. As an example, Dubuque County Sheriffs Office Sergeant
Dave Boardman, the local coordinator, advised Police Chief Mark Dalsing that the
publicity around criminal mischief at Eagle Point Park resulted in the highest number of
tips in any given month. Please see Communications response developed by the Public
Information Office under Short-Term Action #7 for more information.
10
Board of Directors
Robert Kimble, B REAM
e
Board President and
rDream CenterQ_ Executive Director CENTER
'014-2019: Chris Peterson IN YOUR LIFE
Secretary
New Programs MENTORING
Dream Team girls dance program
Impacting Youth
serving over 25 girls K-8«grade
Strengthening Families
Dubuque Dream Center Boxing Club JaySchiesl Building Commumn l
serving 12 boys and girls 6th-12� Treasurer
grade
Dream Center Youth Choir serving 15
r
girls and boys K-5th grade
Girl Scout Troup at Dream Center
serving 8 girls K-5th grade
Dream Center boys introduced to
baseball through partnership with
Dubuque Pony League Dubuque Dream
1600 White Street
Dubuque, IA 52001
Tel 563.258.1886
rkimbledreamcenter@gmai1.com
In Your Life Mentoring 2-Year Goals
• Adopt six Dubuque Schools that serve at-risk
The Dubuque Dream Center strategy To Impact youth grades K-8th grade.
Youth and Strengthen Families begins with our In
Your Life Mentoring System. • Serve 200 youth through In Your Life
Mentoring philosophy.
On the foundation of genuine relationships, In
Your Life Mentors are strategically connected
DIVERSE • Provide expanded summer programs and
around an individualized plan to provide a child services for youth served.
Weare intentional in recruiting mentors that reflect
with the assets they need to be successful in the community we serve. • Solidify adequate staff and volunteers for
school and life. In Your Life Mentoring is
service capacity.
connecting caring adults to positively impact RELATIONSHIPS
youth. • Pursue partnerships for shared or available
We seek to recruit 50%or more of our mentors who resources.
The Dream Center long-term vision includes are IN(Engage)the community.
holistic initiatives to benefitthe entire • Renovate Dream Center building and space
community. However,for our first 3-5 years we EDUCATION for service capacity.
will initiate our vision to impact youth.
We expanded our academic center to assist • Secure reliable transportation, including two
This brochure highlights our D.R.E.A.M.Center In participants in completing homework assignments, 15-passenger vans.
Your Life Mentoring system and outcomes for receiving academic assistance, and participating in
2015.
character development curriculums. Ouracademic • Secure sustainable income.
center coordinator works with the Dubuque • Introduce activities, leadership,and
_ Community Schools to develop an individualized volunteer opportunities to at-risk high school
academic development plan for each participant. students.
s '
ACTIVITIES
i Our goal is to decrease the number of unsupervised Top Needs for 2015
youth in our community, provide them with quality
activities that instill character and motivation
towards academic achievement,and connect caring Transportation
adults in the child's life through our activities. Additional staff and volunteers
Gym renovation
MISSION DRIVEN Building repairs, renovations
Our goal is to recruit and assess mentors who are Academic Center technology
mission driven.Connected caringadults who are
unified in purpose can transform a community.
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help! c --�
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
7/4
This is a, petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
6th in Iowa and all along West 17th street! Please feel free to
sign below to help!
This is a petition to get more and better lighting on the block of
16th in Iowa and all along West 17th street! Please feel free to
sign below to help!
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