Niles and surrounding communities had been plagued by flooding since the 1970s. The issue came to a head when, in September 2008, the area experienced record rainfall of about 9.5 inches in 15 hours. The region was declared a federal disaster area when the resulting flooding overwhelmed local and regional sewer systems and caused an estimated $1.5 million in damage.

Solution: The creation of a comprehensive Stormwater Relief Program.

HOW THEY DID IT

Niles Mayor Robert Callero drafted then-Assistant Village Manager Steven Vinezeano as lead staff member of a Stormwater Commission.

Phase One began in February 2009. The commission established a study methodology for data collection and mapping using Geographic Information Systems (GIS) and gathered information from homeowners.

In September, the commission’s first report offered recommendations for reducing runoff, updating legislation, reevaluating system operations, and short- and long-term capital programs.

In 2010, the village hired an engineering firm to work with the commission on analyzing the data collected from several floods. Their June 2012 report recommended the creation of a Stormwater Relief Program to:

• Update village ordinances and codes to meet county, state, and federal standards so future development didn’t have a negative impact on stormwater management for existing homes and businesses.
• Map the sewer system on GIS and institute a multiyear maintenance plan.
• Outline capital improvement projects that could be carried out without significant engineering and construction.
• Offer immediate cost share assistance of up to $4,000 to homeowners experiencing chronic sewer backup or overland flooding.

RESULTS

As a result of these efforts Niles has paid out more than $1.5 million in aid to more than 400 homeowners through a Flood Control Assistance Program. Three major Tier I capital projects, in addition to the largest infrastructure project in the village’s history, have been completed.

Working with FEMA and Cook County, Niles has also developed an approved Hazard Mitigation Plan and the Village now participates in the National Flood Insurance Program Community Rating System with a quality CRS of 6.

Currently the Stormwater Commission is in the process of updating the 2012 Stormwater Relief Program at an estimated cost of $50,000.

LESSONS LEARNED

• Be straight with residents, even when it gets tough.
• Act on urgent issues swiftly and report accomplishments to the public.
• If you think something is impossible, think again.
• Nurture contacts with regional, state, and federal agencies— you may learn of valuable funding opportunities.

This program was a 2016 recipient of an ICMA Local Government Excellence Award in Community Health and Safety. 

Meet the Manager

Steve Vinezeano

Village Manager

  Steve received a Bachelor's degree in Architecture from SIU at Carbondale in 1988 and a Master's degree in Public Administration in 1996. Mr. Vinezeano began his public service career as an active duty commissioned officer in the United States Army from 1989 to 1992, serving in the Gulf War. He continued his military service in the U.S. Army Reserves until he was honorably discharged as a Captain in 1997. He started his career in local government as the Assistant City Administrator for the City of Prospect Heights from 1996 to 2000 before accepting a position with the Village of Niles where he has served as the Assistant to- and the Assistant Village Manager from 2000 to 2012. In December of 2012, he accepted the duties of Acting Village Manager until he was appointed Village Manager in May of 2013.

For many communities, annexation can be a complex and daunting undertaking. The case of Fry Townsite, however, is a reminder of the cost of inaction, including service vacuums for residents and unexpected challenges for neighboring municipalities.

The City of Sierra Vista was originally incorporated in 1956. As surrounding areas resisted annexation, county “islands” – areas surrounded entirely by incorporated city limits – began to emerge. These “islands” present a challenge for both the counties and surrounding cities in terms of service provision and the application or enforcement of municipal codes. Fragmented from central county services and absent a local government presence of its own, Fry Townsite —an island within Sierra Vista — had gradually deteriorated, becoming known for its high crime rates, dilapidated mobile homes, failing septic systems, excessive junk vehicles, and overall disrepair.

Since 2001 the City of Sierra Vista has worked in close partnership with its regional government, Cochise County, to address challenges within Fry Townsite, particularly those tied to crime and property conditions. The City agreed to remove graffiti in public areas within the area; a crime prevention task force between the two jurisdictions was developed; Community Development Block Grant (CDBG) funds from both entities were leveraged for drainage and road improvements; and code enforcement personnel cooperated to maximize impact to the neighborhood. Progress was made, but when revenues shrunk, so too did County resources and response to the island. 

While the City had some success annexing portions of Fry Townsite in the past, a single obstacle was identified as not only preventing complete annexation, but also as being the source of many of the sites’ woes. An individual landowner had assembled multiple rental properties in Fry Townsite that were later determined to be among the most egregious. In addition, the County revealed that this individual had been severely delinquent in his property taxes. That information allowed the City and County to utilize a state law that would allow foreclosure on several tax delinquent properties. Working in partnership, the City Council authorized $90,000 to purchase the properties at auction and the County agreed to fund the cleanup up to $100,000. 

Following the appropriate notification, the landowner filed for bankruptcy, effectively halting the project. But with some creativity and relationship building over the following year, city and county managers negotiated a settlement agreement that broadened the number of properties acquired and cleaned up; helped the landowner sell several more; ensured the ones he did keep were freed of tax and lien liability; and secured his commitment to annex his remaining properties in the future. 

The final settlement agreement included and/or facilitated:

• Eleven properties deeded to the City, with the City assuming all tax/sewer liabilities, totaling $62,500
• Payment of additional back taxes on four properties totaling $33,400
• County waiver of a judgment lien of $85,000 on the largest property
• A six-month credit of $7,500 in refuse removal costs to encourage the landowner to clean up the 10 properties he continues to own
• Auction of the most egregious mobile home park (two parcels, with net proceeds of $18,000) with a requirement that the new owner cleans it off within 90 days, avoiding an estimated $75,000 expense
• Clean up of the eight remaining properties using public funds, $62,000
• Removal of any remaining junk vehicles owned by the landowner, $3,000

In total, 35 dilapidated or burned mobile homes and five failing structures were taken away, five failed septic tanks decommissioned, and dozens of junk cars, several tons of refuse, and numerous dead trees have been removed from the sites. 

The local government management team of Sierra Vista and Cochise County took the lead in initiating, researching, and developing the idea, obtaining consensus from the elected bodies, and negotiating the final agreement. Mary Jacobs, Assistant City Manager was the primary contact with the landowner, and it was through the relationship building and authority she brought to the discussion that the agreement was brought to fruition. The resulting impact to the neighborhood instilled faith among the residents that the City and County care, and that their leaders are willing to challenge an irresponsible property owner for the benefit of the community. 

Where most cities would reject annexation because of the cost to upgrade infrastructure and provide public safety services, the City of Sierra Vista desires to upgrade the level of services that the predominately low-income residents of this area receive. This project helped the community to grow its reliance on a professionally run government, as further evidenced by residents who are now requesting annexation. In addition, investors are beginning to look at the area for property purchase and redevelopment opportunities.

The forward momentum has led the City Council to direct staff to attempt annexation of all 250 remaining county island properties in this area in FY2018.  The City Council has also recently provided authorization to allocate $15,000 of the City’s FY2018 CDBG funds for a program geared to provide financial assistance for blight removal of dilapidated homes and mobile homes. Property owners who participate in the program must commit to installing new housing units dedicated to serving families earning less than 80% of the median income.

Meet the Manager

Chuck Potucek

City Manager

Charles P. Potucek was appointed City Manager of the City of Sierra Vista on April 1, 1996. He has worked for the City since September, 1986, in several capacities including administrative analyst, budget analyst, and assistant to the city manager. Potucek holds both Bachelor of Science (B.S.) in Public Affairs and Master of Public Affairs (M.P.A.) degrees from Indiana University in Bloomington. He is a member of ICMA and a past board member of the Arizona City/County Managers Association.    Sierra Vista has experienced dramatic growth and has undergone significant change during Potucek’s 30 years of service to the City. Potucek's accomplishments include negotiation of the agreement that brought the Mall at Sierra Vista; development of the Highway 90/92-Charleston Road commercial cluster; construction of the Environmental Operations Park; establishment of Sierra Vista as a founding member of the Upper San Pedro Partnership; construction of Avenida Cochise and Martin Luther King, Jr. Parkway; the development of the award-winning Sierra Vista transit system; the enhancement of the City's bond rating; and facilitation of improved citizen participation. Capital improvements constructed during his tenure as city manager include the Sierra Vista Aquatic Center (the Cove), the Sierra Vista Public Library, the Pedro Castro Maintenance Center, a 30-mile multi-use path system, the Nancy J. Brua Animal Care Center, the Kiwanis Skate & Bike Court, Fire Station #3, and the Centennial Pavilion. Additional projects include the renovation of the Ethel H. Berger Center and expansion of the C. Reed Vance police facility. Potucek envisions Sierra Vista as a regional center for commerce, health care and education; a model for environmental programs; a technology center; and an outstanding public service provider. Above all, he wants Sierra Vista to become a place where children grow up and stay, instead of going elsewhere for educational and employment opportunities.