Issues (2005 Campaign)

A Proactive Plan for Davenport - Overview:

 

CITY SERVICES

  • Ian is committed to maintaining high levels of city services.

DAVENPORT'S INFRASTRUCTURE

  • Ian is committed to catering to the needs of an older city with aging infrastructure.

STRONG PUBLIC & PRIVATE PARTNERSHIPS

  • Ian is committed to strengthening the bond between the private and public sector in Davenport.

TAXES & FEES

  • Ian is committed to protecting city residents with low tax rates and fee structures.

COMMUNICATION & EFFICIENCY

  • Ian is committed to helping promote strong lines of communication and an efficient City Hall for the citizens of Davenport.

SOLID & PROFESSIONAL REPRESENTATION

  • Ian is committed to representing Davenport professionally and striving for excellence throughout the city.

ATTRACTION & RETENTION

  • Ian is committed to the attraction and retention of residents and businesses, as well as the attraction of tourists to our community.

GROWING THE ECONOMY FROM WITHIN

  • Ian is committed to promoting organic growth for local business entities.

JOB CREATION

  • Ian is committed to using attraction/retention and economic growth strategies to create good paying jobs for Davenport.

REVITALIZATION OF DAVENPORT NEIGHBORHOODS

  • Ian is committed to revitalization efforts and to building better neighborhoods throughout the city.

BUILDING MOMENTUM

  • Ian is committed to continue building off our great city's foundation.  We have momentum!  What we do with our momentum is up to us and Ian is promoting a proactive approach and "can do" mentality.

Ian Frink -
Questions & Answers on Pivotal Issues:

 

  • 1. What is the most important issue facing the city? Explain.

    The most important issue facing Davenport is the development of a cohesive bond between our citizens and City Hall.  This will allow us to work together to identify our brand or image.  Davenport has the potential to become a top-tier Midwest community, but we presently don’t fully realize this potential.  We can only reach this ideal with solid leadership throughout all departments in the city. 

    With a stronger bond a number of other challenges, throughout the city, will be more easily overcome.  This new mentality could provide better customer service, a more results orientated environment, and cultural change.

    We are coming to a crossroads where we must be pro-active in re-development and new development for our city; this will allow us to broaden our tax base and will lesson the burden on individuals with fixed incomes.  Programs need to be implemented and thoughtful planning needs to take place in order to realize this goal. 

    If Davenport becomes more efficient in its’ operations, maintains low taxes and fees, and listens to its’ citizens viewpoints we will build the next layer upon our foundation.

  • 2. What steps should Davenport take to increase its population and tax base?

    Davenport should continue to seek out any and all funding at the federal and state levels to assist us in the re-development of our Central City and in the development of outlying areas.  Davenport should also work closely with DavenportOne, the Quad City Development Group, the Quad Cities Convention and Visitor’s Bureau, as well as other agencies to attract and retain business, residents, and tourists. 

    Davenport should strive for a solid balance between standard services, cultural amenities, and fiscal responsibility.  If we achieve these goals our city will be more attractive to potential investors.  Davenport has a number of assets: affordable housing, a solid public school system, an improved amenity base, and the nation’s most significant river.  We need to take advantage of these assets, while concurrently striving for the best public service and the lowest tax/fee structures.  If we accomplish these goals, our city will be more attractive, the population base will increase, and our tax base will follow suit.

  • 3. What is the most important commercial corridor that the city should try to rehabilitate? Why?

    The Brady Street corridor is the most important commercial corridor for Davenport to rehabilitate.  We cannot afford to have a decaying spine through the center of our city.  Approximately 25,000 vehicles travel this corridor daily.  Our best opportunities for re-development of a corridor lie here. 

    We have some strong anchors including North Park Mall, Interstate 80, new Downtown Amenities, Brady Street Stadium, VanderVeer Park, Lujack’s/other businesses, and so forth.  This combined with a strong education corridor within this stretch (St. Ambrose, a Jr. and Sr. High School, Palmer College, the Downtown Library) give us some strong basis for re-building. 

    We need to fill in the voids within the vacant commercial properties along this stretch.  We should study this area and look at alternatives.  This might include converting US-61 to two-way streets, connecting the Duck Creek Bike Path to the Riverfront Bike Path (use of special bike lanes), re-evaluating zoning options, and so forth.  Some serious study of this area should be conducted.  It is a major gateway into our city and could fuel improvements in the Central City, as well as areas off of Locust Street, Kimberly Road, and 53rd Street.

    The second most important corridor is West River Drive.  Both corridor’s are US Highways and provide direct links to interstate highways.

  • 4. What is the most important issue the city should tackle in Davenport’s central city? Explain.

    The most important issue right now is crime.  We need to clean this area up and move out the criminals.  This should be one of the police departments’ top priorities. 

    We could look at establishing small “branch precincts” in this area to offer a permanent presence, while concurrently stepping up patrols and involving citizens in designated task forces to examine these issues.  We will attract additional investors when crime has been eradicated.  This could open the door to re-development of existing housing and beautification of these neighborhoods.  Rock Island’s Broadway Historic District was able to accomplish many of these goals.  It does work and can be achieved; it needs to become a major focus.  If we are able to tackle these issues the central city could tie in nicely to an improved downtown and an improved Brady Street corridor.  The process will have to be implemented at 110%; any token or small-step measures will provide only temporary fixes.

    The biggest hurdle to overcome will be the costs associated with a program such as this.  The city might need to be more creative by freshening up neighborhood associations and expanding the community development department within the city. Other savings might be achieved by embracing public and private partnerships with DavenportOne and other groups to augment in-house planning and by looking toward the private sector to play more of a role in the implementation of some city services.  We must also address the fact that public safety benefit packages are escalating: employees might need to pay a higher share of the costs or some other possible restrictions might need to be implemented.

  • 5. Explain your stance on the city’s stormwater and garbage collection fees.

    I believe citizens are frustrated with the way the stormwater fee was presented and with the increased fee.  The presentation was off base; the needs should have been articulated clearly from the outset.  I would like to see the next council strive for a better solution that makes our city stronger.  I am definitely in support of revisiting the issue. 

    I believe that “stormwater fee reform” should take place.  We should start over.  Davenport needs to comply with our permit and communicate a straightforward plan to our citizens that requires the absolute least amount of dollars to accomplish our goals.  If not “stormwater reform” then we should, at least, roll back any dollars that are not directly being allocated to improvements and management of stormwater. 

    Davenport was the last major city in the state to impose a garbage collection fee.  The fee is dedicated to pay for what a given household uses.  I, like other citizens, don’t like to pay new fees.  I have a higher level of tolerance for the garbage collection fee, compared to the stormwater fee.

  • 6. Under what circumstances would you support a property tax increases or new/increased fees during the next two years?

    Davenport citizens are tired of fees and taxes.  I will do everything possible to prevent any new fees or tax increases.  We need to do our best to hold the line here.  I realize we have increasing health care costs, pension costs, and increased costs associated with doing business in the city.  It is no different in private business.  We need to make do with what we have; our businesses are forced to do this.  We need to look at consolidation of positions and/or departments to become as efficient as possible, as our budget becomes tighter.

  •  7. Should the city continue to invest in Prairie Heights? Why or why not?

    Inaction has a cost.  The bottom line is that Davenport has been inactive on Prairie Heights, because of this, we have missed out on years of potential tax income.  The city should either make immediate modifications to its’ plan, or move out of the development businesses.  I would not support waiting much longer on this plan.  We have an opportunity for a new park, residential development, and commercial development.  We should move efficiently and effectively to implement the plan or sell the land to outside investors. 

    I believe the new urbanism concepts work.  I would like to see aspects of this concept incorporated into older more established neighborhoods on a smaller scale.

  • 8. Explain your stance on the idea of four-year terms for aldermen and the mayor.

    I support four-year terms.  A reduction in turnover allows plans to be implemented with fewer interruptions.  Most cities have four-year terms.  We are definitely in the minority.  I believe we would be better of on a multitude of fronts with this direction.  I would support staggered terms for the aldermen.  This would allow for smoother transitions for new councilpersons and for some mentoring to ease the learning curve. 

  • 9. Do you believe the city has a crime problem? If yes, what should be done about it?

    All larger cities have a crime problem.  It varies based upon perspective.  I believe we should continue to strive to do our best in identifying problem areas and aggressively clean these areas up.  Eradicating crime in a given area requires a long and sustained 110% effort.  Temporary fixes are merely band-aids. 

    Please review the remarks posted in question four, within this survey, as my comments tie into this section as well.

  • 10. What grade would you give the performance of the mayor and aldermen over the past two years?   What grade would you give the city administrator and his staff?

    I would not emulate the performance of a few aldermen who oppose most proposals, but fail to propose alternatives.  They are problem identifiers, but not problem solvers.  These same folks alienate themselves from other officials such that they have no capacity to collaborate on issues that matter to their wards.  While this is sometimes a good counter balance, it is a pretty limited role when citizens need more from their elected officials.

    I believe the council should evolve into more of a board-of-directors concept.  This concept will only be successful if a solid supporting cast is in place (staff and administrator).  I am hopeful that citizens elect a council that will work as a cohesive unit that upholds professionalism and the highest standards.  I am sure this is something citizens will embrace.